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The Game Changer: How Every Leader Can Drive Everyday Innovation
It is by making innovation an intimate, intentional part of the business that A. G. Lafley - the Jack Welch of the 21st century - has recently transformed Procter & Gamble from a $39 into a $76 billion dollar company that touches more than 3 billion people around the world. On the brink of collapse when he joined in 2000, it became a model for growth and innovation. In this inspiring and practical book Lafley explains how making innovation more than just a stand-alone activity enabled him to turn around growth, productivity and the bottom line. As this book shows, innovation can become a reliable and repeatable game-changer for any business in all areas of the organisation, from the CEO's desk to the everyday activities of each employee. By using new insights and easy-to-relate-to stories from P&G and other companies - describing, for example, the best way to brainstorm, and the "innovation portfolio" - this book is destined to become as influential as Good to Great and as Charan's own bestseller, Execution.
369 pages, Kindle Edition
First published April 8, 2008
69 people are currently reading
907 people want to read
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Displaying 1 - 30 of 32 reviews
July 17, 2019
Being a data scientist myself, it mesmerized me how ground truth is more important than those fancy models, how the designers of the products lived with customers to understand the process of usage of the product by customers. While the strategies they employed may not scale in today's world, the principles are clear - innovation is the only key and strategic differentiator. This book helped me to shift my viewpoint from result to innovation driven processes. It makes a good case study for ones who are seeking to incorporate innovation into their working style.
A quote from the book which has stayed with me - "Imprecise measurements of worthy things are better than precise measurements of unworthy things."
#GameChanger #AGLafley #RamCharan #Book_No_6 #Completed #Innovation
A quote from the book which has stayed with me - "Imprecise measurements of worthy things are better than precise measurements of unworthy things."
#GameChanger #AGLafley #RamCharan #Book_No_6 #Completed #Innovation
June 21, 2019
Ummm. Hmmm.
Yes, I admire what Mr. Lafley did with Procter & Gamble. Except he left, and then there was trouble. P&G called him back. He boosted it again, and left. And then there was trouble.
You made this kind of feminine product because Mexican women have to ride buses, and you work with suppliers. These are great, but in the long run it probably won't be enough. This explains the new wokeness push, which in my opinion is a distraction. Not getting to the heart of things is exactly the kind of thing that Mr. Lafley's assessment plans are meant to stop. So what happened?
In another sense, P&G's wokeness thing is not a surprise. P&G needs scale, and a new product that only pulls in $75 million a year is a loser. You can't think small. You have to think about segments. Segmented markets, segmented buyers, segmented preferences. In this case segmented socioeconomics is where the model went past its limit. AGL is partly responsible for this overpushing of models.
I prefer to think for myself. It's too easy to segment me - I'm in the demographic that's fashionable to bust on these days. If you're a company, don't put me in the badness box because my existence annoys your woman-customer, woman-managed, woman-marketed company. I do think for myself. I need toothpaste, but surprise! I don't necessarily need Crest, and I've never done anything like on that ad. Trying to program me otherwise is offensive, not innovative. Shoving guilt at me gets you nothing. Methinks the queen doth protest too much.
You must have a lot of excess cash to burn if you can finance a man-busting commercial with fake 1950's sitcoms and cartoons to prove a point about reality. That's not the sound of game changing. That's the sound of me channel changing. When YouTube has to algorithm you back from the abyss, everybody knows the truth. It didn't come from a vacuum.
I love Lafley's think outside the box, bring in the outside, have accountability, IDEO-inspiration, rules of brainstorming ideas, but something went wrong in the sustainability of the culture. There is some disconnect when the CEO says he's all about innovation, and The Economist writes an article during or around his tenure saying P&G doesn't innovate.
The book concludes with a chapter on Jeff Immelt making innovation the culture at GE. Even AGL and the esteemed Ram Charan, presumably better informed than I, missed the boat on that one. Or rather, they got on the wrong boat, the one that sunk hundreds of billions of dollars of shareholder value. That is anti-visionary - I'm just an Okie and I saw that one coming.
As of this writing PG shares are way overpriced. I want it to do well. I want it to do well for all the stakeholders too, but for the reasons above cannot get behind this book. The prose cannot account for something nasty creeping in.
