Innovating how innovation works at Procter & Gamble
Purpose: The authors map out a work system that was key to Procter & Gamble transforming its innovation practices from a slow-paced, cautious incrementalism toward a leaner, more entrepreneurial model able to make bigger and riskier long-term bets. Design/methodology/approach: Starting in 2016, P&G began “innovating how they innovated”, supported by a strong leadership commitment to working differently. Findings: The newly envisioned future included P&G exploring many smaller scale innovations within and across business units, with quick learning, conducted in close collaboration with consumers and driven by their problems and needs. Practical/implications: Kathy Fish began this initiative by studying what innovation practices had produced “irresistible superiority” in the past. Originality/value: Describes how P&G, a leading, long-established company instituted a systematic program of changing the system through which the work of innovation gets done. This system has eight action levers that collectively shape a supportive and productive work environment. Taking these actions in a coherent, coordinated fashion at Procter & Gamble, changed the operating environment and the company’s innovators adapted their behavior to the new system.
Year of publication: |
2021
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Authors: | Day, George S. ; Shea, Gregory P. |
Published in: |
Strategy & Leadership. - Emerald, ISSN 1087-8572, ZDB-ID 2039442-1. - Vol. 49.2021, 6 (12.11.), p. 2-8
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Publisher: |
Emerald |
Saved in:
Online Resource
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