Mini-Case A Change at the Top at Procter & Gamble: An Indication of How Much the CEO Matters?
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ANSWER THIS QUESTION FASHIONABLE ORDER AS LABEL PART 1 Chapter 12: Strategic Leadership

1 - What is a top management team, and how does it affect a firm's performance and its abilities to innovate and design and implement effective strategic changes?

2 - How do strategic leaders effectively manage their firm's resource portfolio to exploit its core competencies and leverage the human capital and social capital to achieve a competitive advantage?

3 - Have students select an organization that has a unique organizational culture. What characteristics of that culture make it unique? Has the culture had a significant effect on the organization's performance? If so, what is that effect?

Chapter 13: Strategic Entrepreneurship

4 - How do firms use cooperative strategies to innovate and to have access to innovative capabilities?

5 - How does strategic entrepreneurship help firms create value?


Part 2

Case Study: Please complete the case study at the end of chapter 12 in the text.

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PART 3


Please take a moment to identify a recent business current events article that relates to the assigned readings. Summarize the article, state how this article relates to the readings this module, state what you found interesting about the article, and provide a link to the article. Your article should come from a reputable business publication. (E.G, NYTIMES, LATIMES ETC)

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Mini-Case A Change at the Top at Procter & Gamble: An Indication of How Much the CEO Matters? A. G. Lafley joined Procter & Gamble (P&G) in 1977 as contacted to return to P&G, he agreed immediately to do brand assistant for Joy dishwashing liquid. From this so, committing to remain "as long as needed to improve beginning, he worked his way through the firm's laun- the company's performance." However, speculation is dry division, becoming highly visible due to a number that Lafley likely would not remain beyond three years. of successes including the launching of liquid Tide. A What went wrong for Mcdonald, a long-time P&G string of continuing accomplishments throughout the employee who seemed to know the firm well and who firm resulted in Lafley's appointment as P&G's CEO in received Lafley's support? Not surprisingly, a number June 2000, a post he held until retiring in mid-2009. of possibilities have been mentioned in response to this Bob Mcdonald, who joined P&G in 1980, was Lafley's question. Some concluded that, under Mcdonald's lead- handpicked successor. McDonald took the top position ership, P&G suffered from "poor execution globally," an at P&G in July 2009, but resigned under pressure in May outcome created in part by P&G's seemingly ineffective 2013. Lafley, revered by many, was asked to come out of responses to aggressive competition in emerging mar- retirement and return to P&G as president, CEO, and kets. Other apparent problems were a failure to control chair of the board of directors. Lafley said that when the firm's costs and employees' loss of confidence in 408 Part 3: Strategic Actions: Strategy Implementation Mcdonald's leadership. Still others argued that Mcdonald a product pipeline focused mainly on "reformulating did not fully understand the effects on U.S. consumers of rather than inventing." Additionally, efforts are underway the recession in place when he took over, and that, during to continue Mcdonald's strong, recent commitments to that time period, P&G "was selling BMWs when cash- reduce the firm's "bloated" cost structure and reenergize tight consumers were looking for Kias." The net result the competitive actions it will take in global markets. of these types of problems included P&G "losing a step Restructuring P&G's multiple brands and products to rivals like Unilever." In turn, this caused investors to into four sectors, each of which will be headed by a pres- become frustrated by "P&G's inability to consistently ident, is a major change Lafley is initiating. Currently, keep up with its rivals' sales growth and share price gains." the firm has two global business divisions-beauty and But why bring Lafley back? In a few words, because grooming and household care. Final decisions about of his previous success. Among other achievements the precise compositions of the four sectors were not during his first stint as P&G's main strategic leader announced by mid-2013. Speculation, though, was were building up the firm's beauty business, acquiring that each sector would be formed "to reflect synergies Gillette, expanding the firm's presence in emerging between various businesses." For example, one expec- markets, and launching hit products such as Swiffer and tation was that paper-based products such as "Bounty Febreze. An overall measure of P&G's success during paper towels, Charmin toilet paper, Pampers diapers Lafley's initial tenure as CEO is the fact that the firm's and Always feminine care products" would be combined shares increased 63 percent in value while the S&P fell to form a sector. Moreover, Lafley's replacement was 37 percent in value. Thus, multiple stakeholders, include expected to be selected from among the four presidents ing investors and employees, may believe that Lafley can who would be chosen to lead the new sectors. return the firm to the "glory days" it experienced from 2000 to 2009. Sources: D. Benoit, 2013, Critical P&G analysts still waiting on results, Product innovations are a core concern and an area Wall Street Journal, www.wsj.com, May 24; D. Benoit, 2013, Procter & Gamble gets an upgrade, Wall Street Journal, www.wsj.com, May 24; receiving a significant amount of attention. Analysts . Bogaisky, 2013, Congrats, Bill Ackman: Bob McDonald out at P&G; suggest that P&G needs to move beyond incremental A. G. Lafley returning as CEO, Forbes, www.forbes.com, May 23; E. Byron & innovations, seeking to again create entirely new prod- . S. Lublin, 2013, Embattled P&G chief replaced by old boss, Wall Street Journal, www.wsj.com, May 23; L. Coleman-Lochner & C. Hymowitz, 2013, uct categories as it did with Swiffer and Febreze. This Lafley's CEO encore at P&G puts rock star legacy at risk: Retail, Bloomberg, will be challenging, at least in the short run, given recent www.bloomberg.com, May 28; J. S. Lublin & S. Ng, 2013, P&G lines up declines in allocations to the firm's research and devel- executives in race for CEO Lafley's successor, Wall Street Journal, www. wsj.com, May 30; J. Ritchie, 2013, P&G's hiring of Lafley may buy time for opment programs. These reductions have resulted in innovation, Business Courier, www.bizjournals.com/cincinnati, May 31. Case Discussion Questions 1. What makes a CEO's job so complex? Use the mini-case to pro- 3. What should P&G do to replace Lafley when he retires for a vide examples that help support your answer. second time? What actions should they take to prepare for the 2. Is it a good practice to rehire a former CEO who has retired? succession? Please explain the potential advantages and disadvantages of doing so.

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