How Do I Become an Electrical Supervisor?

Longevity companies live a long life, but it does not mean that it is smooth sailing. Longevity companies such as IBM, Kodak, Hewlett-Packard, and Toyota have all experienced critical times, and General Electric, which Welch took over, is also facing serious "big enterprise disease." The reason why great companies are great is not whether they are in trouble, but in the courage and innovation they face.

Game Disruptors: How to Drive Revenue and Profit Growth with Innovation

Praise

Recommended order one

Recommended order two

Guide to Procter & Gamble's "From One to Eight"

Definition of Game Disruptor

Our goal

Chapter 1 How Procter & Gamble's Innovation Changes the Game // 001

Are you ready // 002

Things We Must Do // 005

How do we do it ... First things first // 009

Innovation is a complete management process // 012

Still need work // 019

Chapter 2 What Does P & G's Innovation Transformation Mean for You // 021

What is true innovation // 024

Why Innovation is Important // 026

Myths about Innovation // 028

Innovation is a social process // 030

Understanding Innovation // 031

First global in the chest // 035

Chapter 3 Consumers Are Boss

Cornerstone of Successful Innovation // 039

Understand / Understand / Respect Your Target Consumers // 040

Speaking and not speaking needs // 053

How to become familiar with your target consumers // 055

Segment target consumers for more precise innovation // 061

Winning Boss Loyalty // 075

Chapter 4 Where to Play and How to Win

The role of goals and strategies // 083

Sustainable Growth Goals ... Breakthrough Limits Still Achievable // 086

Strategy: The Cornerstone of "Where to Play" // 089

Disruptive and incremental innovation // 094

Activating Core Business: Tide Story // 096

Develop faster, more profitable businesses: The story of "Olay" // 098

Innovating for low-income consumers in low-income markets: Naturella's Story // 102

Changing the competitive space and creating new demand with innovation // 106

Chapter 5 Do What You Do Best

Inspiring new students with core strengths through innovation // 113

Combining core strengths and innovating business models // 118

Amplifying the Power of Core Strengths with Design // 121

Think of design as a mechanism to promote collaboration and cultural change // 128

Expanding opportunities in a shrinking world // 130

How to Innovate Part II 135

Chapter 6 Building an Innovation Organization

Establishing an organizational structure suitable for innovation // 139

Innovation funding agency // 142

Innovation Agency // 145

Reasons to open // 150

Contact and Development // 152

Make the cake bigger // 160

Chapter 7 Integrating Innovation into Everyday Work

From creative to product launch // 179

Honeywell Innovation // 180

Five-module framework // 193

Ensuring smooth progress with innovative evaluation // 200

Integrating Innovation into Key Decisions // 207

Chapter 8 Innovative Risk Management // 215

Sources of Innovation Risk // 217

Know Your Customer // 220

Development Prototype // 223

Performing rigorous consumer testing // 225

Management Innovation Project Portfolio // 227

Continuous testing // 229

Early detection of fatal obstacles // 233

Lessons Learned // 236

Measuring Innovation with Quantitative Indicators // 244

Part III: Innovative Culture // 253

Chapter 9 Innovation is a team sport

Brave and Connected Culture // 257

The power of co-resident // 270

Formation of Innovation Team // 275

Nurturing team cohesion // 280

Full view // 285

Chapter 10 Leader's New Duties

Innovation and Growth // 297

How DuPont continues to write about yesterday's glory // 298

Fostering Leadership Through Innovation // 308

Acting as a model for innovative culture // 310

Unique value-added work for innovation leaders // 311

Improving Key Interpersonal Skills // 315

Building an Echelon of Innovation Leaders // 318

Who should be the Chief Innovation Officer // 326

How GE CEOs Make Innovation a Lifestyle // 331

Postscript // 352

Thanks // 357

Post-subversion game in Chinese market // 361

About the Author // 367

Translator's Postscript // 371 ^[1]

Lei Fuli and Li Jiayi

Dear Chinese Reader:

I am very happy and honored to introduce to you this book co-authored by Mr. Lei Fuli, Chairman of Procter & Gamble, and well-known management guru Ram Charan.

