學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Kathy Fish at Procter & Gamble: Navigating Industry Disruption by Disrupting from Within
內容大綱
When Kathy Fish, Procter & Gamble's Chief Research, Development & Innovation Officer, and a 40-year company veteran, stepped into her role in 2014, she was concerned that the world's leading consumer packaged goods company had lost its capability to produce a steady stream of disruptive innovations. This, coupled with intensifying competition from more agile, digitally-savvy direct-to-consumer companies, convinced Fish that P&G needed to renew its value proposition. She believed it was essential that all 100,000 employees see innovation as their job, and that all aspects of the consumer experience-not only the product itself-be "irresistibly superior." But making this change would require wholesale transformation, which was challenging because P&G's business units had decision-making rights for their businesses. Thus, when she launched GrowthWorks, an initiative to bring lean innovation to scale at P&G, Fish designed it to be business unit-led and corporately-supported. Fish and her team tackled challenges as they emerged along the way, such as the need to adapt career systems. Fish took a "pull" versus "push" approach and it caught on like "wildfire," eventually producing a portfolio of over 130 projects, and momentum that led P&G to headline the Consumer Electronics Show for the first time. While progress indicators were strong, the business units still struggled to incubate innovations, and Fish feared that unless P&G's overall innovation performance management and reward systems changed, the new approach to innovation would not take hold in a sustainable way. Fish grapples with whether to take a more "push" approach and add innovation metrics to the business unit presidents' annual scorecards, which typically focused on short term deliverables.