#1 Case study Shaking up P&G Durk Jager is a man on a mission. As the newly appointed CEO of P&G, he is determined to make P&G a more conflict-friendly organization. Jager has some ambitious goals for P&G. At the top of the list is to significantly boost sales volume. In 1997, he said he wanted the company, best known for products such as Tide, Crest, and Crisco, to double sales to $70 billion by the year 2005. But the companys strong cultlike culture tends to Procter-ize people, says Jager. P&G people are too insular, risk averse, and slow to make decisions. According to Jager, the problem has a lot to do with keeping people isolated inside P&Gs twin-towers headquarters in Cincinnati. The company recruits job candidates from a variety of backgrounds, puts them through a relatively standardized training program, and then insulates them at company headquarters. After a while, they begin to sound alike, think alike even look alike, he says. Jagers career path is unusual for P&G. While hes been with the company for nearly 30 years, hes spend most of his time outside Cincinnati. A Dutchman by birth, he joined P&G as an assistant brand manager in Holland. After 12 years, he was transferred to Japan as an advertising manager and was later promoted to general manager. He grew up totally removed from Cincinnatis central bureaucracy. So, in spite of all his years with the company, he has an outsiders perspective. Asked to describe Jager, those who know him describe him as a loner, hard-driving, tough, and a person who doesnt mince words. He has a reputation for shaking things up. As such, he might be just the right man for his new job. P&G is a company in which managers have a passion for memo writing and dissent is rarely tolerated. Employees may be wasting up to half their time on non-value added work, such as memo-writing, he says. During a recent talk with employees in Japan, for instance, one worker complained to Jager that he had to continually create new management review charts, often with the information to several different forms. The employer thought he was wasting a lot of his time. Jager is determined to change P&Gs culture. He wants to make the company faster on its feet, more innovative, and more conflict friendly. Great ideas generally come from conflict a dissatisfaction with the status quo. Id like to have an organization where there are rebels. Questions: 1. How was the P&G culture shaped? (guideline 250 350 words) 3pts.

2. What type of culture you think P&G is as described in the case. Highlight the characteristics. What type of culture is Jager trying to change it to? Use one of the frameworks addressed in class to answer this question. (guideline 400 700 words) 5pts.

3. If you were Jager, what would you do to change the culture? Be specific. (guideline 150 250 words) 2 pts.