This book analyzes first and foremost Danone’s process of transformation. It begins with the instinct that was shared at the heart of the management team that proceeding towards a SB approach could be the propeller for this transformation. It looks at the way that this intuition emerged, was articulated, shared, tested then established in a true process of strategic renewal. It is like a kind of clear and helpful documentary on what we are trying to do, and the different means put in place but also on areas we have not succeeded in. This analysis clearly highlights the constraints and impediments of this renewal process. It raises several individual and collective restraints and exposes the keys to success in such a transformation. It shows how a process such as this takes time and calls for a shared vision among the directors, and among all the players as well as a strong commitment from each of them.