Reading this book reminded me quickly of my first boss at P & G and how I felt when I first started working at this company. When I started my Procter & Gamble career in Italy 23 years ago, the first thing I got was to understand the driving force behind P & G's success. My boss explained to me what the term creativity was then saying: We want young leaders to be content with the status quo and continually come up with new and creative ways of doing things and doing business. We I hope they will change the rules of the game, not just follow the rules. "Such a successful large company will allow me to change the rules of the game, which makes me both excited and a little skeptical.

Over the years, however, P & G has done just that. I have personally witnessed and experienced that innovation has been deeply embedded in P & G's DNA and has become a unique competitive advantage of P & G.

Innovation at Procter & Gamble has gone beyond product development in the traditional sense, and it has been deeply integrated into all aspects of the company's culture and operations. It profoundly affects how we build teams, how to better understand consumers, how to attract, retain and develop talent, how to build distribution systems, and so on.

In the past 4 years, I have led the development of P & G in Greater China, and I am very fortunate to have personally experienced the milestone of P & G's development in China in 2008-celebrating the 20th anniversary of P & G's entry into China. Looking back on the past 20 years, our relentless pursuit of innovation is undoubtedly the most important cornerstone of our success. In China, we also have examples of subverting the rules of the game. Here are just a few examples:

When we entered the Chinese market, understanding consumers and conducting market research were still very strange concepts at the time. And we proactively reached out to consumers, talked to them, and based on the information we gathered to develop a market development strategy, which was a precedent in China at the time.

We pioneered the use of TV commercials and humanized stories to convey our brand features to consumers in a lively way.

We took the lead in using trial packs and distributed a large number of product samples for consumers to try to help them change their hygiene habits.

We take full advantage of global technology and make improvements to develop products that meet the special needs of Chinese consumers.

We have built a strong and extensive distribution network that enables our products to reach consumers across China.

In China, Procter & Gamble was the first company to enter campus recruitment, the first to implement a flexible work system such as working from home in the industry, the first to implement a "health manager exercise program", and the first to implement China Foreign-invested companies whose employees hold shares in overseas parent companies.

Looking to the future, the only way to continue to maintain our business and organizational advantages in China is to constantly inject new momentum into our innovation.

This book details every aspect of innovation as the foundation of P & G's survival. I hope that all managers who intend to subvert the rules of the game can learn from this book.

While preparing this book, I was preparing a speech at the Innovation Asia Forum in Beijing. This is the first innovation forum organized by P & G in Asia. More than 700 P & G companies and social elites from other innovation fields will be in Beijing. Gathering together to share and exchange on the topic of innovation, this once again made me realize that innovation games are being played all the time in P & G and China.

Daniela Riccardi

Former President of P & G Greater China ^[1]

Rejuvenating Innovation: The Secret of Longevity for Longevity

In October 2006, Tsinghua SEM and Baison Business School jointly held a high-level seminar on "Innovation and Growth Strategies for Large Enterprises". Senior managers from large enterprises such as AVIC Group, ZTE, Chery Automobile, etc. gathered To explore the issues of innovation and sustainable growth for large companies. Among them, Procter & Gamble led by Mr. Lafley is one of the cases discussed in class.

Procter & Gamble, born in 1837, is a model of longevity. In his book "Longevity Company", Arie de Geus counts longevity companies in Europe, North America and Japan. There are 30 companies with a life span of more than 100 years, including DuPont, Glaxo, P & G , Kodak, Mitsui, Sumitomo, and Siemens, etc. Through research on these long-lived companies, De Hess found that they all have some personality characteristics passed on from generation to generation. Its main features are: first, it can maintain a keen response to the surrounding environment for learning and adaptation; second, it can reach a consensus across the company with a strong sense of identity; third, it adopts a conservative fiscal policy to save financial resources; Fourth, allow unconventional thinking and experimentation.

