Innovating how innovation works at Procter & Gamble

Abstract

Purpose The authors map out a work system that was key to Procter & Gamble transforming its innovation practices from a slow-paced, cautious incrementalism toward a leaner, more entrepreneurial model able to make bigger and riskier long-term bets. Design/methodology/approach Starting in 2016, P&G began “innovating how they innovated”, supported by a strong leadership commitment to working differently. Findings The newly envisioned future included P&G exploring many smaller scale innovations within and across business units, with quick learning, conducted in close collaboration with consumers and driven by their problems and needs. Practical/implications Kathy Fish began this initiative by studying what innovation practices had produced “irresistible superiority” in the past. Originality/value Describes how P&G, a leading, long-established company instituted a systematic program of changing the system through which the work of innovation gets done. This system has eight action levers that collectively shape a supportive and productive work environment. Taking these actions in a coherent, coordinated fashion at Procter & Gamble, changed the operating environment and the company’s innovators adapted their behavior to the new system.