1. Motive purpose and ideas: People cipher better when turned on.
2. Stretch goals: Pushing is important and dont overdo as P&G did in 2000.
3. Choiceful strategies: Innovation helps you choose when to launch new products or drop old ones.
4. Unique core strengths: give what you have always done well.
5. Enabling structures: The firms structure make-up must endorse innovation.
6. Consistent and accepted transcriptions: You need a check for the chaos.
7. Courageous and connected enculturation: Dont punish innovators.
8. Inspiring leadership: The vanquish energize and inspire workers while being honest.
These are actually sound ideas and helped Lafley vastly improve P&Gs corporate culture and revive its innovative DNA. He inherited the mess left by Durk Jager who had been CEO and chairman for less than two years.

Jagers mission was to completely organize P&G and double revenues to $70 jillion by breaking up a country-based organization system and replacing it with one based on product lines. In the resulting chaos, Jagers hard-charging personality poisoned the well of innovation at a company that had invented brand management.
Full disclosure: I cover P&G as a business journalist a decade ago when Jager and his predecessor, gentlemanly legerdemain Pepper, were in charge. It was a love-hate thing. I admired the companys innovation but hated its militaristic, secretive ways. Give me the Kremlin any day.
I may have been a decade similarly soon since I hear that Lafleys really changed things. superb for him. His book has plenty of useful insights...If you want to get a full essay, order it on our website: Ordercustompaper.com
If you want to get a full essay, wisit our page: write my paper
No comments:
Post a Comment