Managing with Analytics at P&G- Case Review

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6/11/2014 Managing with Analytics at Procter & Gamble Procter and Gamble is one of the oldest firms in America dating back to 1837 selling soap and other home goods. By 2011, P&G marketed products to 180 different countries around the world that were used by 4.2 billion people (Davenport). Being the world leader in personal care and cleaning products, P&G has a business model that boasts 129,000 employees that are divided into four different global organizations. These organizations include The Global Business Units, Market Development Organizations, Global Business Services, and Corporate Functions. The different organizations work together to supply the over 300 different brands to consumers around the world. The newest organization added was the Global Business Service or GBS. GBS functioned as a service to the other entities by aggregating accounting, payroll, employee services, information technology, order management, and logistics to one centralized location (Davenport). Before each of these functions were duplicated in each own organization. This allowed for a standardization of data throughout the company and more efficient delivery of data throughout the different organizations. In 2003, Filippo Passerini was put in charge of GBS and helped spur P&G to be become one of the most technologically enabled companies in the world. Under his tutelage, Passerini augmented the essential IT activities that GBS performed and named this department Information and Decision Solutions. Over the next 8 years the IDS department within GBS delivered $900 million in cost reductions for P&G (Davenport). Integrating the company’s data throughout all organizations allowed managers to make real-time and accurate business decisions through the data analytics provided by IDS. IDS has now expanded with their “decision cockpit” initiative that provides
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