The Game-Changer How You Can Drive Revenue and Profit Growth with Innovation

The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation

Publisher: Random House Audio; Abridged edition (April 8 2008) | ISBN: 0739358375 | Language English | Audio CD in MP3/64Kbps | 358 MB

How you can increase and sustain organic revenue and profit growth . . . whether you're running an entire company or in your first management job.

Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets.


Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to:

. Make consumers and customers the boss, not the CEO or the management team
. Innovate to grow a mature business
. Develop higher growth, higher margin businesses
. Create new customers and new markets
. Revitalize a business model
. Reach outside your own business and tap into the abundant brainpower and creativity of the world
. Integrate innovation into the mainstream of your managerial decision making
. Manage risk
. Become a leader of innovation

We live in a world of unprecedented change, increasing global competitiveness , and the very real threat of commoditization . Innovation in this world is the best way to win-arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis.

This is a game-changing book that helps you redefine your leadership and improve your management game.

*Starred Review* Blessings to Procter & Gamble-or, more exactly, its chairman and CEO, A. G. Lafley. Together with Charan, author of Know-How (2007) (and the most probable successor to management guru Peter F. Drucker), he defines, describes, draws examples of, and delineates how innovation became a part of not only the behemoth consumer-packaged-goods company but also part of Lego and Nokia (among others). Lafley is remarkably candid; the story of his "surprise" ascent to CEO-dom in 2000, taking over from Durk Jager, is the story of transformation. A number of commandments accompanied the company's innovationcentr ic strategy: the consumer is boss, inside and outside cocreation is encouraged, the innovation process is tangible (and must be followed), and risks can be managed. Most important is his emphasis on human interaction as the key; even better, the last section focuses exclusively on developing a culture of innovation, from promoting the rules of brainstorming to the desired attributes for employees and leaders: courageous, connected and collaborative, curious, open. Sidebars are worthy of posting on a bulletin board; in fact, this is a sustainable reference on innovation that will be hard to beat. --Barbara Jacobs



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