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Jean-Loup ARDOIN

Professeur Emérite

Stratégie et Politique d’Entreprise

 Profile picture

Biographie

Jean-Loup Ardoin est professeur Emérite au sein du département de Stratégie et Politique d'Entreprise de HEC Paris. Il a effectué ses études en France (Diplôme de HEC 1969) et aux USA (Doctorat de l'Université du Minnesota, 1973). Il a exercé plus de trente ans dans les domaines de l'enseignement, de la recherche et du conseil.

Il a été Doyen Associé, Directeur du Centre d'Executive Education de HEC, ainsi que Doyen Associé, Directeur du Programme MBA de HEC pendant six ans (1995-2000). Il occupe actuellement le poste de Directeur Académique HEC du Programme Global Executive MBA TRIUM fondé par HEC en partenariat avec la London School of Economics et la Stern School of Business de l'Université de New York. Il est également membre du Comité Académique de HEC Executive MBA.

En plus de ces fonctions, Jean-Loup Ardoin est resté fidèle à ses activités d'enseignement et de conseil envers des sociétés de grande envergure dans les domaines du management et de la comptabilité analytique, le contrôle des fournisseurs et la comptabilité de gestion. Ses principaux domaines de recherche comprennent la mise en oeuvre de la stratégie, le contrôle de gestion, la performance d'entreprise et le développement durable.

Il a écrit ou co-écrit plusieurs livres et articles dans les domaines du contrôle de gestion et a enseigné au sein de plusieurs écoles de management (Université du Minnesota aux USA, Warsaw Polytechnic Business School en Pologne, Baltic Management Institute en Lituanie, Université TsingHua en Chine).

Jean-Loup Ardoin a également créé et dispensé un grand nombre de programmes de formation pour cadres supérieurs à travers le monde. Parmi ses clients on peut citer Total, Bouygues, Pernod Ricard, Suez-Lyonnaise des Eaux, Zurich Insurance Group, BNP, entre autres. Il a exercé en tant que consultant auprès d'un grande nombre d'organisations sur des projets dans les domaines liés au contrôle de gestion, comme la conception de systèmes de contrôle de gestion, la comptabilité analytique, la planification et le développement de stratégies d'entreprise intégrant une dimension de développement durable. Il intervient en tant que consultant ou est membre du conseil consultatif pour le compte de plusieurs organisations.

Articles scientifiques

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

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

Contrôler la gestion en lisant

Harvard L'Expansion, automne 1977,

La gestion prévisionnelle en France en 1976

Revue Echanges, 1977, n° 40, (in coll. with H. JORDAN)

Reflexions sur le management ou l'anti-management

Management France, juin-juillet 1976, n° 67,

Réflexions sur le management ou l'anti-management

Revue Echanges, janvier 1976, n° 35,

Ouvrages

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

Cahiers de recherche

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

Cas pédagogiques

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)

Articles scientifiques

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

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

Contrôler la gestion en lisant

Harvard L'Expansion, automne 1977,

La gestion prévisionnelle en France en 1976

Revue Echanges, 1977, n° 40, (in coll. with H. JORDAN)

Reflexions sur le management ou l'anti-management

Management France, juin-juillet 1976, n° 67,

Ouvrages

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

Cahiers de recherche

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

Cas pédagogiques

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)

Formation

  • Ph.D., University of Minnesota - USA

Nominations académiques

Responsabilités académiques à HEC

  • 2009- Professeur Emérite HEC Paris
  • 1974-2009 Professeur HEC Paris
  • 1995-2000 Directeur Délégué de l'ISA HEC Paris
  • 1987-1989 Directeur du Centre de Formation continue du Groupe HEC HEC Paris

Prix ​​& honneurs

Adhésion à l'organisation académique ou professionnelle

  • 2009 BNP Paribas Pierre Vernimmen Teaching Award