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OPEN BUSINESS MODELS  Procter & Gamble:

                         Connect & Develop






             112                                                                                      Outside-In

                PATTERNS  In June of 2000, amid a continuing slide in                                   company's ip   internal r&d
                                                                                                           other
                         Procter & Gamble’s share price, longtime P&G
                         executive A.G. Lafl ey got the call to become the
                                                                                                                technology
                         consumer product giant’s new CEO. To rejuve-                                          entrepreneurs
                         nate P&G, Lafl ey resolved to put innovation back   1 Technology entrepreneurs are senior scien-  internet platforms
                         at the company’s core. But instead of boosting   tists from P&G business units who systemati-  your-encore
                                                                                                         external
                         R&D spending, he focused on structuring a   cally develop relationships with researchers   scientists
                                                                   at universities and other companies. They also
                         new innovation culture: one that moved from                                      retired      internal r&d
                                                                   act as “hunters” who scan the outside world   scientists
                         an internally focused R&D approach to an open   for solutions to internal P&G challenges.
                         R&D process. A key element was a “Connect &
                         Develop” strategy aimed at exploiting internal   2 Through Internet platforms, P&G connects
                         research through outside partnerships. Lafl ey   with expert problem-solvers around the world.   leveraging internal r&d
                         set an ambitious goal: create 50 percent of P&G’s   Platforms such as InnoCentives (see p. 114)
                                                                   allow P&G to expose some of its research prob-
                         innovations with outside partners at a time when
                                                                   lems to non-P&G scientists around the globe.
                         that fi gure was closer to 15 percent. The com-  Respondents earn cash prizes for developing
                         pany surpassed that goal in 2007. Meanwhile,   successful solutions.
                         R&D productivity had soared 85 percent, even
                         though R&D spending was only modestly higher   3 P&G solicits knowledge from retirees
                         compared to when Lafl ey took over as CEO.   through YourEncore.com, a platform the com-
                                                                   pany launched specifi cally to serve as an open
                            In order to link its internal resources and
                                                                   innovation “bridge” to the outside world.
                         R&D activities with the outside world, Procter
                         & Gamble built three “bridges” into its busi-
                         ness model: technology entrepreneurs, Internet
                         platforms, and retirees.








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