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Jean-Loup ARDOIN

Emeritus Professor

Strategy & Business Policy

 Profile picture

Biography

Jean-Loup Ardoin holds a HEC degree in 1969 and a Ph.D. University of Minnesota in 1973. He has been teaching, researching and consulting for over thirty years.

He has been Associate Dean and Director of the Executive Education Center of HEC. He has also been Associate Dean and Director of the full-time MBA Program of HEC for six years (1995-2000).He is currently serving as HEC Academic Director for the Global Executive MBA TRIUM that HEC founded along with London School of Economics and New York University, Stern School of Business. Jean-Loup Ardoin is also a member of the Academic Committee of HEC Executive MBA.

In addition to these functions, Jean-Loup Ardoin remained involved in teaching and consulting for large corporations in the field of management and cost accounting, control of subsidiaries and management accounting. His particular centers of interests are strategy implementation and management control, corporate performance and sustainable development.

He is the author or co-author of several books and articles in the field of management control and he has taught in various business schools (University of Minnesota in the US, Warsaw Polytechnic Business School in Poland, Baltic Management Institute in Lithuania, TsingHua University in China).

Jean-Loup Ardoin also developed and taught in a large number of executive programs all over the world. Clients have included Total, Bouygues, Pernod Ricard, Suez-Lyonnaise des Eaux, Zurich Insurance Group, BNP among others. He has been a consultant to a wide variety of organizations. Assignments have involved him in many different management control related topics including management control systems design, management accounting, planning and developing corporate strategies integrating a sustainable development dimension. He is consulting and serves in advisory boards in various organizations.

Scientific articles

L'abus des centres de profit peut être dangereux pour la santé des entreprises

Revue Echanges, March 1995, n° 110, pp 20-36,

Contrôler la gestion en lisant

Harvard L'Expansion, Fall 1977,

La gestion prévisionnelle en France en 1976

Revue Echanges, 1977, n° 40, (in coll. with J.-L. ARDOIN)

Reflexions sur le management ou l'anti-management

Management France, June-July 1976, n° 67,

Réflexions sur le management ou l'anti-management

Revue Echanges, January 1976, n° 35,

Books

Du rouge au noir ou les profits retrouvés

Paraninfo

Du rouge au noir ou les profits retrouvés

Sperling et Kupfer Editori

Du rouge au noir ou les profits retrouvés

Publi-Union

Le contrôle de gestion

Publi-Union

Le contrôleur de gestion

Flammarion

Chapters edited in books

Développement durable : changement ou rupture ?

L'Art Du Management - Leadership, Performance, Développement Durable, B. Ramanantsoa (Ed.), Pearson Education France, Partie 3 - chap. 2

Entre crise et opportunité, l'économie sans carbone

L'Art Du Management 3, HEC Paris, Dunod, Paris, 465-469

Plans et budgets

Encyclopédie De Gestion, Y. Simon, P. Joffre (Eds), Economica, 2

Le contrôleur de gestion : un homme de qualité !

Compétences Financières, R. Maeder (Ed), CEPP, Paris, 376-377

Confiance et relations contractuelles : frontière sémantique et frontière géographique

La Confiance En Question, Dunod, Paris

Contribution

La Dynamique Du Contrôle De Gestion, Ouvrage Collectif, A. Khemakhem (Ed.), Dunod, Paris

Working papers

Moyens d'action et stratégie de développement des entreprises du bâtiment

Cahier de Recherche du Groupe HEC , 1978

La pratique de la gestion prévisionnelle

Cahier de Recherche du Groupe HEC , 1976

Case Studies

GRAMEEN DANONE FOOD LIMITED (A): Creating a social business in Bangladesh

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-a-creating-a-social-business-in-bangladesh)

GRAMEEN DANONE FOOD LIMITED (B): New Directions

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-b-new-directions)

GRAMEEN DANONE FOOD LIMITED (C): Update

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-c-update)

Scientific articles

L'abus des centres de profit peut être dangereux pour la santé des entreprises

Revue Echanges, March 1995, n° 110, pp 20-36,

Contrôler la gestion en lisant

Harvard L'Expansion, Fall 1977,

La gestion prévisionnelle en France en 1976

Revue Echanges, 1977, n° 40, (in coll. with J.-L. ARDOIN)

Reflexions sur le management ou l'anti-management

Management France, June-July 1976, n° 67,

Books

Du rouge au noir ou les profits retrouvés

Paraninfo

Du rouge au noir ou les profits retrouvés

Sperling et Kupfer Editori

Du rouge au noir ou les profits retrouvés

Publi-Union

Le contrôle de gestion

Publi-Union

Chapters edited in books

Développement durable : changement ou rupture ?

L'Art Du Management - Leadership, Performance, Développement Durable, B. Ramanantsoa (Ed.), Pearson Education France, Partie 3 - chap. 2

Entre crise et opportunité, l'économie sans carbone

L'Art Du Management 3, HEC Paris, Dunod, Paris, 465-469

Plans et budgets

Encyclopédie De Gestion, Y. Simon, P. Joffre (Eds), Economica, 2

Le contrôleur de gestion : un homme de qualité !

Compétences Financières, R. Maeder (Ed), CEPP, Paris, 376-377

Working papers

Moyens d'action et stratégie de développement des entreprises du bâtiment

Cahier de Recherche du Groupe HEC , 1978

La pratique de la gestion prévisionnelle

Cahier de Recherche du Groupe HEC , 1976

Case Studies

GRAMEEN DANONE FOOD LIMITED (A): Creating a social business in Bangladesh

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-a-creating-a-social-business-in-bangladesh)

GRAMEEN DANONE FOOD LIMITED (B): New Directions

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-b-new-directions)

GRAMEEN DANONE FOOD LIMITED (C): Update

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-c-update)

Education

  • Ph.D. , University of Minnesota - USA

Academic appointments

Academic responsabilities at HEC

  • 2009- Emeritus Professor
  • 1995-2000 Associate Dean, HEC MBA Program (ISA)
  • 1987-1989 Associate Dean and Director of the HEC Executive Education Program
  • 1974-2009 Professor

Awards & honors

Membership in Academic or Professional Organisation

  • 2009 BNP Paribas Pierre Vernimmen Teaching Award