Although Deges did not directly use the term "innovation", the performance of the first and fourth personality characteristics in management was "innovation". However, the longevity company sometimes dozes.

Longevity companies live a long life, but it does not mean that it is smooth sailing. Long-life companies such as IBM, General Motors, Kodak, and Hewlett-Packard have all experienced critical moments, and General Electric, which Welch took over, also faces serious "big enterprise disease." The reason why great companies are great is not whether they are in trouble, but in the courage and innovation they face.

The "Game Disruptor" jointly written by Mr. Lei Fuli and Mr. Charan is a story of "rejuvenation of innovation" in this century-old store of Procter & Gamble, which can be written with Gerstner after saving IBM "Who said that elephants can't dance" is comparable, but the angle is different. The focus of this book is to reinvigorate the company through "innovation."

Read this book, readers can get reading value from the following three perspectives.

First, the new CEO reinvigorates the legendary story of the "hundred-year-old shop" through "innovation." This book started with a short call from Lafley on June 6, 2000, asking him if he was ready to become the CEO of P & G, telling how he quickly changed his role, judged the status quo, clarified his thinking, and established Consensus, improving the company's mind, and promoting P & G's innovation transformation, increasing the success rate of product innovation from 25% to 50%, while investing less resources, thereby doubling sales revenue in 7 years, doubling profits, and stocks Market value tripled, becoming one of the 10 most respected companies in the United States. The story shows the outstanding leadership skills and outstanding leadership skills of an outstanding leader. The book contains a lot of vivid and lively cases where both success and failure coexist.

Second, the methodology for revitalizing innovation. It includes three levels: First, the innovation of Procter & Gamble's innovation concept. On the first day of taking office, Lafley clearly stated that he should focus on one thing. This is to make clear that the foundation of Procter & Gamble is its mission and values. Therefore, in his future work, he turned the CEO into the chief innovation officer, and put the P & G quotation Consumer is the boss at the center of the innovation process, which runs through all P & G employees and all jobs, becoming The starting point and end point of innovation work has made innovation truly "ground gas", transforming from technology-driven innovation to consumer-driven innovation, resulting in substantial innovation value. The second is to establish a complete management process for P & G innovation, which is the "roadmap for revitalization of innovation." The third is the six implementation methods of P & G innovation: cultivate and improve innovation ability, and finally transform it into sustainable competitive advantage; regularly review business strategy and brand assets; regularly review innovation for each global business unit ; carefully select and use the correct evaluation indicators and rewards to encourage innovation; select, cultivate and promote leaders with outstanding performance, but also very good at leading innovation; allocate sufficient financial and human resources responsible for outstanding innovation commercialize.

Third, the roadmap for reviving innovation. After Lafley determined that Procter & Gamble must be reinvigorated through innovation, he promoted innovation in all aspects of the company's operations and management, including the company's overall mission, goals and strategies, organizational structure and work system, leadership and culture, etc. . Through the perfect linkage of eight driving forces, it has continued to achieve endogenous growth and stand out from its competitors. Figure 1-1 in the book outlines a roadmap for revitalizing innovation: an inspiring mission and values; stretch goals; strategies for doing something differently; unique core strengths; An organizational structure suitable for innovation; A unified and reliable work system; A brave and well-connected culture; A leader who is good at motivation.

At the critical moment of China's transition from manufacturing in China to creation in China, the classic case of P & G's "hundred-year-old shop" that realized business revitalization through management innovation is of outstanding value for us to fully understand the theory and practice of "innovation".