Yes, I admire what Mr. Lafley did with Procter & Gamble. Except he left, and then there was trouble. P&G called him back. He boosted it again, and left. And then there was trouble.
You made this kind of feminine product because Mexican women have to ride buses, and you work with suppliers. These are great, but in the long run it probably won't be enough. This explains the new wokeness push, which in my opinion is a distraction. Not getting to the heart of things is exactly the kind of thing that Mr. Lafley's assessment plans are meant to stop. So what happened?
In another sense, P&G's wokeness thing is not a surprise. P&G needs scale, and a new product that only pulls in $75 million a year is a loser. You can't think small. You have to think about segments. Segmented markets, segmented buyers, segmented preferences. In this case segmented socioeconomics is where the model went past its limit. AGL is partly responsible for this overpushing of models.
I prefer to think for myself. It's too easy to segment me - I'm in the demographic that's fashionable to bust on these days. If you're a company, don't put me in the badness box because my existence annoys your woman-customer, woman-managed, woman-marketed company. I do think for myself. I need toothpaste, but surprise! I don't necessarily need Crest, and I've never done anything like on that ad. Trying to program me otherwise is offensive, not innovative. Shoving guilt at me gets you nothing. Methinks the queen doth protest too much.
You must have a lot of excess cash to burn if you can finance a man-busting commercial with fake 1950's sitcoms and cartoons to prove a point about reality. That's not the sound of game changing. That's the sound of me channel changing. When YouTube has to algorithm you back from the abyss, everybody knows the truth. It didn't come from a vacuum.
I love Lafley's think outside the box, bring in the outside, have accountability, IDEO-inspiration, rules of brainstorming ideas, but something went wrong in the sustainability of the culture. There is some disconnect when the CEO says he's all about innovation, and The Economist writes an article during or around his tenure saying P&G doesn't innovate.
The book concludes with a chapter on Jeff Immelt making innovation the culture at GE. Even AGL and the esteemed Ram Charan, presumably better informed than I, missed the boat on that one. Or rather, they got on the wrong boat, the one that sunk hundreds of billions of dollars of shareholder value. That is anti-visionary - I'm just an Okie and I saw that one coming.
As of this writing PG shares are way overpriced. I want it to do well. I want it to do well for all the stakeholders too, but for the reasons above cannot get behind this book. The prose cannot account for something nasty creeping in.
March 7, 2025
Deep Book Review 4: “The Game-Changer”
Enrico Myers
The Forest School
DB 4: Limitless
Ms. Brittney Toles, Ms. Eleah Anderson
March 6th, 2025
Deep Book Review 4 “The Game Changer”
Introduction
In The Game Changer: How You Can Drive Revenue and Profit Growth with Innovation, ex-Procter & Gamble (P&G) CEO A.G. Lafley and business thought leader Ram Charan introduce the force of innovation and how it can revolutionize companies. Innovation to them is not an occasional eureka moment but a structured, company-wide process that can fuel long-term growth. Written in 2008 and with 352 pages, the book is about how P&G succeeded in infusing innovation into its company culture, setting an example for others to follow.
Lafley and Charan strongly advocate for treating innovation as a central part of a business's strategy rather than an isolated effort. Keeping consumer needs in mind, developing an innovation culture, and employing disciplined innovation processes allow firms to expand successfully. The authors back their approach with empirical examples and case studies, and this book is an instructive and motivating read for business managers, entrepreneurs, and management students.
Major Questions Raised by the Book
One of the central questions of this book is: How do organizations institutionalize innovation for long-term success? Many organizations consider innovation a risk or leave it to the research and development (R&D) department entirely. Lafley and Charan argue that innovation has to be a systematic and replicable process applied in every function throughout the organization.
One of the underlying questions in this book is: How does leadership contribute to a culture of innovation? The authors note that leaders must lead innovation, create vision, and encourage every worker to understand how his or her work contributes to the firm’s overall goals for innovation. They cite how the leaders at P&G created a culture of smart risk-taking and learning from mistakes rather than errors.
