C-Suite Insights 12th July 2021

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Procter & Gamble’s lean innovation transformation


Harvard Business Review


In this podcast (with accompanying transcript) Kathy Fish, Procter & Gamble’s Chief Research, Development & Innovation Officer, discusses the challenges she has faced since her appointment in 2014.


When she was appointed she was concerned that the world’s leading consumer packaged goods company had lost its capability to produce a steady stream of disruptive innovations.

In addition, intensifying competition from direct-to-consumer companies convinced Fish that P&G needed to renew its value proposition to make all aspects of the consumer experience ‘irresistibly superior’. Making this change required wholesale transformation from within.

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Create a more sustainable operations strategy




To operate cost-effectively and sustainably, leaders need to build sustainability into their operations strategy. Reaching a sustainable operations strategy can be achieved with the following steps:

  • Measure the waste in what you do.
  • Calculate the environmental impact associated with that waste.
  • Develop strategies to minimise waste and reduce your carbon footprint.

Using this formula alongside analysis and expertise, will help reveal the specific actions that an organisation requires.

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The competencies and constraints that determine leadership success




This article presents a new and fascinating model for senior managers called 'bounded leadership'.


The idea is that, rather than making leaders solely responsible for their own effectiveness, a balance should be sought between managerial competences and the many constraints that limit leaders. Bounded leadership looks past the leader’s characteristics and consider the constraints they encounter at the individual, team, organisational and stakeholder levels.

This article defines five distinct abilities leaders require to be effective:

  1. Anticipation competence: The ability to predict market patterns and conditions
  2. Mobilisation competence: The ability to inspire employees to put an extraordinary effort into their work
  3. Self-reflection competence: The ability to analyse past experiences and draw useful conclusions
  4. Values-creation competence: The ability to promote a leader’s values in the organisation
  5. Visionary competence: The ability to create an attractive vision of the organisation, communicate this vision to followers and empower them to implement it.

Each of these competencies presents several hurdles. These are narrowed down to the following constraints:

  1. Cultural (difficulties in changing values and norms)
  2. Emotional (strong negative emotions that prevent rational behaviour)
  3. Entitlement (formalised organisational responsibilities and hierarchy)
  4. Ethical (leaders’ dilemmas)
  5. Informational (difficulties in processing or collecting data)
  6. Motivational (problems with inspiring others) and political (office politics and power plays).

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