Retain your groupings for the reporting.

Dear People,

Greetings and goodluck! Below is the case on P&G. The case on P&G can be used to focus on issues of leadership (Chapter 11). It may also be useful to explore issues that are tied to the development of an organization that is committed to learning and following ethical standards (Chapter 11). Finally, the case can be used to focus on the use of intangible resources (Chapters 3 and 4). In view of the above, please answer the following questions (Note: If the synopsis is not enough, please feel free to research in the internet for additional information.): 1. Lafley claims that his key objectives are to make the firm more agile and flexible. Come up with specific steps that Lafley has taken to push the firm in this direction.
2.

Assess Lafleys leadership of Proctor & Gamble. How does his style contrast with that of Jaegers?

3. What intangible resources of P&G is Lafley focusing on? 4. What steps has Lafley taken to make P&G an ethical learning organization? 5. What is Lafley hoping to achieve with his changes at P&G? What are his chances of success with the radical changes that he intends to make? Write answers on a short bond paper (use more than one if needed). Pls encode for a better quality output. Submit on September 30, 2011 (Friday). For your information and action!

All the best, Maam Lamadrid

PROCTER & GAMBLE SYNOPSIS Procter & Gamble has made several bold, innovative moves over the years to build itself into one of the best known consumer product firms. However, by 1990s P&G seemed to have lost its way. The dynamics of the industry were changing as power shifted from manufacturers to massive retailers, resulting in large-sized retailers further squeezing P&Gs profits. In January 1999, the firm turned to Durk I. Jager to try and make some changes that would create a new momentum. He rolled out many radical changes, most of which resulted in a further deterioration in the profits of the firm. Faced with a growing crisis, the board quickly replaced Jager with Alan G. A.G. Lafley, a 23-year old P&G veteran. Since his appointment in 2000, Lafley has begun to implement a series of changes that are designed to radically alter the firm. Determined to create a more outwardly focused and flexible company, Lafley broke down the walls between management and the employees, and made drastic changes in the organizational structure and workforce of the company. In order to better focus on serving the needs of the consumers, Lafley is putting a tremendous amount of emphasis on the firms brands. The success of his latest big move, the 2005 acquisition of the Gillete Company, clearly shows that Lafleys lead has allowed the firm to show much improved performance. On January 30, 2007 Procter & Gamble announced that its revenues and profits had risen substantially as a result of its integration of the Gillette Company.