雀巢案例

9-707-519REV:OCTOBER4,2007________________________________________________________________________________________________________________ProfessorMikołajJanPiskorskiandAlessandroL.Spadini(MBA2006)preparedtheoriginalversionofthiscase,“Procter&Gamble:Organization2005(A),”HBSNo.707-401,whichisbeingreplacedbythisversionpreparedbythesameauthors.HBScasesaredevelopedsolelyasthebasisforclassdiscussion.Casesarenotintendedtoserveasendorsements,sourcesofprimarydata,orillustrationsofeffectiveorineffectivemanagement.Copyright©2007PresidentandFellowsofHarvardCollege.Toordercopiesorrequestpermissiontoreproducematerials,call1-800-545-7685,writeHarvardBusinessSchoolPublishing,Boston,MA02163,orgoto—electronic,mechanical,photocopying,recording,orotherwise—withoutthepermissionofHarvardBusinessSchool.MIKOŁAJJANPISKORSKIALESSANDROL.SPADINIProcter&Gamble:Organization2005(A)When[Lafley]tookoverinJune2000,onthesamedayasCEODurkJager'ssuddenresignation,thecompanywasthesortofink-stainedmessyou'dfindinaTidecommercial.Ithadslammedfourprofitwarningsintotwoquarters....Itsstockhaddroppedbyhalfintheprevioussixmonths—losingacrushing$70billioninmarketvalue.AndthecombativeJager,whose17volatilemonthsonthejobhadmadehistheshortestCEOtenureinProcter&Gamble'sgrand165-yearhistory,hadleftthecompanyunsureofitsfooting.ThedayLafleygotthekeys,noonehadhighhopes.1Fortune,September2002A.G.Lafley(MBA77)didnothavemuchtimetodecidehowtoturnaroundProcter&Gamble(P&G).Hispredecessor,DurkJager,hadintroducedanaggressiverestructuringprogram–Organization2005–designedtogeneratebolderinnovationsandacceleratetheirglobalrolloutinordertodoubleP&Gsalesto$70billionby2005andachieveannualearningsgrowthof13-15percent.Atthecoreoftheprogramlayaradicalneworganizationaldesign.Inthepast,P&G’schainofformalcommandputgeographyfirst,followedbyproduct,andthenbyfunction.Inthenewdesign,P&Gwasstructuredasthreeinterdependentglobalorganizations,oneorganizedbyproductcategory,onebygeography,andonebybusinessprocess.Theearlyresultsofthereorganizationhadbeenabysmal:flatsalesandnegativecoreearningsgrowthhadcausedP&Gtoissuefourprofitwarnings.Lackofimmediateresultscoupledwithsubstantialjobreductions–anintegralpartoftheOrganization2005restructuring–contributedtosaggingemployeemorale.Inashorttime,Lafleyhadtodecidewhetherornottoputanendtothisnewdesignandreturntothepreviousorganizationalstructurethathadworkedwellinthepast.Theorganizationalproblemswereaggravatedbystrategicconcerns.ManyanalystsquestionedwhetheritmadesenseforP&G,a$38billionmultinationalconsumer-productscompany,tocompeteinover50categories,rangingfromtoiletpapertopharmaceuticals,withmorethan300brands.2ThoughtraditionallyP&GcouldrelyonitsmarketingandR&Dexpertisetojustifyitspresenceacrossmultiplemarkets,inthepreviouscoupleofyearsfocusedcompetitorshadbeensteadilytakingawaymarketshareinmanyproductlinesandregions,suggestingperhapsthatthecorporateadvantagehadwitheredaway.AsLafleycontemplatedhisorganizationaldecision,healsohadtodecidewhetherhecouldcreatemorevaluebysplittingthecompanyintosetsofstand-alonebusinesses.707-519Procter&Gamble:Organization2005(A)2Procter&GambleHistory,1837-1948TheProcter&GambleCompanywasfoundedinCincinnati,OhiobyanEnglishimmigrantWilliamProcter,andJamesGamble,animmigrantfromIreland.BothmenhadarrivedinCincinnatiseparately,forcedtostoptheretotendtoillnesseswhileontheirwayWest.Eachindependentlydecidedtosettletofoundabusiness.ProcterbecameacandlemakerandGambleasoapmaker.Aftermarryingsisters,theyformedapartnershipin1837.3Atthattime,Cincinnati,nicknamed“Porkopolis”,wasthecountry’slargestmeatpackingcenterallowingforinexpensiveaccesstoanimalfat–aprimaryrawmaterialforcandlesandsoap.Thisattractedmanynewentrants,suchthatby1845P&Ghadtocompetewithasmanyas14otherlocalmanufacturersofunbrandedsoapsandcandles.4TodifferentiateitselfP&Gembarkedonanaggressiveinvestmentstrategybuildingalargefactoryinthe1850sdespiterumorsofimpendingcivilwar.DuringthewarP&GoperateddayandnighttosupplytheUnionarmies,andbythewar’sendsaleshadmorethanquintupledtoover$1million.5Whensoldiersreturnedhomecarryingitshigh-qualityproducts,distinguishedbytheircharacteristicmoon-and-starspackaging,P&Gquicklydevelopedanationalreputation.6Rapidgrowthandaseriesofinnovationsinhuman-resourcemanagement,R&D,distribution,marketing,andorganizationaldesignsoonfollowed.Fromitsinception,P&Gfocusedonproductinnovation.In1879,Gamble’ssonJamesNorrisGamble,atrainedchemist,developedIvory,thefirstAmericansoapcomparabletofineEuropeanimports.JamestransformedP&G’ssoap-andcandle-makingprocessesfromanarttoasciencebysolicitinghelpfromchemistryprofessors.Ivory,firstmarketednationallyin1882foritssuperiorpurity,transformedP&Gintoabranded-goodsproducer.Mass-scaleproductionofIvorybeganatanenormousnewplant,Ivorydale,in1887tomeetrapidlygrowingnationaldemand.P&Gsimultaneouslyinstitutedoneofthefirstprofit-sharingprogramstomaintainharmonywithitsworkforce.Thecompanysta