Digital Strategy of Procter & Gamble: Becoming More Agile and Efficient

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McDonald said, "By getting the right data to the right decision makers at the right time, we can become increasingly efficient and productive." Data management at P&G was founded on three principles: Openness of data (making the same information available to all concerned employees), well-timed data (giving the data as soon as possible), and transmission of data (making the data available through various media)... The Role Played by the IT Team By 2005, P&G's annual IT expenditure was US$1 billion. The IT division's objective was modified to stress the furnishing of information to make choices and innovate with the business teams.

Passerini said, "We think it is important to de-emphasize the word 'technology,' and to focus more on what we want to do, which is really creating information for our company and building solutions." ...

Business Sphere
McDonald understood that this paradigm shift could not be sustained by just allowing the company's IT wing to handle technology. The personnel department was made responsible for making the employees technologically competent by conducting training programs...

McDonald and Passerini believed that digitization required enhanced leadership across the organization and not more executives. It was felt that a downside to enhanced information flow in companies could be top management's intervention in minute details which could be left to lower-level employees...

Some experts felt that P&G employees were getting into the mind frame of focusing too much on technology, and, in the process, were overlooking aspects which were intuitive. Since 2008, P&G and Google Inc. had been temporarily exchanging some of their employees to benefit from the other's best practices...

As P&G was on course to achieve 100% digitization, concerns were expressed about its vulnerability to technological crashes, given that the dependability of digital technologies was still in question...

Exhibit I: P&G's Financial Performance (2004-2011)
Exhibit II: P&G's Stock Chart (2000-2012)
Exhibit III: P&G's Business Sphere
Exhibit IV: Bayesian Networks
Exhibit V-a: A P&G Virtual Diaper
Exhibit V-b: A P&G Virtual Tide Detergent's Bottle
Exhibit VI: P&G's Simulated Store
Exhibit VII: Control Tower

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