In March of 2000, a slight revenue decline and an earnings warning by Procter & Gamble sent its stock price tumbling. By June, the world’s largest consumer products company named a new CEO, A.G. Lafley, who brought in fresh thinking about corporate strategy and welcomed new perspectives on innovation. When an internal analysis revealed that only 15% of innovation projects were meeting success targets, senior executives began searching for ways to turn around this key metric. Turning to Innosight for help systematizing innovation across the enterprise, P&G was able to boost the success rate of its innovation projects to over 50%. By the end of the decade, P&G met its growth targets, doubling revenue and quadrupling profits. These videos about P&G’s approach to innovation provide key pointers for leaders who are earlier in their innovation efforts.

How P&G created a system for bringing successful innovations to market.


How P&G’s “small bets” approach to innovation yielded a hit product.