Sublime

We asked P&G’s businesses to focus on winning with those who matter most and against the very best.

Whenever a key result or objective becomes obsolete or impractical, feel free to end it midstream.

Core consumers were a theme too; we pushed businesses to focus on the consumer who matters most, targeting the most attractive consumer segments. Core was the first and most fundamental where-to-play choice—to focus on core brands, geographies, channels, technologies, and consumers as a platform for growth.

An endangered key result triggers action to get it back on track, or to revise or replace it if warranted.

what is our winning aspiration?—defines the purpose of your enterprise, its guiding mission and aspiration, in strategic terms. What does winning look like for this organization? What, specifically, is its strategic aspiration?

As we completed that strategy in 2019, we set our sights on our next transformation—capturing the opportunities created by this strong platform of capabilities and the market momentum around digital and technology-enabled transformation. We knew our first priority was finding the right organizational design.

welcome give-and-take on key results from frontline contributors.

leading businesses needs to be seen less as a challenge of managing organizational complexity and more about making sure that value is maximized at the front lines. This calls for an approach that is less inspired by hierarchy and more by respect for the insights of the people in direct contact with customers, structured and motivated not around op