Cases of the business weeñ in the news. Case P&G 2000

1. Karen Sanchez
Jimena Santos

2. 
I. Jager and his abrasive methods could not change
P & G's deep-rooted bureaucracy and were asked to
leave
Jager had tried
to confront the
old product
lines and
introduce new
ones

3. But P & G's risk-
adverse culture is
made up of
A large
network of 144
regional
managers and
many fiefdoms
Jager tenía
una falta de
apoyo popular
New CEO Alan Lafley
says the company has
changed too much, too
fast and is now
retreating.

4. What were the values ​​and norms in the culture of Procter
and Gamble before Jager? How did they affect their
performance?
Over time
the company
has not
changed its
bureaucracy.
The result
was very
slow growth

5. How did Jager change the culture of Procter &
Gamble? Why was he forced out of the company?
created global identities for
products and increased R & D
dramatically reduced the time it
took to produce new products
Jager's abrasive style apparently
shook people, he could not survive.

6. How has Procter & Gamble been performing
recently?
In 2000 the company
was not going to deliver
on its promise of 14
percent profit growth for
the quarter and would
fall short of targets for
the next two quarters.

7. CHALLENGING ETHICAL ISSUES
Company managers want order and control on every
front. Your team is thwarting the rules. Which is
creating an ethical dilemma.
They are
being very
roductive and
innovative.
Clearly not in the
way top
management
wants things to
run

8. References

Jones, Contemporary Management, Third Edition