Abstract

The case discusses in length about the HR practices and corporate culture of the US based Procter & Gamble (P&G), global leader in the fast moving consumer goods industry. The case elaborates on the measures taken by Durk Jager, former CEO of P&G, to bring about a significant change in the corporate culture of the company in order to fuel innovation and financial growth. It examines the reasons why Jager’s measures failed to deliver the desired results. The case then discusses how Alan George Lafley, the new CEO, who followed a different approach from that of Jager, managed to restore the cultural equilibrium at P&G and was able to revive the company’s financial performance.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Corporate culture of a large, multinational company.

Keywords

HR practices, corporate culture, US, Procter & Gamble, P&G, global leader, Durk Jager, culture, fuel innovation, financial growth, results, Alan George, cultural equilibrium