expansion. The company’s flagship brand, NIVEA, had turned 100 years old last year and consumers around the world were familiar with the cream in the signature blue tin. The expansion was not only geographical but also categorical: a number of innovations had resulted in a broad product range under the NIVEA brand. However,
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The Sophisticated Innovator The Innovation Value Chain Rather than reflexively importing innovation best practices, managers should adopt a tailored, end-to-end approach to generating, converting, and diffusing ideas. by Morten T. Hansen and Julian Birkinshaw Mick Wiggins E XECUTIVES IN LARGE COMPANIES often ask themselves, “Why aren’t we better at innovation?” After all, there is no shortage of sound advice on how to improve: Come up with better ideas. Look outside the company
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Currently, in the global competitive business environment, leadership communication plays a significant role in organizational development. It can be said that communication is a link and creativeness for a leader and not merely transference of gen. Effective leadership necessitates knowing the methods to interconnect and communicate with every element of the organization, comprising workers, other administrators, clients and stakeholders. As all clusters within an organization may perhaps necessitate
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Proctor and Gamble There are many steps needed for successful change implementation. the successful change implementation. Many organizations require change to survive the economical battles of doing business. The communication style of management is also an important area for change. There are multitudes of articles and information regarding organizational change and many of them has have conflicting information on what is most important. The factors of change can be slightly different based
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greater innovation, searching for new business opportunities across customer segments and leveraging best business practices to improve operational efficiency demand that leaders know how to work across organizational boundaries. Whether it’s across national boundaries or across teams, leaders will need to collaborate. This article will focus on the skills that leaders will need to develop if they are to collaborate successfully in the years ahead. GETTING TO THE ROOT OF COLLABORATION CHALLENGES
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CI Perp Note 2 for Managing with Analytics at Procter & Gamble In today’s companies, the analytics software plays the important role and guides the future activities to a great extent. The analytics software is the useful tool and great supporter for organization to reduce workload, increase the productivity and create competitive advantages. The analytics software helps organization knows exactly what customers want and their purchasing power, which will assist the company makes best decisions
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UNILEVER’s STRATEGIES Global look and a case study in Vietnam UNILEVER’s STRATEGIES Global look and a case study in Vietnam Ha Noi, 23rd Dec, 2013 Ha Noi, 23rd Dec, 2013 LECTURER: Ngo Quy Nham (PhD.) Group Members: 1. Lê Hồng Ngọc Hân 2. Nguyễn Tài Minh 3. Trần Thị Tố Uyên 4. Phạm Thùy Dung 5. Nguyễn Quang Thái LECTURER: Ngo Quy Nham (PhD.) Group Members: 6. Lê Hồng Ngọc Hân 7. Nguyễn Tài Minh 8. Trần Thị Tố Uyên 9. Phạm Thùy Dung 10. Nguyễn Quang
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dollars) 05 06 07 08 09 $8.6 $11.4 $13.4 $15.0 $14.9 Note: Previous period results have been amended to exclude the results of the Folgers coffee business from continuing operations. For more information refer to Note 12 on page 71. The Procter & Gamble Company 1 A.G. Lafley Chairman of the Board When I became CEO in 2000, P&G faced some of the most demanding challenges in the Company’s long history. We made the strategic choices necessary to get P&G back on track to sustainable growth
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Network Structure and Inter-organizational Knowledge Sharing Capability ABSTRACT This paper examines how the structure of a supply network can affect the inter-organizational knowledge sharing capability, which is expressed by absorptive capacity and shared identity. The supply network structure is analyzed by two dimensions – formality and centrality. Propositions about the relationships between network structure and knowledge sharing capability are suggested at the end. Subject Areas: Supply chain
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most senior levels of a company, they are expected to have a degree of personal competence and a strong gut feel for making good executive decisions. Otherwise, they wouldn’t be considered for a top job. But how do they attain this acumen? At Procter & Gamble (P&G)— where we (A.G. Lafley and Roger Martin) served as chief executive and one of the senior advisors to the company, respectively—we developed a systematic approach to cultivating that skill among emerging and senior executives. We found that
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