Xu Zhong

Leadership? Leadership Certified Senior Instructor

Channel Director of Xuetang Online China Entrepreneurship Academy

President of Beijing Chuangyi Educational Technology Co., Ltd. ^[1]

Procter & Gamble's "From One to Eight"

It is a book written by businessmen for other businessmen. There is no theory of flexion in the book, and the lack of the eight-stroke cavity common in business school textbooks. One of the dangers of reading it is that in the face of simple and simple sentences, you may read it too quickly. My suggestion is to chew each paragraph as food, and only watch 2 to 5 pages a day.

Lafley and Charan's "Game Disruptor" is an innovative work on "innovation", which breaks the stereotype that only small businesses are the source of innovation (because small businesses are more flexible, their goals are also (More concentrated), stating that large companies can be as innovative (if not more dynamic) than small ones. Large companies have huge advantages in terms of scale, management capabilities, and the resources they rely on. These advantages can encourage innovation. However, in the real business world, they tend to maintain the status quo due to bureaucratic decision-making and internal vested interests. Powerful and lack of innovative growth processes are exhausted.

Lafley is qualified to write such a book. Since he was selected as P & G's president and CEO in 2000, P & G's sales have almost doubled to $ 76 billion; "a $ 1 billion brand" , That is, brands with annual sales of $ 1 billion or more, from 10 to 23; the company's market value exceeds $ 200 billion, ranking among the top 10 most valuable companies in the US and the top 15 most valuable companies Companies. The achievement of this transcript originated from Lafley's leading Procter & Gamble on a new path of endogenous growth. In this book, he tells us how Procter & Gamble achieves operational excellence, and his colleague Charan describes the why of P & G s miraculous success with business insights as always.

Lafley believes that a disciplined innovation process can help any company in any industry to put innovation at the center of all driving factors, and P & G has explored and built such a process through practice, which can be used as a reference for everyone. This process is based on real-world success stories. In fact, I think one of the great advantages of this book is that it is a book written by merchants for other merchants. There is no theory of flexion in the book, and the lack of the eight-stroke cavity common in business school textbooks. One of the dangers of reading it is that you may read it too quickly in the face of simple and simple sentences. My suggestion is to chew each paragraph as food, and only watch 2 to 5 pages a day.

Maybe you feel like I'm going a bit too far. You might as well turn to Chapter 1 and read the first sentence:

"My main task at Procter & Gamble is to integrate innovation into everything that P & G does."

Simple? It's simple. Easy to understand? Not at all easy. This sentence is less than 30 words, which explains the reason that CEO must be a CIO (chief innovation officer); it emphasizes that innovation is everything for an enterprise-innovation is the goal, strategy, structure, system, culture, Leadership, lofty missions, and values may be more; it shows that innovation is not just about brainstorming ideas, it must also be part of the specific, actionable day-to-day work of business unit managers ... your " "Shallow reading" is it possible to read the deep meaning of this sentence? If you do nt understand, can you follow suit?

One of my favorite passages in this book is Lafley's thoughts about the huge challenges he faced when he suddenly learned that he was appointed head of P & G. At that time, Procter & Gamble was struggling in the quagmire, its stock price fell by more than 50% in 6 months, and its market value lost as much as $ 50 billion. "I must retain those who are critical to P & G's future. We must have a clear consensus on the challenges and opportunities that P & G faces, and quickly rationalize the key elements needed to achieve continued growth. "Today we know that Lafley has succeeded. What does he rely on? In order for Chinese readers to have a concise and concise understanding, I summarize P & G's reversal as P & G's "from one to eight."

A core organizational principle

Lafley said: "Every business has its own core organizational principles that people follow when making decisions, responding to challenges and creating opportunities. At P & G, this principle is innovation."

This is not because of anything else, but because innovation is the best way to win. For any company to continue to grow and succeed in the short and long term, innovation must be its main driving force. We live in a fast-changing era, and today we can be considered as unique products and services, and tomorrow will be no different at all. If companies want to win, that is, to be better than their competitors and change the game when necessary, they must find a new way to maintain the endogenous growth of revenue and profits, and continue to increase profit margins.

