Essay --

Summarize the main conducts of the leaders mentioned in this case, and discuss why they succeed or failed (15 marks). P&G’s reputation is earned by our conduct: what we say, what we do, the products we make, the services we provide and the way we act and treat others. As conscientious citizens and employees, we want to do what is right. For P&G, and our global operations, this is the only way to do business. a. A deep commitment to deliver leadership results. b. Leaders in P & G have a clear vision of where we are going. c. They focus our resources to achieve leadership objectives and strategies. d. They develop the capability to deliver our strategies and eliminate organizational barriers. One element that helps make the program successful: loyalty. While there's no hard and fast rule against hiring outsiders, P&G rarely does so. "We promote from the inside, because that's our primary source of talent," says Lafley. COO Bob McDonald says employees who are promoted internally nearly always thrive, while other companies, he reckons, have a 50% fail rate when they use headhunters. "What we're talking about is a system that's much more reliable," says McDonald. The result of P&G’s focus on innovation has been reliable, sustainable growth. Since the beginning of the decade, P&G sales have more than doubled, from $39 billion to more than $80 billion; the number of billion-dollar brands, those that generate $1 billion or more in sales each year, has grown from 10 to 24; the number of brands with sales between $500 million and $1 billion has more than quadrupled, from four to 18. This growth is being led by energized managers — innovation leaders — who continually learn new ways to grow revenues, improve margins, and avoid commoditizati... ...eciation for Chinese culture to be successful. Growth in this arena was facilitated by Procter & Gamble’s emphasis on attracting and retaining local talent. How to Deal with Crisis: The tumultuous nature of the Chinese economic and political system during this period forced Procter & Gamble to learn how to overcome significant challenges numerous times. The Procter & Gamble leadership recognized that in order to remain viable under such circumstances, they had to face up to the reality of any crisis situation squarely and remain unfazed while focusing primarily on the few very specific issue areas where they could make a sizeable impact. Procter & Gamble’s survival was facilitated by a policy of company-wide resolve to persevere in the face of problems created by the crisis and an emphasis on caring for their employees, particularly their domestic talent. Refrences