This reading of the social context allowed her to execute changes via the political platform by virtue of her leadership of the European Beverages Association. Her leadership of the association thus allowed for important changes specifically restricting marketing of coca cola and other softdrinks not only to make ethical changes in how to do business within her company but also industry-wide. Consequently, ethical changes made by Reiniche were wise with respect to the strategic advantage they conferred to Coke. Other beverage companies were moving in environmentally and ethically driven direction, so Coke could not afford to be left behind and thus, make the move instead a source of competitive advantage.
Collaboration and effective communication with regulators, industry players and other non-governmental organization as shown by Reiniche is another facet of organizational leadership. The change initiated with respect to restricting marketing of softdrinks to children necessitated not only the efforts of one company but the collaboration of many concerned parties. Collaboration allows for easier facility of the
implementation of the ethical agenda through support and the authoritative use of influence and power to make changes (it greatly helped for instance that Reiniche was President of the European Beverages Association that she welded power to lead the industry to make changes).
Furthermore, collaboration only works with effectively communicating agenda to all concerned parties. Coke’s chief executive by Neville Isdell has communicated that ethical changes regarding operations to address environmental concerns are what Coke have in mind – with speeches as he did for the Worldwide Fund for Nature’s annual conference. In action, he has in fact led his company to collaborate with WWF to cut back and recycle the billion of liters of water it uses annually.
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Dominique Reiniche, Coke’s European…
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