This means changing the perception of innovation, instead of seeing it as a task of the R & D department, but as an important basis for various key decisions-whether these decisions are setting goals, building strategies, organizing the organization Structure, resource allocation, budgeting and leadership development.

Two "critical moments"

Procter & Gamble's goal is to delight consumers in two "critical moments": the first critical moment is the moment when the consumer buys the product, and the second is the moment they use the product. To achieve its goals, Procter & Gamble lives with consumers, looks at the world through the eyes of consumers, and looks for opportunities to develop new products. The reason for this is that as long as more consumers buy and use P & G products and repeat the purchase and use, P & G can win. As long as consumers use Procter & Gamble products more loyally and buy products that are more expensive and more profitable, P & G can win.

Three strategies for innovative growth

In terms of strategy, I was impressed by a word from Lafley: P & G's entire company strategy can now be written with a single sheet of paper.

First, focus on the growth of P & G's core business. Procter & Gamble has four core categories, namely fabric care, hair care, baby care and women's care. Procter & Gamble was in trouble in 2000 because it ignored these leading old businesses and used the profits and cash they brought to create new brands and categories. By refocusing and activating these core businesses, P & G has achieved steady growth.

Second, lean towards businesses that grow faster, have higher profits, and have more efficient assets. This choice allowed Procter & Gamble to focus on transforming the game with its core strengths, enabling it to win in business areas such as beauty, health and personal care. This is a useful complement to P & G's focus on core business. The extraordinary growth achieved in these areas has enabled P & G to achieve a perfect balance between stable performance and sustainable growth.

Third, achieve a win-win situation with low-income consumers, especially in the fastest-growing developing countries. Procter & Gamble has achieved this growth by: increasing household penetration; implementing wider and deeper retail distribution; using more brands and products to target consumers with different income levels; and establishing strong local branches.

Four tasks for innovation leaders

For innovation leaders to change the game, they must complete four value-added tasks in their daily work:

First, establish a vision that cannot be achieved without innovation. For example, Jobs' vision extends from personal computers to consumer entertainment.

Second, motivation and inspiration. Because the results of the innovation process are inherently uncertain and contain many risks, innovation leaders must stimulate the inner motivation of knowledge workers from the individual and team levels.

Third, integration. One of the most critical tasks in the daily work of innovation leaders is to closely integrate the work of different members of the organization. They integrate innovation into the day-to-day operations of the business and do not allow people to think of innovation as discrete and "special." They will ensure that everyone is a team, not a separate business or department to complete the relevant work.

Fourth, make the right innovations by solving key issues.

Five important things about innovation

First, put consumers at the center of everything. Three billion times a day, P & G's brands reach consumers' lives around the world. At Procter & Gamble, the CEO is not the boss, the consumer is. Whether the source of innovation is a new idea, a technology, or a social trend, consumers must be at the center of the innovation process from start to finish.

Second, become more open. Procter & Gamble always liked to do everything by itself, but then began to look for innovation opportunities from various channels inside and outside the company. It includes everyone who may be involved in innovation: past and present P & G people, consumers and customers, suppliers, various "connection and development" partners, and even competitors. Lafley has set a very challenging goal for this, requiring half of the company's new products and technological innovations to come from outside P & G. At present, the company has exceeded this number, and in 2000 this proportion was only 15%.

Third, making sustainable endogenous growth a top priority. The risk of endogenous growth is less than the growth achieved through acquisitions, and this growth is almost entirely driven by innovation: Procter & Gamble's annual growth of 5% to 7%, only 1% comes from acquisitions.

Fourth, management is centered on innovation to promote sustained endogenous growth. The specific methods are: cultivate and improve innovation capabilities, and eventually transform them into sustainable competitive advantages; regularly review business strategies and brand assets; regularly review innovations for each global business unit; carefully select and use Correct evaluation indicators and reward methods to encourage innovation; Select, cultivate and promote leaders with outstanding performance, but also very good at leading innovation; allocate sufficient financial and human resources to be responsible for the commercialization of outstanding innovation.

