2. Study the case below and answer the following questions P & G's long-standing mission as a consumer products company has been one of innovative products design and development. Alan Lafley was very careful to push for a more open culture in terms of who would help P&G innovative more effectively, but he was also emphatic (forceful) about linking these efforts at changing how the "great innovator" innovated with the core notion (concept) that P&G people, and P&G's 100- year-old tradition or mission was still THE global consumer products innovator. He linked changes to the basic P&G mission. Lafley next emphasized speaking positively about P&G people and getting them to buy in to the changes he sought. He placed emphasizes on existing personnel. Third, he included new rewards to encourage acceptance of the different way of doing things. And fourth, he made sure on changes that were "stretching people too much to use what he called accelerator (booster) and a throttle (regulate) approach. He identified himself as the accelerator, pushing aggressively for change. And he assigned his managers as his throttle, to regularly meet and discuss and perhaps alter the pace of change, depending on their assessment of whether the changes were taking or whether people were being pushed to change too quickly. So in this way Lafley made sure to monitor changes least compatible with P&G's current culture. Lafley started new product lines, outsourced key functions like IT and soap manufacturing. He has made major acquisition and pushed P&G into beauty care product business. 2a. Refer to the case above, examine TWO characteristics of P&G's organizational culture. (10 marks) 2b. Refer to the case above, recommend FOUR ways for P&G to sustain her organizational culture. (20 marks)