Proctor And Gamble Case Study

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Proctor and Gamble (P&G) was formed by William Procter, a candle maker and James Gamble, a soap maker. William and James joined forces and created P&G, a Fortune 500 company in 1837. Proctor and Gamble’s headers are located in Cincinnati, Ohio. P&G manufactures a wide variety of consumer goods which include beauty products, household products, and health and wellness products. P&G has an extensive history of providing a value-driven and ethical workplace culture. Product globalization posed threatening issues to their success during the early nineteen-nineties. Company leadership determined that it was necessary to change the workplace product development model in order to remain highly competitive in the global market. P&G already had a reputation of treating employees fair, including being one of the first companies to introduce profit sharing, employee stock ownership, and proactive employee retention and preferred internal promotions. The company also had a reputation for being innovative in product research and development by utilizing the latest technologies and focusing on the consumer demands. However, the business was structured by brands and the information and technology associated with them were individually organized which created silos of information. The information wasn’t openly shared across brands because of a fostered internal competition between them as well as protecting information from competitors.
The new products at P&G were not meeting projected sales goals that were set. They had been focusing on incremental innovations with existing products and not innovative new products. Company leaders began to realize that maintaining current innovation/creation product goals were not going to be product...

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...g process. This risk-taking allowed creative opportunities to flourish and created an environment where innovation can flourish. The prospect for the employees to develop standards, guidelines, and priorities seemed to instill a greater confidence to move forward to create more abilities for solid research and development of quality products. This is a positive example how innovation, such as allowing for experimentation and creativity to develop from the bottom up in an organization can have a great impact on a company. It can be challenging as a manager to trust that all employees are focused and motivated to succeed in a cooperative environment, but the results can also be powerful. It can also be challenging to guide the creative process without attempting to lead, but if employees are motivated to work to their strengths, it can be a win-win situation for all.

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