A third giant question is: How do businesses ensure that innovation is aligned to consumer needs? The book emphasizes that innovation cannot be done in a vacuum. Instead, businesses must have a deep understanding of their consumer’s aspirations, pain points, and needs. P&G accomplished this by speaking with customers directly, using data-driven insights, and developing products that addressed real-world problems.
Observations about the Authors' Style and Voice
Lafley and Charan write in a straightforward, practical, and interesting manner. They are resolute in their tone, using their wealth of business strategy and leadership experience. The book is well organized to interweave theory and practical advice, thus making it suitable for both experienced professionals and business newcomers.
One of the strongest things about the book is that it uses the application of case studies, mostly drawn from P&G. They are real-life examples that prove the functionality of the strategies suggested by the authors. Instead of using abstract concepts, they use instances through experiences related to tangible products, promotion campaigns, and management decisions that brought P&G to triumph.
In addition, the authors are customer-focused. Contrary to other business books on measures of financial performance or inner process, The Game-Changer makes customer insight and fulfilling customer needs the measure of innovation.
How and Why the Book is Life and World-Changing
This is a revolutionary book in the sense that it breaks away from the conventional understanding of innovation as an episodic or sporadic occurrence within a single department. Rather, it recharts the paradigm of innovation as a steady and systematic process that can be integrated into the organized culture. This could change an entire industry.
Perhaps the strongest concept in the book is consumer-centered innovation. Focusing on consumers’ needs first in all innovation projects enables companies to produce items and services that have a human impact. This kind of thinking has ripple effects across the business—it can seep down into other areas such as medicine, education, and social businesses by learning to prioritize user experience and impact above everything else.
Moreover, the book’s guidance on corporate culture and leadership is invaluable. It speaks about creating a workplace culture where employees have the liberty to experiment with something new, challenge limits, and leave space for innovation. This can create more dynamic and imagined workplaces that will eventually benefit not only workers but the entire economy.
Personal Impact and Who I Would Recommend It To
Since reading The Game-Changer, my own innovation methodology has totally transformed. I used to think about innovation earlier as something that would happen on an ad hoc basis—either through a moment of genius or in particular R&D units. The book actually opened my eyes to the fact that innovation could actually be cultivated and nurtured as a process with the right tactics and corporate environment.
One of the key things I have learned is customer-centric innovation. I now recognize that the best innovations are actually those that tackle real problems and provide real benefits to customers. This has affected my problem-solving approach in my own businesses, education, and art.
I would highly suggest this book for:
Business managers and entrepreneurs must create a culture of innovation within their firms.
Corporate leaders and executive managers who are looking for action plans for driving growth and staying competitive.
Businesses and management students and teachers who would like to have a solid overview of how to create and execute innovation more efficiently.
All interested in product development, business strategy, or leadership, since the book includes lessons that can be applied to nearly any type of business.
Key Takeaways from the Book
Innovation is a process – It is not random and it is not limited to R&D activities; it has to be an organizational process.
Customer needs should drive innovation – Discovering and solving customer pain points is key to creating successful products and services.
Leadership is critical – Leaders need to provide the tone for innovation, inspire risk-taking, and establish a culture that encourages creative thinking.
Failure is the learning process – Companies should never fear failure but use it as a stepping block to improve and refine their innovations.
Team collaboration drives innovation – Cross-functional teams and external collaborators can introduce new ideas and drive innovation faster.
Conclusion
The Game-Changer provides a solid road map for introducing innovation into a sustainable and core component of any organization. In concise and dynamic case studies and down-to-earth recommendations, Lafley and Charan demonstrate that organizations can maintain growth by instilling innovation into their DNA.
This book is not just for business executives—it’s for anyone curious about how innovation actually works at its best. Whether you’re an entrepreneur, a manager, a student, or simply someone interested in how companies create groundbreaking products, The Game-Changer has invaluable lessons to impart.
By shifting our vision to view innovation as a process rather than an intermittent event, we are able to unlock new potential and introduce substantial change in the world. Lafley and Charan’s comments are a powerful roadmap for anyone who wants to make a lasting impact in their field.
