The Game-Changer: How You Can
Drive Revenue and Profit Growth with
Innovation by Ram Charan
At The Intersection Of Innovation And Main
How you can increase and sustain organic revenue and profit growth . . .
whether you’re running an entire company or in your first management job.
Over the past seven years, Procter & Gamble has tripled profits;
significantly improved organic revenue growth, cash flow, and operating
margins; and averaged earnings per share growth of 12 percent. How? A.
G. Lafley and his leadership team have integrated innovation into
everything P&G does and created new customers and new markets.

Through eye-opening stories A. G. Lafley and Ram Charan show how
P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and
DuPont have become game-changers. Their inspiring lessons can help
you learn how to:
• Make consumers and customers the boss, not the CEO or the
management team
• Innovate to grow a mature business
• Develop higher growth, higher margin businesses
• Create new customers and new markets
• Revitalize a business model
• Reach outside your own business and tap into the abundant brainpower
and creativity of the world
• Integrate innovation into the mainstream of your managerial decision
making
• Manage risk
• Become a leader of innovation
We live in a world of unprecedented change, increasing global
competitiveness, and the very real threat of commoditization. Innovation in
this world is the best way to win—arguably the only way to really win.
Innovation is not a separate, discrete activity but the job of everyone in a
leadership position and the integral, central driving force for any business
that wants to grow organically and succeed on a sustained basis.
This is a game-changing book that helps you redefine your leadership and
improve your management game.
Personal Review: The Game-Changer: How You Can Drive
Revenue and Profit Growth with Innovation by Ram Charan
The Game-Changer is a 300-page book that contains at least 400-pages-
worth of information, which is to say: it doesn't waste words; it overflows
with insight; and, it's tightly structured.

The material itself is non-technical and easy to grasp. It de-mystifies
innovation, framing it as a manageable process that, among other things,
"takes advantage of the capabilities of ordinary people" and happens in
companies "as small as my [Dr. Charan's] father's shoe store in India."
Nevertheless - and this isn't a criticism - it's not hard to imagine owners of
smaller businesses being somewhat at a loss, upon finishing, about how to
put the book's lessons into practice.
Why?
Mostly because the supporting evidence therein stems so much from the
authors' experiences with P&G and others like it: companies with multi-
billion dollar business units (with "new business development
organizations" inside); companies with their own venture capital wings to
fund innovation efforts...
The evidence is unquestionably is strong. And impelling. I just think it's
removed from Main Street - where even the word "innovation" doesn't
usually register.
To the authors' great credit, they've come up with a guide for any business
to follow. The general principles and step-by-steps are all in there. It's just
that the reader I have in mind may have to do some weeding to get to the
actionable parts. For me, the questions to ASK YOURSELF MONDAY
MORNING at the end of each chapter are really powerful. I'd like to see a
next edition of this excellent "work in progress" (Mr. Lafley's phrase) play
up those questions and become even more of a fieldbook - with added
tools, stories, and practical tips for the little guys.
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