A Case Analysis

On
Managing with Analytics at P&G2q
 The new Structure that help P&G to
start new initiative of using IDS

 After putting Passerine in charge of GBS in 2003, he embarked on the

second phase of the reorganizing of the shared services at P&G.
 Initially GBS planned to utilize third party provider for all of P&G’s IT
capabilities which soon realized as been a bad decision and because it would
be difficult for an outside third party to work closely on P&G’s executives on
important decisions.
 Also these providers will not understand the company’s business well
enough to create innovations.
So, the company decided to keep its IT capabilities in-house.
 And this IT activity decision to do it in-house later named as IDS
( Information and Decision Solutions) emerged by befitting the group’s
support for decision processes
around P&G.
1. Discuss about the new Management Structure of the P&G. How did the new
structure help P&G to start new initiative of using IDS?

The New Management

Structure
Global Business Units (GBUs)

Market Development Organizations (MDOs)

Global Business Service (GBS)

Corporate Functions
2. Briefly discuss the how did Decision Cockpit and Business Sphere help
to perform different kind of analytics in the P&G?

Action
What Model
Model?

Why
Model?
3. Discuss Forecasting and Business Sufficiency Models of P&G?
Business Sufficiency analytic models focus the business
01 on exceptions and provide forward-looking projections
and scenarios.

complex data is presented visually in business processes,

02
allowing leaders to view the data more easily.

This network of analysts also helps the Company save

Forecasting and Business
Sufficiency Models of P&G
03
time and money by reapplying lessons learned across
categories, regions, and business units.
GBS Analysts use the technology to help bring context
04
to the data and identify opportunities for P&G.

05 The system is providing business value.

06 P&G business leaders around the globe see the same

business data in the same way at the same time.
 4. How did analytic help P&G to remain competitive in the market?

01
Focus on improving management decisions to identify
time gap between information and application to
decision making.

02 They need to be as well versed in P&G business issues

as a marketing pro.
P&G
03 35% of marketing budget on digital. Analytics
program to
remain
Decision Cockpits reduce cost of development by 30%.
04
competitive in
the market
05 ‘Information and Decision Solutions” (IT) embeds over
300 analysts in leadership teams.

06 Over 50 “Business Suites” for executive information

viewing and decision-making
“Decision cockpits” on 50,000 desktops.
5. Discuss the financial benefits of using of
analytics in the P&G?  Real-time social media
sentiment analysis.

 Visualize information.

 Customer Segmentation via

Database Creation.

 “Information and Decision

Solutions” (IT)

 Adapting to Market Situation

& focus on improving
management decisions.
Thank You