Article Review on “How PG Tripled Its Innovation Success...

Article Review on â€Å"How PG Tripled Its Innovation Success Rate† The purpose of this article was to discuss the efforts of Procter Gamble to increase the success rate of their innovations. The article began by mentioning how innovation was the â€Å"backbone of PG’s growth†, but at the start of the 2000’s, only 15% of PG’s innovations actually met expectations (Brown Anthony, 2011). PG created the â€Å"Connect and Develop† program which allowed people from outside the company to give their own ideas to the company, but the first major step in creating successful innovations was to hire two PG veterans to build a â€Å"growth factory† (Brown Anthony, 2011). The two leaders in the innovation process, Leikhim and Goulait, worked with other PG†¦show more content†¦Having the right people working on a project is very important for successful innovation. PG chose two people with thirty years of PG experience to lead the devel opment of the growth factories (Brown Anthony, 2011). Having people who understand the vision and direction of the company is a primary step for successful innovation. Also mentioned in the article is that growth teams should be â€Å"small and nimble† (Brown Anthony, 2011). Schermerhorn (2011) mentions that the ideal team size shouldn’t exceed six to seven members as it can be difficult to manage all the ideas and opinions of a large group (p. 397). Opinion It is my opinion that the information in this article would be a good template for leaders looking towards innovation. The innovation process has many different directions and it takes strong organized leadership in order to create successful innovations. Team leaders must be taught to have the mind-sets and behaviors that will prohibit disruptive growth and organizational structures must be developed to drive new growth (Brown Anthony, 2011). PG has been successful with innovation during its history because they have placed an emphasis on being innovative; they have built the culture to be innovative. Schermerhorn (2011) wrote that â€Å"in highly innovative organizations, the strategy and culture support innovation† (p. 97). So, for a company to be successful in innovation, it must have the vision to do so and accept the risks of innovation. IShow MoreRelated24 - Innovation, Entrepreneurship and Clusters in Latin America6491 Words   |  26 PagesReceived November 11, 200 8 / Accepted December 12, 2008 J. Technol. Manag. 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