The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation
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How you can increase and sustain organic revenue and profit growth . . . whether you're running an entire company or in your first management job.Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets. Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to: Make consumers and customers the boss, not the CEO or the management team Innovate to grow a mature business Develop higher growth, higher margin businesses Create new customers and new markets Revitalize a business model Reach outside your own business and tap into the abundant brainpower and creativity of the world Integrate innovation into the mainstream of your managerial decision making Manage risk Become a leader of innovationWe live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win-arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis. Fortune magazine Lafley brought a whole lot of creativity and rigor to P&G's innovation process.
Game-Changer: A Definition viiOur Goal xiHow and Why Innovation at Procter & Gamble Changed Its Game 1What P&G's Innovation Transformation Means for You 18Drawing the Big PictureThe Customer Is Boss: The Foundation of Successful Innovation 33Where to Play, How to Win: How Goals and Strategies Achieve Game-Changing Innovation 69Leveraging What You Do Best: Revitalizing Core Strengths with Innovation 95Making Innovation HappenOrganizing for Innovation: Building Enabling Structures 119Integrating Innovation into Your Routine: From Generating Ideas to Go to Market 154Managing the Risks of Innovation 185The Culture of InnovationInnovation Is a Team Sport: Courageous and Connected Culture 221The New Job of the Leader: Innovation and Growth 253Conclusion: How Jeff Immelt Made Innovation a Way of Life at GE 283Afterword 301Acknowledgments 307Index 311