Fifth, start to look at innovation with new thinking. For example, managing innovation projects in a similar way to managing factories; not only innovating in terms of products, technologies and services, but also incorporating business models, supply chain management, concept and cost management into the scope of innovation; Tools and methods to improve risk management capabilities.

Six factors for designing an innovation organization

An innovative organizational structure should be "just right", and a balance must be struck between structural and creative. The role of leaders is to find this balance. Specifically, the design and selection of the organizational structure should consider the following six factors: whether the innovation opportunities are within the core business, or in the vicinity of the core business, or in a completely new business area; the level of risks and opportunities , And the amount of investment amount; to what extent can innovation opportunities use existing strengths, or need to cultivate and develop new capabilities; the length of innovation development; what types of experience and expertise are required for innovation development teams; Stages of innovative development-concept and prototype development, formal development, qualification testing or commercialization.

Seven definitions of game disruptors

To change the rules of the game for a long time, or to change the way the game is played, innovative thinking is very much needed. In the business world, motions for change are bound to encounter many obstacles, most of which are the products of "comfort philosophy and customary tyranny". Winners of breakthroughs that think creatively about products and services are called "game disruptors" by Lafley and Charan. Game disruptors can be defined from seven aspects: these people are long-term strategists; creators who continue to gain endogenous growth through innovation; a leader who understands that the CEO is not the boss and the consumer is the boss; a Facilitator, using innovation to promote all the elements of a company; an integrator, taking innovation as a complete process, rather than a series of discrete steps; a breakthrough, creating a differentiated and value-added brand and business through innovation , To get rid of the shackles of homogenization; he is also a humanist, and firmly believes that innovation is a social process.

Eight Driving Forces of Enterprise Innovation

In order for any company to innovate, it is necessary to manage eight driving forces: an inspiring mission and values; stretching goals; strategies for doing something differently; unique core strengths; Organization structure suitable for innovation; Unified and reliable work system; Brave and well-connected culture; Leader who is good at motivation. These factors complement each other and mesh with each other. For the CEO, the driving force that plays the biggest role is undoubtedly goals and strategy, leadership and culture.

P & G's "from one to eight" rewrites the definition of innovation. This book tells us that to integrate all components of the value chain and make innovation a fixed practice of value creation, the consumer should always be at the center of this practice. Lafley said: "I have made countless attempts and made countless mistakes, and finally realized that innovation is a complete process, a winning strategy that can overturn the game, and it will change the daily work and Behavior. "Therefore, if an enterprise wants to make innovation its own working language and way of survival, it must also keep in mind two words: success is the obstacle to successful people, and innovation is the puppet of innovators.

Hu Yong

Deputy Editor of Business Review of Peking University ^[1]

Author

AG Lafley

Former Chairman and CEO of Procter & Gamble. Procter & Gamble has always been considered one of the most respected companies in the world, a cradle of business leaders. Lafley was named "CEO of the Year" by CEO Magazine in 2006 and currently serves on the boards of General Electric and Dell. His business career began during his time in the U.S. Navy, when he was responsible for retail and service agencies at a military base with 10,000 navy soldiers and their families. After retiring, he received an MBA education at Harvard Business School, joined Procter & Gamble after graduating in 1977, and was named CEO in June 2000.

Ram Charan

A world-renowned management consulting guru and best-selling author. For the past 35 years, he has provided perennial management consulting services to global companies and their leaders, including General Electric, KLM, Bank of America, DuPont, Novartis Pharmaceuticals, EMC, 3M and Verizon. His unique insights are derived from his extraordinary business wisdom: in a rapidly changing market environment, he can directly point to the core of the problem through the complex surface of the enterprise, and can also propose subtle solutions to the core problem, not only hitting the point The key is also practical and can be implemented immediately. Ram Charan and Larry Bosidi's "Execution" once topped the New York Times bestseller list. ^[1]