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Untitled Prezi

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Amanda Haviland

on 7 February 2013

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S02ATm3 Procter & Gamble is one of the world’s largest companies
A large amount of P&G’s business is built around creating new brands
With creativity on the decline, in 2000 the CEO decided to put more energy into creating a collaborative environment at P&G
P&G brought in systems from several vendors to meet their needs
In addition to increase collaboration, there was significant savings as a result of their investment Case Summary Team 3
February 5, 2013
Albert Retowsky
Altha Murray
Amanda Haviland
Erica Ritchie Case Study: Collaboration and Innovation at Procter & Gamble P&G’s Business Strategy focuses on three main areas:
Maintaining the popularity of its existing brands
Extending its brands into related products through innovation and development
Creating new brands all on their own

P&G believes that creating superior products that improve people’s lives they will ultimately be rewarded with business and profit 1. What is Procter & Gamble’s business strategy? The use of new collaborative and innovative technologies is essential to P&G’s commitment to its business strategy, which includes efforts to operate more effectively, share ideas, and access data in a unified and at a highly efficient level
To succeed their practices must include highly effective interdepartmental & interpersonal relationships and tools in order to realize their business strategy 1. What is the relationship of collaboration and innovation to that business strategy? Continued In conclusion, with the help of new technologies and highly effective collaboration tools, P&G was able to create products that support the successful completion of goals implemented in their business strategy 1. What is Procter & Gamble’s business strategy? What is the relationship of collaboration and innovation to that business strategy?
-Continued The use of new collaborative and innovative technologies supports P&G’s commitment to their business strategy, which included:
The implementation of tools that promote operating more effectively
Use of collaborative tools that support sharing ideas and accessing data in a way that unifies communication 2. How is P&G using collaboration systems to execute its business model and business strategy? Suite of Microsoft products has unified communications that integrates services through voice and data transmission, instant messaging, e-mail, and electronic conferencing
Live – communications server functionality
Microsoft Meeting – Web conferencing
SharePoint- content management
The use of popular and successful social networking innovations
Blogs as opposed to email, are open to anyone interested in their content and attract comments from interested users 2. List and describe the collaboration systems and technologies it is using and the benefits of each. Connectbeam which is a search product designed to allow employees to share bookmarks and tag content with descriptive words that appear in future searches, and facilitates social networks of coworkers to help them find and share information more effectively.
InnovationNet is able to contain 5 million research-related  documents in digital format accessible via a browser-based portal.
Cisco TelePresence conference rooms have also been adopted at P&G locations across the globe.  The benefits include significant travel savings, more efficient flow of ideas, and quicker decision making.   2. List and describe the collaboration systems and technologies it is using and the benefits of each.
-continued Table 2- Related Behaviors of Resistance 3. Why were some collaborative technologies slow to catch on at P&G?
-continued Table 3- Specific Strategies for Managing Resistance 3. Why were some collaborative technologies slow to catch on at P&G?
-continued In conclusion, its plain and simply put, people don’t like change. They find comfort in doing things they way they always have, using the tools and methods they feel most comfortable with. And any deviation from their norm, that requires an “old dog to perform a new trick" just may result in someone getting bit. 3. Why were some collaborative technologies slow to catch on at P&G?
-continued Proctor in fact, change gets derailed or fails for predictable reasons according to Ken Blanchard’s book, Leading at a Higher Level. He details fifteen reasons why change efforts typically fail and three of the reasons are:
There is no compelling reason to change because the business case is not communicated
People are not held accountable for implementing the change
People leading the change fail to respect the power of the culture to kill the change 3. Why were some collaborative technologies slow to catch on at P&G? Schueller’s struggles with getting P&G employees to utilize the new collaborative technologies stemmed from their feelings/beliefs that the new tool/change would be more work than email is. This thought process is best explained by much research on the subject of resistance to change in the workplace.
Kotter and Schlesinger (Shang and Su, 2004) researched the behavior and created three tables: 3. Why were some collaborative technologies slow to catch on at P&G?
-continued Table 1- Reasons of Resistance 3. Why were some collaborative technologies slow to catch on at P&G?
-continued Table 3- Specific Strategies for Managing Resistance 3. Why were some collaborative technologies slow to catch on at P&G?
-continued It impossible to separate employee behavior from company change “Enterprise systems [like P&G’s collaborative tools) are intertwined with business processes by which organizational activities and behaviors are deeply affected” (152). 3. Why were some collaborative technologies slow to catch on at P&G?
-continued Blanchard, K. (2010). Leading at a Higher Level. New York:  FT Press.

Hirsch, J. Jewish innovation needs collaboration- Forward.com. The Jewish Daily Forward. N.p., n.d .
Retrieved February 2,2013 fromhttp://forward.com/articles/161225/jewish-innovation-needs collaboration

Kotter, J. P., Schlesinger, L. A. (1979) Choosing strategies for change. Harvard Business Review, 57(2), 106.

Laudon, K. C., and Laudon, J. P. Management information systems: managing the digital firm. 12th ed. Boston: Prentice Hall, 2012. Print.

Procter & Gamble Logo | Logo Resources. Logo Source. N.p., n.d. Retrieved February 2, 2013, from http://www.yourlogoresources.com/procter-gamble-logo/

Shang et al. Managing user resistance in enterprise systems implementation.Association for Information Systems 2004. Retrieved February 4, 2013, from
http://nccuir.lib.nccu.edu.tw/bitstream/140.119/26473/1/viewcontent.pdf

The Merrick Exchange: UB/Towson M.B.A. in Demand." IMN - HTML Email Marketing Newsletters, Services and Solutions. N.p., n.d. Retrieved February 2,
2013, from http://208.254.39.65/merrickschool/e_article000869133.cfm References
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