Papers on "Proctor & Gamble" and similar term paper topics
Paper #108024 ::
Proctor & Gamble
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An analysis of Proctor & Gambles' approach to implementing one of the largest strategic initiatives in their history.
Written in 2008; 3,896 words; 6 sources; APA;
$ 106.95
Paper Summary:
The paper analyzes Proctor & Gambles' approach to implementing one of the largest strategic initiatives in their history, Organization 2005. In analyzing this strategic initiative, Thompsons' eight managerial tasks for strategy execution are used as the framework for this analysis. The paper notes that these specific tasks include allocating resources, building a capable organization, establishing strategy-supportive policies and exercising strategic leadership, in addition to installing support systems. The paper provides an analysis across each of the eight managerial tasks of strategy execution. The paper states that in the context of the time frame of the case study, P&G is at a crossroad of looking at the previously proven value of standardization relative to market requirements that require high levels of customization.
Outline:
Executive Summary
Allocating Resources
Building a Capable Organization
Establishing Strategy-Supportive Policies
Exercising Strategic Leadership
Installing Support Systems
Instituting Best Practices for Continuous Improvement
Shaping Corporate Culture to Fit Strategy
Typing Rewards to Achievements of Key Strategic Targets
Summary
From the Paper:
"The traditional model of allocating marketing resources within P&G had followed the previously highly regimented geography, product, and function process workflow and resulting hierarchy. Overarching this hierarchy however is the supremacy of Research & Development investments and expenditures which has dominated the organizational culture for decades. Organization 2005 proposes an entirely new paradigm of resource allocation, focusing on the intersection of product/brand categories, geographies, and business processes. Visualizing a Venn diagram of these three areas of product/brand categories, geographies, and business processes inevitably leads to a very process-centric strategy as it relates to the development of the Organization 2005 planning framework. As Durk Jager has often defined in his vision statements of Organization 2005 that new brands and new markets will be the primary focus of the development priority, which further indicates the primacy of research and development in P&G. In fact Mr. Jager has also been very vocal and highly involved in the development of entirely new categories of products. In analyzing the Organization 2005 initiative from the standpoint of allocating resources, the following findings provide insight into how P&G planned to re-define resource allocations based on the precepts of their planned strategic change."
Tags:
new technologies internal process standardization centralized resources
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