A. G. LAfley, the CEO of Procter an

A. G. LAfley, the CEO of Procter and Gamble, has brought a lot of creativity and rigor to P&G's innovation process. During the past two years, P&G has raised its new-product hit rate (the percentage of new entries that deliver a return above the cost of capital) from 70% to 90%. That's terrific in an industry where half of new products fail within 12 months, according to market research firm information Resources. "In the 18 years that I've followed Procter," says Deutsche Bank analyst Andrew Shore, "I have never seen the company this good."
Organic growth, meaning growth from core business, excluding gains from acquisitions - is at the root of P&G's transformation. According to Lafley, organic growth strengthens a company's ability to innovate.
Coke, Kraft and Unilever are just a few of the giants that are struggling to innovate and build the brands they already have. According to a recent Boston Consulting Group survey of senior executives, more than 2/3 say innovation is a priority, but 57% are dissatisfied with the returns on their innovation investments.
Lafley has a model for innovating in a big company:
1.
Jim Stengel, Procter's Chief Marketing Officer, has cut his reliance on focus groups - the conventional method for studying consumers. "You don't really learn anything insightful," he says, contending that P&G and its rivals have already met consumers' obvious needs and that today's opportunities lie in meeting needs that consumers may not articulate. So he has urged the marketers to spend lots of time with consumers in their homes, watching the ways they wear clothes, clean their floors, and asking them about their habits and frustrations.
2.
Procter and Gamble has 7,500 R&D people located in nine countries. In order to collect feedback over this vast area, the company encourages employees (both scientists and marketers) to post problems on an internal website. Lafley evaluates the ideas that have been shared between employees. Each year he presents his findings in half-day "innovation reviews" for each business unit.
3.
Lafley says that his goal is to get half of P&G's invention from external sources, up from 20% four years ago and about 35% today. "Inventors are evenly distributed in the population, and we are al likely to find invention in a garage as in our labs," he explains.
4.
It's not the P&G's way to put out a product without test-marketing it. But consumer testing takes time - a luxury that P&G executives increasingly don't have. Says Susan Arnold, P&G's beauty queen: "We don't have the time to cross al the t's and dot all the i's. This business is trend-based and fashion-based. You have to be intuitive." By cutting down on test-marketing (but not on science), P&G has reduced product launch time from laboratory to roll-out from three years to 18 months company-wide.
5.
Lafley believes that P&G needs to market not just the product itself but the consumer's experience of the product - how it looks, smells and feels. Three years ago he added a head of design at P&G, a company veteran named Claudia Kotchka, who reports directly to him. Her designers used to labour in anonymity on logos and packaging. But they are now deeply involved in all aspects of product development. For Olay Regenerist, they helped with the formulation and the fragrance too.
6.
In an attempt to encourage growth, some companies offer fat bonuses for innovation or hire stars from outside. Lafley hasn't done either of those things. He doesn't need to revamp pay schemes, he says, noting that managers who fail to share ideas simply do not get promoted. He does motivate the rank and file by giving out modest rewards, such as giving 50 stock options, for creative ideas and by celebrating innovators on P&G's internal website.

Результаты (русский) 1:

А. г. Лафли, Генеральный директор Проктер и Гэмбл, принес много творчества и строгость P & G в инновационный процесс. В течение последних двух лет P & G поднял свой новый продукт хит ставка (процент новых записей, которые обеспечивают возвращение выше стоимости капитала) от 70% до 90%. Это потрясающий в отрасли, где половина новых продуктов терпит неудачу в течение 12 месяцев, по данным исследования рынка фирма информационных ресурсов. «В 18 лет что я следовал Проктер,» говорит берега Эндрю аналитика Deutsche Bank, «Я никогда не видел компании это хорошо.»Органический рост, смысл рост от основной деятельности, исключая выгоды от приобретения - в корне P & G в трансформации. По словам Лафли органического роста укрепляет способность компании к инновациям.Кокс, Крафт и Unilever являются лишь немногие из гигантов, которые пытаются инновациям и строить брэнды, они уже есть. Согласно недавнему обзору Бостонской консультативной группы старших руководителей более чем 2/3 сказать инноваций является приоритетом, но 57% недовольны возвращается на свои инвестиции в инновации.Лафли имеет модель для инновации в большой компании:1. Jim Stengel, Procter's Chief Marketing Officer, has cut his reliance on focus groups - the conventional method for studying consumers. "You don't really learn anything insightful," he says, contending that P&G and its rivals have already met consumers' obvious needs and that today's opportunities lie in meeting needs that consumers may not articulate. So he has urged the marketers to spend lots of time with consumers in their homes, watching the ways they wear clothes, clean their floors, and asking them about their habits and frustrations.2. Procter and Gamble has 7,500 R&D people located in nine countries. In order to collect feedback over this vast area, the company encourages employees (both scientists and marketers) to post problems on an internal website. Lafley evaluates the ideas that have been shared between employees. Each year he presents his findings in half-day "innovation reviews" for each business unit.3. Lafley says that his goal is to get half of P&G's invention from external sources, up from 20% four years ago and about 35% today. "Inventors are evenly distributed in the population, and we are al likely to find invention in a garage as in our labs," he explains.4. It's not the P&G's way to put out a product without test-marketing it. But consumer testing takes time - a luxury that P&G executives increasingly don't have. Says Susan Arnold, P&G's beauty queen: "We don't have the time to cross al the t's and dot all the i's. This business is trend-based and fashion-based. You have to be intuitive." By cutting down on test-marketing (but not on science), P&G has reduced product launch time from laboratory to roll-out from three years to 18 months company-wide.5. Lafley believes that P&G needs to market not just the product itself but the consumer's experience of the product - how it looks, smells and feels. Three years ago he added a head of design at P&G, a company veteran named Claudia Kotchka, who reports directly to him. Her designers used to labour in anonymity on logos and packaging. But they are now deeply involved in all aspects of product development. For Olay Regenerist, they helped with the formulation and the fragrance too.6. In an attempt to encourage growth, some companies offer fat bonuses for innovation or hire stars from outside. Lafley hasn't done either of those things. He doesn't need to revamp pay schemes, he says, noting that managers who fail to share ideas simply do not get promoted. He does motivate the rank and file by giving out modest rewards, such as giving 50 stock options, for creative ideas and by celebrating innovators on P&G's internal website.

Результаты (русский) 3:

A. G. Лафли, генеральный директор Procter and Gamble, принес много творчества и неукоснительность P&G в инновационном процессе. В течение последних двух лет P&G своих новых продуктов коэффициент эффективности обращений (процент новых записей, которые обеспечивают вернуться выше стоимость капитала) от 70% до 90 %. Это потрясающе в отрасли, где половина новых продуктов не в течение ближайших 12 месяцев,По данным исследовательской фирмы информационных ресурсов. "В течение 18 лет, что я следовали компания "Проктер энд Гэмбл", - говорит "Дойче Банк аналитик Эндрю берега, "Я никогда не видел этой компании. "
органического роста, что означает рост, с основным бизнесом, за исключением выгоды от приобретения - лежит в основе P&G трансформации. По данным Лафли, органического роста укрепляет способность компании к новаторству.
Кокс, Kraft и Unilever - это всего лишь несколько гигантов, которые пытаются внедрять инновации и строить торговые марки, которые они уже есть. По данным недавно компанией Boston Consulting Group опрос старших руководителей, больше, чем на 2/3 сказать инновации - это приоритет, но 57% не удовлетворены возвращается на свои инновации инвестиции.
Лафли, модели для внедрения инноваций в большой компании:
1.
Джим "