Enrico Myers
The Forest School
DB 4: Limitless
Ms. Brittney Toles, Ms. Eleah Anderson
March 6th, 2025
Deep Book Review 4 “The Game Changer”
Introduction
In The Game Changer: How You Can Drive Revenue and Profit Growth with Innovation, ex-Procter & Gamble (P&G) CEO A.G. Lafley and business thought leader Ram Charan introduce the force of innovation and how it can revolutionize companies. Innovation to them is not an occasional eureka moment but a structured, company-wide process that can fuel long-term growth. Written in 2008 and with 352 pages, the book is about how P&G succeeded in infusing innovation into its company culture, setting an example for others to follow.
Lafley and Charan strongly advocate for treating innovation as a central part of a business's strategy rather than an isolated effort. Keeping consumer needs in mind, developing an innovation culture, and employing disciplined innovation processes allow firms to expand successfully. The authors back their approach with empirical examples and case studies, and this book is an instructive and motivating read for business managers, entrepreneurs, and management students.
Major Questions Raised by the Book
One of the central questions of this book is: How do organizations institutionalize innovation for long-term success? Many organizations consider innovation a risk or leave it to the research and development (R&D) department entirely. Lafley and Charan argue that innovation has to be a systematic and replicable process applied in every function throughout the organization.
One of the underlying questions in this book is: How does leadership contribute to a culture of innovation? The authors note that leaders must lead innovation, create vision, and encourage every worker to understand how his or her work contributes to the firm’s overall goals for innovation. They cite how the leaders at P&G created a culture of smart risk-taking and learning from mistakes rather than errors.
A third giant question is: How do businesses ensure that innovation is aligned to consumer needs? The book emphasizes that innovation cannot be done in a vacuum. Instead, businesses must have a deep understanding of their consumer’s aspirations, pain points, and needs. P&G accomplished this by speaking with customers directly, using data-driven insights, and developing products that addressed real-world problems.
Observations about the Authors' Style and Voice
Lafley and Charan write in a straightforward, practical, and interesting manner. They are resolute in their tone, using their wealth of business strategy and leadership experience. The book is well organized to interweave theory and practical advice, thus making it suitable for both experienced professionals and business newcomers.
One of the strongest things about the book is that it uses the application of case studies, mostly drawn from P&G. They are real-life examples that prove the functionality of the strategies suggested by the authors. Instead of using abstract concepts, they use instances through experiences related to tangible products, promotion campaigns, and management decisions that brought P&G to triumph.
In addition, the authors are customer-focused. Contrary to other business books on measures of financial performance or inner process, The Game-Changer makes customer insight and fulfilling customer needs the measure of innovation.
How and Why the Book is Life and World-Changing
This is a revolutionary book in the sense that it breaks away from the conventional understanding of innovation as an episodic or sporadic occurrence within a single department. Rather, it recharts the paradigm of innovation as a steady and systematic process that can be integrated into the organized culture. This could change an entire industry.
Perhaps the strongest concept in the book is consumer-centered innovation. Focusing on consumers’ needs first in all innovation projects enables companies to produce items and services that have a human impact. This kind of thinking has ripple effects across the business—it can seep down into other areas such as medicine, education, and social businesses by learning to prioritize user experience and impact above everything else.
Moreover, the book’s guidance on corporate culture and leadership is invaluable. It speaks about creating a workplace culture where employees have the liberty to experiment with something new, challenge limits, and leave space for innovation. This can create more dynamic and imagined workplaces that will eventually benefit not only workers but the entire economy.
Personal Impact and Who I Would Recommend It To
Since reading The Game-Changer, my own innovation methodology has totally transformed. I used to think about innovation earlier as something that would happen on an ad hoc basis—either through a moment of genius or in particular R&D units. The book actually opened my eyes to the fact that innovation could actually be cultivated and nurtured as a process with the right tactics and corporate environment.
One of the key things I have learned is customer-centric innovation. I now recognize that the best innovations are actually those that tackle real problems and provide real benefits to customers. This has affected my problem-solving approach in my own businesses, education, and art.
I would highly suggest this book for:
Business managers and entrepreneurs must create a culture of innovation within their firms.
Corporate leaders and executive managers who are looking for action plans for driving growth and staying competitive.
Businesses and management students and teachers who would like to have a solid overview of how to create and execute innovation more efficiently.
