The collective experiences of our leadership have won wide-spread coverage and acclaim. A few samples below showcase that we really have been there.
McKinsey & Company Report
“”P&G’s support services have made a ten-year journey that many global corporations are studying with interest and, perhaps, envy. P&G has saved around $600 million to date by consolidating all back-office functions, such as finance and accounting, HR, facilities management, and IT, into one unit—Global Business Services (GBS)—and by outsourcing many of the nonstrategic activities involved in providing these services. What’s more, GBS . . . has emerged as a strategic partner with the operating units of the global consumer products group by providing innovative solutions in consumer and customer interactions and in product development.”
The McKinsey Quarterly: From internal service provider to strategic partner
Harvard Business Review
“The 2005 integration of Gillette was by far the biggest P&G had ever made, adding 30,000 employees and costing $57 billion. The most challenging aspect lay in the GBS area: integrating all the back-office functions – finance, sales, logistics, manufacturing, marketing – and information technology systems. Thanks to GBS’s flow-to-the-work structure, (Filippo) Passerini could quickly channel extensive resources to the integration. As a result, it was accomplished in a mere 15 months – less than halve the time normally required for an acquisition of this size. With synergy savings for integration estimated at $4 million a day, this translated into a savings of close to $2 billion.”
“Enterprises have always struggled with change — especially transformative, innovative and strategic change.
Filippo Passerini, P&G’s CIO and head of its Global Business Services (GBS, which includes IT), created a “design shop” culture (that is, intense, multidisciplinary, creative and time-boxed work) by reinventing the structure and approach of GBS. He outsourced all the routine aspects of business and IT operations to a network of strategic partners and transformed what remained into a flow-to-the-work organization.
Passerini once explained: I want P&G’s [GBS] to be delivering an ever-stronger foundation for P&G business growth: driving business transformation and working as the “go to” organization for all wicked problems. This means designing ourselves for simplicity so that, together with our partners, we can “flow to the work” and respond to emerging priorities.”
Gartner: Introducing Hybrid Thinking for Transformation, Innovation and Strategy
“According to (Tony) Saldanha, GBS organizations must engage in change management to achieve effective outcomes. He argues in favor of organizing GBS not as a back office, but as a real (consultancy) company: with a place in the company’s boardroom, a GBS manager for each business, strict account management and a well-organized PR department.
Saldanha: “SSC now have the opportunity to not only be a good quality, low-cost service center with lower labor costs, but also to change the way the entire organization thinks. And this is crucial, because continuous improvement alone is no longer enough to compete with their real competitors; technology-driven companies that use resources more efficiently. This requires disruption. Skate to where the puck is going, not where it has been.”
“Creating a culture that broadly embraces frequent change is not an easy task in any firm, let alone one as sprawling as P&G. Aside from Tony’s (Saldanha) breadth of knowledge and insights about digital capabilities that impact companies and his knowledge of processes required to change organizations, he has an unusual gift of being able to describe it all in understandable terms, with clear steps companies can follow to get started and adapt based on their own peculiarities and needs.
Saldanha: ‘There are different shades of transformation possible, and you need to be diligent in targeting a complete and sustainable transformation during these disruptive times. Second. The surprising reason why as many as 70% of all digital transformations fail is a lack of discipline. And third, it is possible to apply proven failure-reduction approaches, like the disciplined checklist model from the aviation industry to significantly improve the odds of success in digital transformation.’ “