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Digital Strategy of Procter & Gamble: Becoming More Agile and Efficient
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Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. Chat with us ![]() Please leave your feedback ![]() |
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"It is the ability to operate in real time, rather than analyzing what happened yesterday, last week, last month, last quarter - trying to see what is happening now as we speak, and the ability to intervene immediately if we need to make an adjustment. The ability to control, to track, to monitor what is happening in-store, whether displays [or] promotions in store, and the ability to then adjust on the fly. There's a real timeliness to what we do that is going to be incredibly transformational" -Filippo Passerini, President, Global Business Services, and, CIO, Procter & Gamble, in April 2011. "The future of the industry will go to the innovators - the brands and retailers that take onboard solutions that enable speed, flexibility and efficiency. P&G is clearly positioning itself to be at the forefront of those innovators" -Mark Harrop, Founder and Managing Director, PDP Group1, in October 2011.
According to P&G's top management, IT had helped the company save billions of dollars over the years and was key to its quick launch of products. But some experts were skeptical about P&G's obsession with automating its activities, however well-intentioned it might be. They felt that the company might lose touch with its consumers, despite its use of digitization to track them.
1] PDP Group provides product lifecycle management (PLM) software and related consulting services to companies operating in the retail, footwear, and apparel industries. PLM relates to the process of handling product-connected design, manufacturing, and sustenance information. |
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