About Unilever's New Global Strategy:

The case describes Paul Polman's appointment to lead a troubled Unilever, and his subsequent decision to implement a bold new global strategy based on a platform of sustainability. It opens by describing Unilever's historical background, including its commitment to the philosophy of "doing well by doing good". In 2009 as the board recruits Polman, Unilever's first ever outsider CEO, to turn around the company's declining performance. The new CEO develops the Unilever Sustainable Living Plan (USLP) with three bold social and environmental goals for 2020: to halve the environmental footprint of Unilever products, to positively affect the health and well-being of a billion people worldwide, and to enhance the livelihood of millions. In a surprising development, Polman establishes these challenging goals not only for the company itself, but also for its entire value chain and over the full product cycle. The case describes how they eventually recognize the need to expand the original goals to reach beyond the corporate boundaries, setting targets based on achieving major transformational change to the broader systems of which Unilever is a part.

Q1. Define and describe the key characteristics of the following theories of management and provide evidence of how they have informed the organisational design and practices of Unilever?

1. Corporate Culture as a source of competitive advantage
2. Total Quality Management

Q2Use the 'high and low prole' symbols framework to describe the organisational culture of Unilever.

Q3As a financial manager of Unilever, you are required to present a report to CFO of the company on the lucrativeness of company for prospective investment.

Q4Describe the four Cs of Unilever businesses.

Q5Is Unilever employing Humanitarian logistics and/or Environmental responsibility practices in its operational design?