Proctor and Gamble 2016 Annual Report Download - page 12

David S. Taylor
Chairman of the Board, President and Chief Executive Officer
Strengthening Organization and Culture
Our choices — portfolio transformation, continued productivity improvement, and
reaccelerating top-line growth — are enabled by a winning organization and culture.
We are adjusting our talent development and assignment planning to improve mastery
and depth. The objective is simple. We will improve business results by getting and
keeping the right people in the right roles to develop and apply deep category mastery.
For example, we’re dedicating sales resources to categories, enabling them to apply
their mastery to drive category growth.
We’re aligning incentives at a lower and more specific level of granularity to better
match business responsibilities with results and to increase accountability.
P&G is fortunate to consistently source and develop strong talent, and we intend to
maintain our develop-from-within approach. But there are times when the best talent
for a role may not be inside our organization. Going forward, we will look selectively
at outside hiring when we need it to field the best team possible.
The bottom line is that we are committed to getting, keeping and growing the
right people in the right places to drive better business results.
A winning organization is supported by a winning culture. P&G has a great
culture — one of integrity, trust, ownership, leadership and a passion for winning.
But we are strengthening our culture, putting increased emphasis on behaviors
that lead to faster decision making and action, and taking personal accountability
to raise the bar to deliver our best performance.
I deeply believe in P&G people. I’ve had the opportunity to work in multiple
functions, countries and businesses, and have experienced the quality and capability
of P&G people around the world. P&G people are truly our most valuable asset.
Together, we will return P&G to balanced growth and value creation.
Winning Consistently
We are encouraged and optimistic as we enter fiscal 2017. We expect this year to
represent another step toward our goal of balanced top- and bottom-line growth
and cash generation. We’re committed to continued productivity improvement
and cost savings that provide the fuel for innovation and investments needed
to accelerate and sustain faster top- and bottom-line growth. We’re nearing the
completion of the major portfolio moves to simplify and strengthen the category
portfolio. We are strengthening the organization and culture.
P&G is adapting, evolving and changing to do what is needed to win. We’re making
progress in each of these areas, but we know our success will ultimately be graded on
the sales, profit, cash and value creation results we deliver, not on the activities that
get us there. We expect to make meaningful progress in fiscal 2017 toward our return
to our long-term growth targets, but there is still work to do. It will take time for the
benefits of the work and the investments we are making to be fully visible in our results.
We are committed to do everything we can to get P&G back to winning with consumers,
and delivering consistent, reliable, balanced and sustainable growth and value creation
for you, our shareholders.
viii • The Procter & Gamble Company