All interested in product development, business strategy, or leadership, since the book includes lessons that can be applied to nearly any type of business.
Key Takeaways from the Book
Innovation is a process – It is not random and it is not limited to R&D activities; it has to be an organizational process.
Customer needs should drive innovation – Discovering and solving customer pain points is key to creating successful products and services.
Leadership is critical – Leaders need to provide the tone for innovation, inspire risk-taking, and establish a culture that encourages creative thinking.
Failure is the learning process – Companies should never fear failure but use it as a stepping block to improve and refine their innovations.
Team collaboration drives innovation – Cross-functional teams and external collaborators can introduce new ideas and drive innovation faster.
Conclusion
The Game-Changer provides a solid road map for introducing innovation into a sustainable and core component of any organization. In concise and dynamic case studies and down-to-earth recommendations, Lafley and Charan demonstrate that organizations can maintain growth by instilling innovation into their DNA.
This book is not just for business executives—it’s for anyone curious about how innovation actually works at its best. Whether you’re an entrepreneur, a manager, a student, or simply someone interested in how companies create groundbreaking products, The Game-Changer has invaluable lessons to impart.
By shifting our vision to view innovation as a process rather than an intermittent event, we are able to unlock new potential and introduce substantial change in the world. Lafley and Charan’s comments are a powerful roadmap for anyone who wants to make a lasting impact in their field.
November 21, 2008
P&G has made a success by institutionalizing relentless innovation. Unfortunately, you have to dig deep into this bland book to find out how P&G went from a classic, bureaucratic not-invented-here organization to a dynamic, fast-moving, consumer-oriented company that has given us the likes of the Swiffer and those strips that whiten your teeth. It turns out that at the heart of their innovation was essentially setting up lots of different in-house 'skunk works' whose job it was to constantly search for new ideas.
December 30, 2016
A nice book to learn about PnG's strategy for its various products at different points of time.
May 6, 2020
Innovation has its own spirit. Implementing the Innovation culture in P&G is summarized in this book. If you are interested in Innovation you must spend your time to read this book. But be carefull about the P&G way of Innovation. The book is concentrated on developing Consumer related innivation. But I believe that Innovation should be used in the production companies who are not directly producing for consumers. While reading the book try to apply the given ideas for a production company that is not directly selling to consumers.
February 1, 2020
If you skip the first few chapters, a lot about this book still holds up. I particularly liked the specific examples of the thought processes that went into innovations at P&G - such as high waisted diapers in the US but low waisted in Latin America; packaging design, and other incremental pieces that make products really sell.
December 29, 2012
"The best way to win in this world is through innovation."The Game-Changer is a look inside the innovation process at Proctor and Gamble, the home of 23 billion-dollar brands. Brands are promises of something different and better in terms of performance, quality and value.
The authors, a former P&G CEO and an executive business strategist, walk the reader through the eight elements that any business must organize and perfect in order to drive innovation. These elements comprise the "game-changer," the real source of competitive advantage.
The discussion begins with a definition of innovation -- the conversion of a new idea into revenue and profits. The road map weaves its way through elements such as "courageous and connected culture" and "consistent and reliable systems." As such, the book implies that innovation is a large company phenomenon, when, in fact, much innovation occurs in smaller organizations.
The book succeeds when condensing innovation success at one company to generalities such as the following:
To prosper, companies need to do four things well:
~ develop leaders of the future
~ improve productivity
~ execute strategy
~ create innovation
The book falls flat, surprisingly, when focusing on P&G product successes and failures. If you work for a Fortune 100 consumer products company, then the examples might resonate. Somehow, billion-dollar brands such as Tide and Pampers seem dated. Granted, we should all hope for such billion-dollar brands to be part our innovation portfolios.
The Game-Changer offers valuable insights into corporate goal-setting, strategies, tactics, competitive advantage, product life-cycles and innovation. For a slightly more contemporary take on these essential elements of business success in an innovation economy, consider Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation.
February 1, 2016
Great work by Lafley and Ram Charan. A very well written & organized book detailing the value of innovation in driving organic growth in a company by helping executives formulate winning strategies focused on "where to play & how to win" in the market place.
