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P&G’s Innovation Culture
by A.G. Lafley, with an introduction by Ram Charan08/28/08
a strategy+business exclusive
© 2008 Booz & Company Inc. All rights reserved.
 
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P
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INNOVATION
CULTURE
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 As they lead to repeat purchases, these offer-ings reshape the market, so that the company isplaying an entirely new (and profitable) game to which others must adapt. A number of game-changing innovators are operating today, includ-ing such household-name enterprises as Procter &Gamble, Nokia, the Lego Group, Apple, Hewlett-Packard, Honeywell, DuPont, and GeneralElectric. Wherever you see a steady flow of note- worthy innovations from one company, you canprobably assume that it is a game-changing inno-vator, with the distinctive kinds of social connec-tions, culture, and supporting behaviors thatenable it to play that role.Consider the case of Procter & GambleCompany. Since A.G. Lafley became chief execu-tive officer in 2000, the leaders of P&G have worked hard to make innovation part of the daily routine and to establish an innovation culture.Lafley and his team preserved the essential part of P&G’s research and development capability — world-class technologists who are masters of the
How we built a world-classorganic growth engineby investing in people.
THE HEART OF A COMPANY 
’
S BUSINESS MODEL
should be game-changinginnovation. This is not just the invention of new products andservices, but the ability to systematically convert ideas into new offerings that alter the very context of the business.
by A.G. Lafley, with an introduction by Ram Charan
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