Strategy, leadership and company culture

In the fast paced world of household, consumer health and personal care products, innovation is the key to success. To keep ahead of their competitors, Reckitt Benckiser (RB) needed to create a company culture that allowed new ideas to thrive. This case study focuses on the strategies that RB uses to achieve above average growth within the industry and the importance of innovation and marketing to this global organisation.

As a result of reading this case study, students should be able to: 

• Explain how employing the right people with the right attitude can influence the success of an organisation
• Discuss the importance for a global business to develop a marketing strategy including branding and advertising 
• Evaluate the use of constructive conflict and employee diversity within RB to gain a competitive advantage in terms of innovation and speed-to-market
• Outline different leadership styles and determine where the management team at RB would fit.

1. Introduction

To be successful in the fast-paced world of household, health and personal care products, you have to think big. 

2. Strategy

RB’s strategy has always been clear: employ the right people to drive above industry-average growth and turn it into profit and cash.

3. The Global Powerbrands

The concept of the Powerbrand was introduced in 2002 and consists of RB’s leading global brands that compete in markets with significant potential for high growth.

4. Culture and People

A strong corporate culture is an important part of any good business and attracting and retaining the right people has been a key part of RB’s success.

5. The leadership model

A good leader may be described as one who influences, motivates and enables their employees to do their job well and contribute to the success of the organisation.

6. Conclusion

Since the merger in 1999, RB has seen phenomenal success.

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