Innovation is a very catchy word in many corporate presentations but this is first time I have come across a text which has drilled down into the heart of innovation and how customer (real boss in any company) is at the center of innovation. Since Lafley has spent almost all of his professional life at P&G, this book is focused on his experiences there. Being one of the best consumer product companies, I believe there could not be any better & real life use case to explain the value of innovation in corporate America.
The book begins with when Lafley became the CEO of ailing P&G and how he realized that it was the innovation that could save the company and bring it back on growth trajectory. This is where this books is a real value addition for all senior & middle level managers. Lafley and Charan have given a detailed framework on how to make innovation the "Game Changer" for any organization. This framework consists of 8 drivers and the book is full of details, real time stories about what it took to operationalize this framework at P&G and the success it brought with the launch of many billion dollar brands.
If you are in marketing, you will be fascinated to read how much value the union of technology & marketing can bring for companies - this is the heart of innovation as described by Peter Drucker - any innovation is incomplete till it can be commercialized in the market and meets its financial goals. This is where marketing bridges the gap to bring innovation from offices (intangible idea) to actual products for the customers. Concepts like Moments of Truth are very well explained in the book as well and so are the details about institutions like Clay Street at P&G that have been designed to foster innovation across the company.
The beauty of this book is though it is very P&G centric but still the framework and learnings are so well described that they could easily be applied to any business.
Innovation is a very catchy word in many corporate presentations but this is first time I have come across a text which has drilled down into the heart of innovation and how customer (real boss in any company) is at the center of innovation. Since Lafley has spent almost all of his professional life at P&G, this book is focused on his experiences there. Being one of the best consumer product companies, I believe there could not be any better & real life use case to explain the value of innovation in corporate America.
The book begins with when Lafley became the CEO of ailing P&G and how he realized that it was the innovation that could save the company and bring it back on growth trajectory. This is where this books is a real value addition for all senior & middle level managers. Lafley and Charan have given a detailed framework on how to make innovation the "Game Changer" for any organization. This framework consists of 8 drivers and the book is full of details, real time stories about what it took to operationalize this framework at P&G and the success it brought with the launch of many billion dollar brands.
If you are in marketing, you will be fascinated to read how much value the union of technology & marketing can bring for companies - this is the heart of innovation as described by Peter Drucker - any innovation is incomplete till it can be commercialized in the market and meets its financial goals. This is where marketing bridges the gap to bring innovation from offices (intangible idea) to actual products for the customers. Concepts like Moments of Truth are very well explained in the book as well and so are the details about institutions like Clay Street at P&G that have been designed to foster innovation across the company.
The beauty of this book is though it is very P&G centric but still the framework and learnings are so well described that they could easily be applied to any business.
January 4, 2024
I was going to rate this book one star but thought I'd leave it at 2 stars as I lost patience half way through at how boring and repetitive this book is ...
... So potentially the other half could have been useful but I seriously doubt it. Bottom line customer is king and innovation in your business is key for long term success aswell as longevity ...
I just don't you need such a lengthy book to keep making the same points over and over again which in no way will keep a reader excited to read more or by any chance remember many of them - let alone the already the average problems us readers have in the average information retention from reading a book
But this was poor n could have been 'ok' maybe good if everything was just compressed to about least have the content if not less rather than boring us with the same point over n over
Yaaawwwnn!
To Our Continued Success!
Seemy
Waseem.tv/Blog
👆🏼 P.S -
If you found this review helpful - I’d like to invite you to discover more on our blog. Where the community share some of our most important insights to level up each others knowledge 💡- from experience in studying books like this, training programs, podcasts and much more - visit the blog link above to find out more.
P.P.S 😅 - You probably noticed from my profile that I’ve reviewed a LOT of books over the years now - if you love seeking knowledge like me I’d love to connect with you further as a like minded person (send me a friend invite! 😀) - Also if you are curious - here is my preferred and recommended resource for seeking timeless wisdom - Check it out via the website invite link below 👇🏼 (You’ll be able to claim some awesome books for free 📚)
https://Waseem.tv/GoodReadsBookInvite
... So potentially the other half could have been useful but I seriously doubt it. Bottom line customer is king and innovation in your business is key for long term success aswell as longevity ...
