Proctor & Gamble – Business Sphere and Decision Cockpits

Striving for market leadership is a non-stop managerial quest.  In the struggle for survival, the fittest win out at the expense of their rivals because they succeed in adapting themselves best to their environment. 

 

In this posting we illustrate a best-in-class Analytics Innovation Case Study at P&G. 

P&G leadership demonstrates three key characteristics:

1. A shared belief that data is a core asset that can be used to enhance operations, customer ser­vice, marketing and strategy
2. More effective leverage of more data for faster results
3. Support for analytics by senior managers who embrace new ideas and are willing to shift power and resources to those who make data-driven decisions

 The case study of a novel construct called Business Cockpit (also called LaunchTower in the Pharma Industry) illustrates the way Business Analytics is becoming more central in retail and CPG decision making. 

P&G Overview

P&G’s has 127,000 employees and 300 brands sold in 180 countries.  P&G averages about 4 billion transactions daily. P&G CEO staked out a strategy to “digitize” the company’s processes from end to end, and Business Sufficiency, Business Sphere and Decision Cockpits is enabler of that agenda. 

 

P&G is building analytics expertise at a time when P&G is cutting costs in other areas, including eliminating 1,600 nonmanufacturing jobs. The company’s IT organization itself has cut $900 million in total spending over the past nine years.

 

P&G is investing in analytics talent, even as the company cuts in other areas, to speed up business decision making.  True leaders develop the capabilities required for making good and timely decisions in unpredictable and stressful environments.