Managing Cultural Change at P & G |
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Human Resource, Organization Behavior 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. |
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"P&G's desire to change isn't a sign of weakness but one of strength. Successful companies can't sit still. They must continually reinvent themselves in order to stay competitive in an ever-changing environment."1 - Mel Hughes, Financial Analyst at Stein, Roe & Farnham, a US-based investment firm. "P&G people and our strong culture are sustainable competitive advantages. P&G people are bright, creative owners of their company with a passion for winning. But, more than that, they are committed to improving the lives of the world's consumers. They embrace a common set of values and principles that keeps them focused on doing the right thing - on doing whatever it takes to serve our consumers." - www.pg.com, May 04, 2001. Introduction
Established in 1837, P&G was globally famed for its people-centric policies
(Refer Exhibit II). It was the first company to introduce a shorter workweek
over a hundred years ago, and also had the oldest profit-sharing plan in the
US.
In June 2000, Alan George Lafley (Lafley) took over as the new President & CEO
of P&G. Lafley reverted back to the old culture of P&G and did not make attempts
to change it radically. With Lafley at the helm, P&G's financial performance
improved significantly (Refer Exhibit III). Managing Cultural Change at P & G - Next Page>> 1] "Culture Change: Lessons from A Cultural Revolution," Marianne Kolbasuk McGee, www.informationweek.com, October 25, 1999. |
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