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Innovating how innovation works at Procter & Gamble

George S. Day (Mack Institute for Innovation Management)
Gregory P. Shea (Wharton School of the University of Pennsylvania)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 12 November 2021

Issue publication date: 10 December 2021

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Abstract

Purpose

The authors map out a work system that was key to Procter & Gamble transforming its innovation practices from a slow-paced, cautious incrementalism toward a leaner, more entrepreneurial model able to make bigger and riskier long-term bets.

Design/methodology/approach

Starting in 2016, P&G began “innovating how they innovated”, supported by a strong leadership commitment to working differently.

Findings

The newly envisioned future included P&G exploring many smaller scale innovations within and across business units, with quick learning, conducted in close collaboration with consumers and driven by their problems and needs.

Practical/implications

Kathy Fish began this initiative by studying what innovation practices had produced “irresistible superiority” in the past.

Originality/value

Describes how P&G, a leading, long-established company instituted a systematic program of changing the system through which the work of innovation gets done. This system has eight action levers that collectively shape a supportive and productive work environment. Taking these actions in a coherent, coordinated fashion at Procter & Gamble, changed the operating environment and the company’s innovators adapted their behavior to the new system.

Citation

Day, G.S. and Shea, G.P. (2021), "Innovating how innovation works at Procter & Gamble", Strategy & Leadership, Vol. 49 No. 6, pp. 2-8. https://doi.org/10.1108/SL-10-2021-0101

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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