Managing with Analytics at Procter

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Managing with analytics at Procter & Gamble Case analysis – Strategy in Action ------------------------------------------------- Camilo Ruano Case main issues: * Recently the company had introduced a more concentrated, also called compacted, powder laundry detergent in Target® stores at the end of February 2011 and results from the first two months were better than anyone had expected. * Over the previous 8 years, Filippo Passerini, Group President of P&G’s Global Business Services (GBS) organization and Chief Information Officer (CIO), had led the development of a series of systems and processes that enabled and emphasized the use of up-to-date data and advanced analytics to drive decision making throughout the…show more content…
* IDS automated the generation of many reports that were used across multiple business units. In addition to simplifying the task of retrieving data and performing some basic analyses, the reports served to standardize the way data was visualized across the company * IDS worked with P&G business units, suppliers, customers and external vendors, such as Nielsen and IRI, to collect data about the “what,” “why” and “how.” * Leadership teams would typically gather in the Business Sphere at regular intervals, generally weekly or monthly, to review product and market performance for the previous periods and make decisions about how to proceed going forward. * IDS embedded analysts within the business units, each dedicated to working alongside leaders and managers of a particular team on a daily basis. In some cases, the embedded IDS analyst was a member of the business unit’s leadership team. Here is a quick summary of P&G Analytics program: * Primary focus on improving management decisions at scale – did the analysis to identify time gap between information and application to decision making * “Information and Decision Solutions” (IT) embeds over 300 analysts in leadership teams * Over 50 “Business Suites” for executive information viewing and decision-making * “Decision cockpits” on 50,000 desktops * 35% of marketing budget on digital * Real-time social media sentiment analysis for “Consumer
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