This may have worked in the developed markets -- somewhat. With increased competition and then a global audience, the company had to find a way to reinvent itself (Basdur & Gelade 2006)
With increased competition and then a global audience, the company had to find a way to reinvent itself (Basdur & Gelade 2006). This would also provide the means for the organization that could implement new strategies, learn from each division, and be comfortable in redesigning their own work units as corporate goals shift (Beer & Eisenstat 1996)
) recognized P&G as a premium example of companies that use cause marketing, social responsibility and supplier exchange. Cause Marketing President David Hessekiel noted, "The depth and breadth of Procter & Gamble's marketing and corporate initiatives designed to do well by going good is truly breathtaking" (Business Wire 2012)
This is echoed in the philosophy of CEO McDonald, who especially pushes P&Gs program for safe drinking water for children globally. P&G spends millions in time and resources globally to ensure that clean water and water education be a priority in the developing world (Children's Safe Drinking Water 2012)
Bob McDonald is the current CEO, and worked for the company for 29 years prior to his promotion. His view is that P&G should touch and improve "the lives of the world's consumers through branded products of superior quality and value" (Dyer, D
) units to continue to be market leaders (Gregersen 2009). Clearly, the four major ways P&G will succeed is to continue with its focus while leveraging its scale through a retail-trade strategy, the top down branding strategy also including consumer cohorts, and KM as part of systemic leadership strategies (EMM Group 2010)
The new CEO, Robert McDonald, understands that the financial crisis of the new century, globalism, and changing demands requires that P&G remain innovative, but use that innovation to deliver lower-cost, higher-value products and move its high impact (techcnology, pharmaceuticals, etc.) units to continue to be market leaders (Gregersen 2009)
Additionally, the manner in which the data was reported allowed for an easier answer back to the FDA questions on protocol and individual data information. The implications were threefold:1) a significant costs reduction; 2) the increased time to market and therefore profitability, and; 3) the increased use of human resources for more analytical and advanced skills (Huckman & Cotterleer 2006)
Clearly, the four major ways P&G will succeed is to continue with its focus while leveraging its scale through a retail-trade strategy, the top down branding strategy also including consumer cohorts, and KM as part of systemic leadership strategies (EMM Group 2010). P&G moved successfully from a company in which it had a high commitment to innovation, but was monolithic as a culture, and therefore slow to innovate; to a company that is now seen as one of the top, world-class innovators participating in the global marketplace (Kastelle 2012)
P&G acts on the conviction that the men and women of the company will always be the foremost asset since each individual is a leader in their own area of responsibility. As leaders, employees should retain a deep commitment to deliver leadership results (Proctor and Gamble 2012)
Despite this innovative culture, several sites resisted the including of web-based systems as being inconvenient, feelings of fear and anxiety, and the lack of understanding that initial change is expensive and time consuming, but for an innovative company, quite necessary to grow and prosper. Luckily, management viewed the investment in time and services to be worth a spearheaded and robust effort in implementation (Robbins 2010)
In 1999 it announced that it would limit animal testing practices and invested more than $275 million in alternative testing methods. In the 1980s they had a situation with Toxic Shock Syndrome and tampons that has sense been corrected through massive recalls and reengineering of products (Snopes.com 2003)
KM provides far more advantages than disadvantages in the modern organization. For years, largely due to size and culture, P&G operated on a traditional structure tended toward a lack of flexibility to changing needs in a rapidly changing world; internal and external communication and sharing of information was limited -- each business unit seemed to act in a proprietary manager; it was slow and ponderous in responding to customer requirements due to internal turf battles; because of its size, it was a lumbering giant, unable to get things done quickly, and finally, difficult to deal with suppliers and vendors because of the specific job responsibilities most managers held and the lack of internal communication (Thieraug & Hoctor 2006)
In this way, KM overlaps with the strategic and tactical areas of organizational learning. However, KM focuses more on the management of knowledge as a strategic asset and focus on encouraging the sharing of knowledge within the organization and stakeholders (Thompson & Walsham 2004)
com 2003). It has had its share of concerns about certain drugs like Actonel, and in 2007 one revolving around Crest Pro-Health mouthwash (U.S. District Court for Southern Georgia 2007)