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"When P&G’s IT sleuths investigated why the company’s computers were running so slow, they found something surprising:
More than 50,000 YouTube videos were being downloaded from company computers every day. Along with watching videos, P&Gers were listening to 4,000 hours of music a day on Pandora, the personal playlist Web site."
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Social websites can slow productivity, soak up bandwidth and threaten the safe flow of corporate data, says Steve Feller, a steering committee member of The Circuit, a local IT professional group.
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P&G has not blocked YouTube or Facebook, which claims more than 500 million users around the world. The company uses both of those sites for marketing its brands and for internal and external communications.
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"With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company's transparency and agility. New networks and innovative analytics gave top management greater visibility into Procter's people, processes, and anticipated profits. These technologies were making the world's biggest consumer products firm quicker, nimbler, and more responsive."
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The more just-in-time information top management could access, the more actively inclined they were to "help" their subordinates.
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"We have fewer top managers now," he said. P&G's CEO reduced his company's network-enabled propensity to meddle by cutting the number of top executives who could meddle
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"P&G is a company with over 300 brands and over 2 billion consumers in over 160 countries. The company views its interactions with customers as “customer experiences”. As you can well imagine, P&G certainly has numerous initiatives which could be characterized as SocialCRM, and these examples focus on brand engagement / sales and marketing- lead social initiatives at P&G. Let’s start with one of P&G’s primary target audience, women of the household and have a look at the online Community for Women."
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Putting those measures to results: P&G gained market share and revenue to the tune of 0.8% of the $10.4 billion antiperspirant/deodorant market and $83 million in five months!
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As Vice President, External Business Development, Jeff Weedman leads a team of over 50 P&G “trailblazers” who search the globe for open innovation opportunities in engineering, technology, trademarks, packaging and more. Weedman recently shared his company’s secrets on open innovation success with IdeaConnection.com.
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The Situation: With more than 138,000 employees in 160-plus countries, there are countless opportunities-and as many hurdles-for P&G to connect ideas and expertise. Through its Global Business Services group, P&G is deploying an intranet that allows users to create value beyond their usual circles.
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. Once their use of wikis, blogs and similar tools solidified, P&G selected Telligent's online community application as an enterprise Web 2.0 platform.
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Nearly 12,000 users opted in before there was any formal marketing of the platform.
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As you start the evolutionary process of adopting open innovation to your organization, always remember that open innovation is just a tool, not a goal. The goal is to grow your company and make a profit. Some companies might also have the goal of changing the world to a better place.\n\nUnderstand that open innovation is only a piece of an overall innovation strategy. To begin, look for opportunities to develop overall open innovation capabilities out of the pockets of open innovation you may already have in your company in areas such as key partnerships, supply/value chain, and selected employees with the right mindset and toolbox.
The model works. Today, more than 35 percent of our new products in market have elements that originated from outside P&G, up from about 15 percent in 2000. And 45 percent of the initiatives in our product development portfolio have key elements that were discovered externally. Through connect and develop—along with improvements in other aspects of innovation related to product cost, design, and marketing—our R&D productivity has increased by nearly 60 percent. Our innovation success rate has more than doubled, while the cost of innovation has fallen. R&D investment as a percentage of sales is down from 4.8 percent in 2000 to 3.4 percent today. And, in the last two years, we've launched more than 100 new products for which some aspect of execution came from outside the company. Five years after the company's stock collapse in 2000, we have doubled our share price and have a portfolio of twenty-two billion-dollar brands.
The CEO has to be the "Chief External Officer" to manage external pressure and the "Chief Innovation Officer" to push the innovation agenda forward.
Scott Anthony - president of Innosight compiles some of the drivers needed for organizational change, based on a panel discussion he moderated with CEOs from Dow Corning, Eastman Kodak, Procter & Gamble etc.:
Procter & Gamble and other mainstream companies aim to overcome their hierarchical, individualistic ways to make room for flexible, open and unstructured technologies.
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