Managing Cultural Change at P & G
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(Case Code: HROB042) click on the button below, and select the case from the list of available cases:
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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.
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Case Details: |
Price: |
| Case Code |
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HROB042 |
For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges
Themes
Organizational Culture |
| Case Length |
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18 Pages |
| Period |
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1990 - 2004 |
| Pub Date |
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2004 |
| Teaching Note |
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Not Available |
| Organization |
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P & G Inc. |
| Industry |
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FMCG |
| Countries |
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USA |
Abstract:
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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.
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Issues:
» Best practices in HR and the corporate culture of a large, multinational
company in the FMCG industry
» Problems involved in radically altering the corporate culture of a large,
conservative, tradition-bound company
Contents:
Key Words:
HR practices, corporate culture, US, Procter & Gamble, P&G,
global leader, Durk Jager, culture, fuel innovation, financial
growth, results, Alan George, cultural equilibrium
Managing Cultural Change at P & G
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