read the case bellow and answer tye fallowing qiestions

Global consumer goods manufacturer Procter & Gamble (P&G), known for billion-dollar brands including Tide detergent and Pampers diapers, is widely recognized for its leadership talent and its succession management system. Talent management and succession planning is something that P&G, a promote-from-within company, considers among its greatest competitive advantages. One of its historical trade secrets is not a clothes-cleaning technology or diaper formulation but its Talent Portfolio, a blue binder that stored data on every candidate for the top 120 jobs-as well as their potential replacements several levels down. The P&G board considers external as well as internal candidates for senior positions, and it helps employees follow an appropriate career path by helping them assume a new role within 3 to 5 years and preparing high- potential employees for leadership roles. To further improve its succession, career, and workforce planning processes, P&G digitized them in a Talent by Design Solutions program to provide enhanced visibility into career planning decisions and helping retain high performers. P&G adopted digital solutions to provide real- time access to HR analytics, organizational design, talent pipeline, and workforce planning information. This enables integrated talent management to drive productivity and leadership development decisions. P&G's My Career site lets employees easily keep their career data updated. Information on employees' skills, performance evaluations, and career preferences can all be reviewed with an intuitive interface. HR's new talent and succession management home page, Career by Design integrates employee, manager, and HR data, and the new Workforce by Design application enables automated headcount planning and comparisons in real time with actual data. The new system has simplified career and performance management, improved P&G's culture of productivity and accountability, enabled faster and better talent decisions, and enhanced workforce planning. 1. Do you think that P&G's approach to succession management would work for all organizations? Why or why not? 2. What are some possible disadvantages of moving people to new jobs every 3 to 5 years? 3. Why does P&G's succession management approach work so well