Knowledge Management at

Unilever Indonesia
SG-1A
Akbar Prasandhika 29319011
Atika Rizkyutami W 29319055
Delina Fitri 29319128
Diva Nuragustin 29319156
Eva Natasha 29319161
 Great People Great Place,
One of the world’s
Great Brands and
leading suppliers of fast
Innovations, Sustainable
moving consumer goods
Living, to Create Great
(FMCG)
Business Performance

Knowledge at Unilever Succeeded in effectively

focus on Knowledge develop employees’
Case Essence preservation; and Training
on Business Excellence
capability across
professional skills, general
Methodology skills, and leadership

Chosen as one of three

companies receiving the
national level award and
eligible for the Asian
MAKE program
 The Knowledge Strategy of ULI
 Keep providing consumers with innovative, superior
and economical products, one of which is by applying a
wealth knowledge and international expertise
 Create and accept new ideas and continuous learning
to achieve long-term success.
Case Analysis  Maintaining knowledge updates and knowledge
sharing to interested parties continuously.
 Focus on meeting customer needs, employee
development and creating an environment conducive
to various knowledge by providing adequate system
and facility support.
 Three main issues Unilever Indonesia faced

Discipline in documenting knowledge

Case Analysis Ability to search multiple sources

information

Information resides with individuals

 Case Analysis
Strength Weakness
- Having Skilled and Motivated - The slow pace of internal consolidation
people in all levels in decision making
- ULI as one of the biggest - Unclear certification for certain
advertising spend products
- Complete Learning Facilities - The majority of Unilever Products have
a low entry barrier
Opportunity Threat
- Strong economic growth in the region of - Increasing cost of raw materials and
islands in Indonesia packaging
- Previous customer satisfaction leverage - Competitive products at lower prices
the CS Index - Boycott issues related to zionism
- High and stable level of public loyalty
to consumer products
  The importance of renewing the existing knowledge (knowledge
stocks) by sharing it with other parties (knowledge flow) to make
the firm more sustainable.
 The effort Unilever Indonesia gives for its knowledge preservation
and training by conducting several programs to the internal side
and external side.
 How Unilever relies less on third-party coaching and more on its
Lesson managers by endorsing them to be both as leader and coach.
Learned  People are Unilever’s greatest asset - without great people there
will be no great brands. People are the key to develop the
knowledge sustainably to maintain the growth of the company
and accelerating the achievement of the target in developing
sustainable knowledge management.
 In order to generate extraordinary value for stakeholders, the
company has to learn better and applied the knowledge faster
than competitors to accelerate business growth.