Thanks PILOTING PROCTER&GAMBLE; FROM DECISION COCKPITS Procter & Gamble (P&G;) i

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Thanks PILOTING PROCTER&GAMBLE; FROM DECISION COCKPITS Procter & Gamble (P&G;) is one of the biggest consumer goods companies in the world, with 127,000 employees across 180 countries, 300 brands, and S82 billion in revenues in 2011 P&G; is regularly ranked near the top of lists of "most admired companies" for its ability to create, market, and sell major consumer product brands. A major reason for P&G;'s success has been its robust information technology and willingness to pursue new IT innovations to maintain a competitive advantage in its industry To that end, P&G; has made it its goal to digitize its processes from end to end and to fundamentally change the way it gathers, reports, and interprets data. While P&G; is trimming costs from other areas of the business, its Global Business Services division is building analytics expertise and undertaking new analytical solutions such as Business Sufficiency Business Sphere, and Decision Cockpits. These solutions eliminate time spent debating different data sets, and instead use a system that allows leaders to focus on immediate business decisions using the most accurate data available at that precise moment. The solutions are based on a transformation in the way P&G; uses data for decision making across the company, from executives, to brand managers, to lower-level employees. P&G;'s old decision-making model was to figure out what reports people wanted, capture the data, and then deliver them to the key decision makers days or weeks later. The new model is more instantaneous, with people huddling sogether in person or via video and pulling in the right experts to fix a problem the moment it arises. More real-time data and analyties expertise are The Business Sufficiency program, launched in 2010, furnishes executives with predictions about P&G; market share and other key performance metrics six months to one year into the future. It is based on a series of analytic models showing what's occurring in the business right now (shipments, sales, market share), why it's happening, and what actions P&G; can take. The "why models highlight sales data at the country, territory, product line, and store levels, along with drivers such as advertising and consumer consumption, factoring in specific economic data at the regional and country levels. The "actions show ways that P&G; can adjust pricing, advertising, and product mix to respond to the predictions For example, when CEO Bob McDonald meets with his executive committee each Monday they examine the top categories of products and country markets (such as Italy and hair care) that are responsible for 60 percent of sales. Data visualizations show changes in sales and market share. Executives may want more detailed data: Is the sales dip in detergent in Germany because of one large retailer? Is that retailer buying less only in Germany or across

Explanation / Answer

1.

For management, It was very much time consuming to collect & analyze data and arrive at a conclusion. Also data validity and verification was done with very old method which was again hampering the strategic decisions that a management has to take. So challenge was the availability of data with quick analysis which helps management in making strategic decisions.

For organization, challenge was to collect,compile, analyze and present the data across the globe and in required formats to various levels of the organization. The processes of data flow and montoring the data was not quite real time which was not providing the real time impact of any organizational initiative e.g impact of any ad campaign, promotional activities etc.

For technology, it was facing challenge with the current infrastructure and processing capacity. While the organization was growing across the globe, so the data along with it grew. Processing a memoth data with current technology was challenge it faced.

2.

After implementation of new technology & process, data was available to everyone on real-time mean to the second it is seen it was updated. It helped management with real time decision making based on real time data rather than months old data. It also helped them analyze the data with new methods which enhanced the predictability of a trends, patterns and responses of any initiative on real time basis and with utmost accuracy. It made the decision making of management inside a meeting room based on real time data rather than just based on few excels, reports and months old data. So management was able to strategize their decision more effectively, quickly and efficiently.

3.

P&G is an FMCG company spread across the globe. It has daily billions and billions of data being process at each location. To collect, compile, manage, analyze and present these information in understandable format, these systems are backbone of business strategy of P&G. Without these systems, effective decision making, operations, critical notifications etc would be impossible and without which no business strategy can be formed. So this is how system is helping the P&G's business strategy work.

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