The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation (Anglais) Relié – 8 avril 2008
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Descriptions du produit
Revue de presse
“Of all the firms on the 2007 ranking of the ‘World’s Most Innovative Companies,’ few are more closely associated with today’s innovation zeitgeist than . . . Procter & Gamble . . . now famous for its open approach to innovation.”
“Lafley brought a whole lot of creativity and rigor to P&G’s innovation process.” —Fortune magazine
“A. G. Lafley has reenergized a venerable giant . . . with a style and energy that will be the subject of business school cases for years to come.” —Chief Executive magazine
“The proof of Lafley’s approach is plain enough. . . . P&G has not only doubled the number of new products . . . but also more than doubled its portfolio of billion-dollar brands and its stock price.”
—U.S. News & World Report
“Ram Charan is the most influential consultant alive.”
“Ram has this rare ability to distill meaningful frommeaningless.”
“Among the world’s most sought after CEO advisers.”
“Ram Charan is my ‘secret weapon’ . . . constantly providing depth to issues, not just answers.”
—Ivan Seidenberg, chairman and CEO of Verizon Communications
“Ram Charan knows more about corporate America than anyone.”
—Dick Harrington, CEO of The Thomson Corporation
Biographie de l'auteur
RAM CHARAN is the coauthor of the bestseller Execution and the author of What the CEO Wants You to Know, Know-How, and many other books. Dr. Charan grew up in India, where he first learned the art and science of business in his family’s shoe shop. After earning his M.B.A. and D.B.A. from Harvard Business School, he taught for a number of years at both Harvard and Northwestern. He now advises the leaders and boards of companies around the world, including GE, DuPont, Nokia, Verizon, and the Thomson Corporation. What people around the world proclaim are Ram’s practicality and the value he provides in helping them solve business problems. For more information on Ram Charan and his work, visit www.ram-charan.com.
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Les concepts sont clairs, la vision est pragmatique et illustrée à travers d'exemples concrets.
et en bonus un état d'esprit positif qui montre que " every leader can drive everyday innovation !"
Commentaires client les plus utiles sur Amazon.com (beta)
Lafley admits to some truth in the small company stereotype but he believes larger companies can be just as innovative as small companies, if not more so. Big companies have significant advantages - scale, management capability, and resources to take risks - that should facilitate innovation. But these advantages are wasted due to layers of management that stretch decision cycle times, internal vested interests to maintain the status quo, and the lack of a growth-through-innovation process.
"Game-Changers" outlines the principles(1) of innovation Lafley developed, the how and why innovation changed P&G's game, and the steps Lafley took to operationalize innovation which has led to the consumer-industry's leading organic sales growth rate. He believes that a disciplined innovation process, like that at P&G, can be central to growth for any company, in any industry. He cautions, though, that one size does not fit all, and each company must adapt the principles to their unique circumstances.
Having spent the past 20 plus years in Silicon Valley shepherding innovative medical technologies to the market, I can personally attest that the acceleration of change today is unprecedented. There are many more opportunities today for teams like mine to disrupt and create obsolescence for larger companies. It appears that Lafley and Charan have got the principles right, and P&G appears to have gotten their application right. The remaining questions are: Will this be sustainable? Transferable? Will game-changers(2) become the next "big thing" in operational excellence?
1. The principles of innovation include: motivating purpose and values; stretching goals; choiceful strategies; unique core strengths; enabling structures; consistent and reliable systems; a courageous and connected culture; and inspiring leadership.
2. A game-changer is: a visionary strategist who alters the game his business plays or conceives an entirely new game; a creator who uses innovation as the basis for sustaining profitable organic growth and consistently improving margins; a leader who understands that the consumer or customer - not the CEO - is boss; a catalyst who uses innovation to drive every element of business from strategy to organization, and from budgeting and resource allocation to selecting, rewarding, and promoting people; an integrator who sees innovation as an integrated end-to-end process, not a series of discrete steps; a breaker of chains of commoditization who creates differentiated and value-added brands and businesses through innovation; and a hardheaded humanist who sees innovation as a social process and understands that human interaction - how people talk and work together - is the key to innovation, not just technology.
Most of it is Business 101. Get close to the customer, enable your org to innovate, leverage the existing brand when innovating.....that's about it. The rest of the book is a good run down on Proctor and Gamble. If you want to learn a lot about consumer marketing and branding then there is some good stuff in it.
Fast forward 25 years and what A.G. has done as CEO is incredible. Procter is one battleship that I didn't think could turn, much less on a dime. But reading Game-Changer one begins to appreciate what leadership and commitment can do, even in the largest and most traditional organizations.
Game-Changer is an enlightening read. Lafley and legendary author, consultant and scholar Ram Charan often tag-team the writing, each bringing a unique point of view. Sometimes this gets awkward, as the P&G story is interrupted by examples from other companies (which skew a bit from India, making a noticeably unusual sample). But that's relatively minor criticism compared to the richness of the transformation story at Procter, which has become a leader in commitment to innovation and has reaped significant financial rewards as a result.
The beauty of Game-Changer is that, unlike many business books, it is relevant to both mid-sized companies and corporate giants. For the Fortune 500, P&G's experience is a powerful example that radical and dynamic change is possible (see also GE, Whirlpool and IBM). For smaller companies, change is a lot easier, and the P&G model is full of ideas for potential initiatives.
