A.G. Lafley

<p>Eu me tornei CEO da Procter &amp; Gamble em junho de 2000, em meio a uma crise. Em 7 de março daquele ano, a empresa anunciou que não alcançaria seus lucros projetados para o terceiro trimestre, e o preço das ações despencou de $86 para $60 em um dia, levando o Dow Jones Industrial Average a uma queda de 374 pontos.</p>

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<p>The author combines his nine years&#8217; experience as the CEO of Procter &#38; Gamble with the last writings of the management scholar Peter Drucker to answer the question &#8220;What is the work of the CEO?&#8221; The chief executive, Lafley says, is held singularly accountable for the performance and results of the company&#8212;according not just to its own goals but also to those of diverse and often competing external stakeholders. In other words, he or she is responsible for linking the outside to the inside&#8212;a job that consists of four fundamental tasks.</p>
<h6 class="inline-helper">Defining the meaningful outside.</h6>
<p> At P&#38;G this means emphasizing that the consumer is boss. The company has also worked to change what had been win-lose negotiations into win-win partnerships with retail customers and suppliers.</p>
<h6 class="inline-helper">Deciding what business you are in (or not in).</h6>
<p> After a thorough analysis of its strengths, current competitive position, and structural conditions, P&#38;G chose to grow from its core&#8212;laundry products, baby diapers, feminine care, and hair care&#8212;and also to focus more on low-income consumers and developing markets, where sales have grown from 21% to 31% of the total since 2000. The company has exited food and beverages and is selling its pharmaceutical business. Where to compete and where not to compete remain ongoing questions.</p>
<h6 class="inline-helper">Balancing present and future.</h6>
<p> P&#38;G defines realistic growth targets and uses a flexible budgeting process with complementary short-term, midterm, and long-term goals.</p>
<h6 class="inline-helper">Shaping values and standards.</h6>
<p> The CEO must interpret the organization&#8217;s values in the context of change and competition and define the standards that will guide decisions. Trust at P&#38;G had come to mean that employees could rely on the company for lifetime jobs. Lafley redefined it as consumers&#8217; trust in the company&#8217;s brands and shareholders&#8217; trust in its value as a long-term investment.</p>

What Only the CEO Can Do

<p> O autor combina seus nove anos de experiência como CEO da Procter &amp; Gamble com os últimos escritos do acadêmico de administração Peter Drucker para responder à pergunta “Qual é o trabalho do CEO?” O executivo-chefe, diz Lafley, é singularmente responsável pelo desempenho e pelos resultados da empresa, de acordo não apenas com suas próprias metas, mas também com as de partes interessadas externas diversas e muitas vezes concorrentes. Em outras palavras, ele ou ela é responsável por vincular o exterior ao interior — um trabalho que consiste em quatro tarefas fundamentais.</p> 
<h6 class="inline-helper"> Definindo o exterior significativo.</h6> 
<p> Na P&amp;G, isso significa enfatizar que o consumidor é o chefe. A empresa também trabalhou para transformar o que antes eram negociações ganha-perde em parcerias ganha-ganha com clientes e fornecedores de varejo.</p> 
<h6 class="inline-helper"> Decidir em qual negócio você está (ou não).</h6> 
<p> Após uma análise minuciosa de seus pontos fortes, posição competitiva atual e condições estruturais, a P&amp;G optou por crescer a partir de sua essência — produtos de lavanderia, fraldas para bebês, cuidados femininos e cuidados com o cabelo — e também se concentrar mais em consumidores de baixa renda e mercados em desenvolvimento, onde as vendas cresceram de 21% para 31% do total desde 2000. A empresa saiu do setor de alimentos e bebidas e está vendendo seus negócios farmacêuticos. Onde competir e onde não competir permanecem questões em andamento.</p> 
<h6 class="inline-helper"> Equilibrando o presente e o futuro.</h6> 
<p> A P&amp;G define metas de crescimento realistas e usa um processo orçamentário flexível com metas complementares de curto, médio e longo prazo.</p> 
<h6 class="inline-helper"> Moldando valores e padrões.</h6> 
<p> O CEO deve interpretar os valores da organização no contexto de mudança e competição e definir os padrões que orientarão as decisões. A confiança na P&amp;G significava que os funcionários podiam contar com a empresa para empregos vitalícios. A Lafley a redefiniu como a confiança dos consumidores nas marcas da empresa e a confiança dos acionistas em seu valor como um investimento de longo prazo.</p>

O que somente o CEO pode fazer

The author combines his nine years’ experience as the CEO of Procter & Gamble with the last writings of the management scholar Peter Drucker to answer the question “What is the work of the CEO?” The chief executive, Lafley says, is held singularly accountable for the performance and results of the company—according not just to its own goals but also to those of diverse and often competing external stakeholders. In other words, he or she is responsible for linking the outside to the inside—a job that consists of four fundamental tasks. Defining the meaningful outside. At P&G this means emphasizing that the consumer is boss. The company has also worked to change what had been win-lose negotiations into win-win partnerships with retail customers and suppliers. Deciding what business you are in (or not in). After a thorough analysis of its strengths, current competitive position, and structural conditions, P&G chose to grow from its core—laundry products, baby diapers, feminine care, and hair care—and also to focus more on low-income consumers and developing markets, where sales have grown from 21% to 31% of the total since 2000. The company has exited food and beverages and is selling its pharmaceutical business. Where to compete and where not to compete remain ongoing questions. Balancing present and future. P&G defines realistic growth targets and uses a flexible budgeting process with complementary short-term, midterm, and long-term goals. Shaping values and standards. The CEO must interpret the organization’s values in the context of change and competition and define the standards that will guide decisions. Trust at P&G had come to mean that employees could rely on the company for lifetime jobs. Lafley redefined it as consumers’ trust in the company’s brands and shareholders’ trust in its value as a long-term investment.

O que somente o CEO pode fazer

Resumo.

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