Procter & Gamble: Organization 2005 & Beyond


IBS CDC IBS CDC IBS CDC IBS CDC RSS Feed
 
Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

ICMR HOME | Case Studies Collection

Case Details:

Case Code : BSTA062
Case Length : 15 Pages
Period : 1998 - 2003
Organization : Procter & Gamble (P&G)
Pub Date : 2003
Teaching Note :Not Available
Countries : Global
Industry : FMCG Fast Moving Consumer Goods

To download Procter & Gamble: Organization 2005 & Beyond case study (Case Code: BSTA062) click on the button below, and select the case from the list of available cases:





Price:

For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges


Business Strategy Case Studies
Case Studies Collection
Business Strategy Short Case Studies
View Detailed Pricing Info
How To Order This Case
Business Case Studies
Area Specific Case Studies
Industry Wise Case Studies
Company Wise Case Studies



Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

<< Previous

Introduction

Procter & Gamble's (P&G) Organization 2005 was conceived as a set of far-reaching initiatives to accelerate the company's growth. It involved comprehensive changes in organizational structure, work processes and culture to make employees stretch themselves and speed up innovation. Organization 2005 also sought to leverage P&G's global presence. The program was intended to boost sales and profits by introducing new products, closing plants and eliminating jobs. This initiative spearheaded by P&G CEO Durk Jager (Jager), who became CEO in 1999, was to be a six-year, $ 1.9 bn effort. Jager believed that rapid restructuring was necessary to create new growth opportunities for P&G.

While launching the program he expressed his optimism1:

"Success is defined first and foremost in terms of growth. Unless a company grows at an acceptable rate -- year in, year out -- it can't sustain its organization. Success also means growing profitably. Otherwise, it can't produce the resources and capability to invest. To take risks, seizing new opportunities. The programme we lay out here today is designed to deliver that growth, at a consistently higher level. Just come back in a couple of years and take a look. I believe that the best way to accelerate growth is to innovate bigger and move faster consistently and across the entire company."

Jager indicated that the cultural changes he planned to introduce would create an environment that produced bolder goals and plans, bigger innovations and greater speed. As part of the exercise, Jager redesigned the reward system to strengthen the link between executive compensation and results...

Excerpts >>


1] P&G press release: Organization 2005 Drive For Accelerated Growth Enters Next Phase, June 9,1999

 

Case Studies Links:- Case Studies, Short Case Studies, Simplified Case Studies.

Other Case Studies:- Multimedia Case Study, Cases in Other Languages.

Business Reports Link:- Business Reports.

Books:- Textbooks, Work Books, Case Study Volumes.