Innovating how innovation works at Procter & Gamble

Q4 Business, Management and Accounting

Strategy and Leadership Pub Date : 2021-11-12 DOI:10.1108/sl-10-2021-0101

G. Day, G. Shea

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引用次数: 0

Abstract

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.

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创新宝洁公司如何进行创新

目的作者制定了一个工作系统，这是宝洁公司将其创新实践从慢节奏、谨慎的渐进主义转变为更精简、更具创业精神的模式的关键，能够进行更大、风险更高的长期投资。设计/方法论/方法从2016年开始，宝洁开始“创新他们的创新方式”，并得到了领导层对以不同方式工作的坚定承诺的支持。发现新设想的未来包括宝洁公司在业务部门内部和跨业务部门探索许多较小规模的创新，快速学习，与消费者密切合作，并由他们的问题和需求驱动。实践/含义Kathy Fish通过研究过去哪些创新实践产生了“不可抗拒的优势”，开始了这项倡议。独创性/价值描述宝洁公司，一家历史悠久的领先公司，如何制定一个系统的计划来改变创新工作所通过的系统。该系统有八个行动杠杆，共同塑造了一个支持性和富有成效的工作环境。宝洁公司以连贯、协调的方式采取这些行动，改变了运营环境，公司的创新者也使他们的行为适应了新的体系。

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Strategy and Leadership Business, Management and Accounting-Strategy and Management

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