This is a quick and easy read that never comes across as arrogant or self-serving. It does present itself as an arresting example of a new era in corporate management. I would have never guessed that would have come from Procter & Gamble. In fact, here's the thing. P&G has had a legendary track record over its 170-year history. But frankly, it was never considered a great place to work, at least for the brand management folks. Even more impressive than the reignited financials, the company's commitment to innovation and change make it sound like a really terrific place for a smart marketer to ply his/her trade. Now that's an innovation that will pay long-term dividends.
Bill Aho, [...]
"The Game Changer" is a well-written, well-narrated and well-organized book in describing the academic concepts of innovation and correlating them to the success cases from leading companies like 3M, Nokia, and Allied Signals. The most appealing phrase to me in the whole book had been the description of difference between performance review meeting and innovation review meeting; the former being "a review of past" while latter being "a review of future". If someone wants to promote and manage a cutting-edge innovation program in his / her organization, then this is the book to read, especially the second half. The authors explain every aspect of innovation management from risk & reward to sources of funding, to selling the idea to top management and at marketplace; it covers the whole gamut of innovation in a very articulate way. "The Game Changer" is a book worth reading (or listening).
On the miniscule downside of "The Game Changer"; the boundaries of innovative concepts have been stretched too far citing Proctor & Gamble cases. I had a few soliloquies listening to this book on "a dark desert highway" and asked myself several times if feature enhancement or repositioning a product to attract younger population could be considered innovation.
In a case of innovation at P&G, disinfectants were added to feminine hygiene products to protect against infections, but is it true innovation? If I were to judge this change by Akao's standards (Dr. Yoji Akao of Voice of Customer - VOC fame), it is simply fulfilling an unmet customer need. That reminds me of a very similar case from Toyota; when Toyota introduced ionic breezer in Toyota Camry's air-conditioning system in 2006 and touted it to be an innovation in automotive architecture; they were vehemently rebuked by Asahi Shimbun (leading Japanese Daily) on the grounds that use of a better air treatment system in a car could not be considered innovation.
In another case of innovation about a skincare product, the "Oil of Olay" or the "Oil of Old Lady" as the authors call it. P&G redefined Oil of Olay to appeal to younger women and enlarge the population of women using it. I wondered again if repositioning the product to appeal to more people could be called innovation. Ironically, a very similar example can be cited from Toyota again. Historically, Toyota Avalon is considered an AARP car and the median age of an Avalon buyer in US had been 62 years. In 2003, the Chief Engineer of Avalon program Shigeki Terashi was asked to add some flare to Avalon styling and bring the median age of Avalon buyer down to 46 years. When Toyota ran the ad about re-birth of 2005 Avalon through "innovation" they faced very harsh criticism from Yomiuri Shimbun (another respected Japanese Daily) for misusing the term "Innovation".
VERDICT - "The Game Changer" is worth buying and reading / listening book when you have time!
As we were packing up, one of the other panelists said, "I don't know about you guys but I'm going home and sell my P & G stock. Any company with an executive that high up who thinks they've got it all figured out is going to go down sooner or later."
I remembered that incident while reading Game-Changer: How you can drive revenue and profit growth with innovation by A. G. Lafley and Ram Charan.
Lafley is the Chairman and CEO of Proctor and Gamble. Charan is neck-and-neck in the race with Warren Bennis for "Most Books Co-Authored by a Guru." Each writes parts of the book in his own voice. They are very different voices.
Lafley's voice is practical and down to earth. Here's a quote from chapter 1. "The Game-Changer is about what I have learned over the course of a lifetime in business, but particularly since I became CEO of P & G."
Charan has a more buzzword-rich style. "P & G is one of the few companies that has been able to break the chains of commoditization and create organic growth on a sustainable basis through implementing and managing the integrated process of innovation."
This is a book about the turnaround at P & G. Since Lafley took over, in June of 2000, the company has tripled profits, and improved revenue growth, cash flow, and operating margins. The stock price has more than doubled.
A significant part of the turnaround was the development of a process for managing innovation at P & G. This book is about that process and how it works.
Those are both Lafley's stories. But this is a better book because Ram Charan adds commentary and examples from other firms.
If you want to learn the back story, chapter one will set the stage for you. After Charan's comments in chapter two, Game-Changer is organized into three parts.
Drawing the Big Picture sets the stage for the other parts. The chapter titled The Customer is Boss is one of those chapters you copy so you can re-read it often.
Every company says they are customer-focused. P & G has been known as a customer-focused company for most of its history. And yet it was easy for the customer to slide from the center of the business to periphery.
Chapter three is the best explanation I've seen of what it means to put the customer at the center of your company. I'd love to see P & G or the publisher put this chapter out as a pamphlet.
Part Two is about the innovation process itself. It begins with a chapter on organizing for innovation. This chapter is one of several that include excellent material on innovation at other companies.
If you're not at a consumer products company, you'll get ideas about how innovation looks in other industries. If you don't think a P & G practice will work at your company, the book gives you some other models.
The next chapter, on integrating innovation into your routine, is one of the best in the book because it concentrates on a key point. For innovation to be a real game-changer, it can't be bolted on to day-to-day operations and responsibilities. It has to be part of the routine, even as it challenges the routine. There's great material here on how ideas get killed and the importance of a regular, social mechanism for approving ideas.
After a chapter on the risks of innovation, the authors move to the final part of the book which discusses the culture of innovation. You'll learn how innovation is a team sport and how a leader's job should include innovation.
This is an idea book, not a how-to book. If you want an innovation manual, pass this book by.
But if you want lots of ideas and examples to hold up against the way you do business now, plunk down your money. Even if you only read the chapter on putting the customer at the center, you'll get lots of return on your investment in this book.