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Leading change: An interview with the CEO of P&G
In this interview, Alan G. Lafley, CEO and longtime insider, recounts how he orchestrated recent change at P&G.Lafley describes his role helping managers to make strategic choices by challenging their deeply held assumptions. Aspirations, he insists, should involve stretching but still be achieveable.One danger during a turnaround is that managers and employees can become so overwhelmed by the breadth of change that the organization freezes. Reaffirming the positives can help.While many companies assume that outsiders are needed to shake things up, Lafley argues his 25 years in operations give him a depth of understanding that allows for 'more intelligent' risk taking.
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