I just don't you need such a lengthy book to keep making the same points over and over again which in no way will keep a reader excited to read more or by any chance remember many of them - let alone the already the average problems us readers have in the average information retention from reading a book
But this was poor n could have been 'ok' maybe good if everything was just compressed to about least have the content if not less rather than boring us with the same point over n over
Yaaawwwnn!
To Our Continued Success!
Seemy
Waseem.tv/Blog
👆🏼 P.S -
If you found this review helpful - I’d like to invite you to discover more on our blog. Where the community share some of our most important insights to level up each others knowledge 💡- from experience in studying books like this, training programs, podcasts and much more - visit the blog link above to find out more.
P.P.S 😅 - You probably noticed from my profile that I’ve reviewed a LOT of books over the years now - if you love seeking knowledge like me I’d love to connect with you further as a like minded person (send me a friend invite! 😀) - Also if you are curious - here is my preferred and recommended resource for seeking timeless wisdom - Check it out via the website invite link below 👇🏼 (You’ll be able to claim some awesome books for free 📚)
https://Waseem.tv/GoodReadsBookInvite
April 1, 2013
In typical Ram Charan style, the author offers a variety of anecdotal stories to drive home the main thesis of the book, "The customer is our boss". The P&G case studies presented in the book, serve as a great resource for any marketer looking to see true "voice of customer" collaboration in action.
September 7, 2015
A good book to read. I gave it a less rating because it has mainly case histories mostly from P&G. There are case histories of other companies also available, but they are limited. When a senior manager reads this kind of book, she/he is expecting the collective wisdom from many sources. After all, time is precious, for all of us!!!
Want to read
August 24, 2008folks at P&G. reinvent business & beat rivals - customer understanding is key. "employees glean new ideas from suppliers & even rivals, and spend time living with customers in order to undertand their desires." (WSJ B2 Haymowitz 6/30/08)
Read
November 6, 2010Nothing outstanding, but there are a few nice little learnings from the document. I liked the two moments of truth for product, once when the customer selects the product, and second when they go home and use the product - whether it lives up to its claims
March 20, 2011
Written by the former CEO of P&G, the approach to innovation was naturally consumer-centric, but the guidance is also transferrable to business-to-business scenarios. Regardless, it was interesting to hear some of the stories behind the development of well-known brands.
Read
September 26, 2011This is a profound text, serving as a blueprint on how companies actual set up, perform, and measure innovation and integrate innovations (as opposed to "inventions" which are defined as not bringing in revenue) into the culture.
September 16, 2012
I bought this book while in grad school because it was quoted in one of the texts I was assigned. The quote was great, but I found the book not as engaging. I ended up never finishing the book, and while I still own it and could finish it someday, I doubt I will.
October 16, 2013
An excellent book focusing on how to implement an innovation mindset and process. The book uses many examples, but mostly from Procter and Gamble, when Lafley was president. Really a must read book to understand how customer-centricity and an innovation culture can change the results of a company
July 1, 2008
Pretty good overview of how P&G looks at Innovation and how they are structured - strong emphasis on a customer centric approach
September 26, 2008
Not bad for a buzzy business book. The chapter on understanding customers is pretty much essential reading.
February 21, 2009
Amazing what can be done with a billiondollar R&D budget!
Dows provide good insight into the best CPG company of all time.
Dows provide good insight into the best CPG company of all time.
March 10, 2009
so-so book. I read this book for his example of how P&G collects new product ideas...so three stars for that description
July 12, 2009
「顧客がボス」であることを骨子にして、いかにイノベーションを起こしていくか（ゲームのルールを変えていくか）、そのためのチームビルディングをどのように行うかというような内容が中心。P&Gの事例がほぼ100%であるので、具体的な内容はやはり大企業向け。そして製造メーカー向け。
(2009/06/14) ほぼ読み切ったので、残りは気が向いたら読む・・
(2009/06/14) ほぼ読み切ったので、残りは気が向いたら読む・・
May 6, 2014
Great ideas and good narration on innovation
November 9, 2011
Great insight into how innovation can be baked into a business.
November 21, 2011
Charam and Lafely are two of the best in Innivation and execution
February 14, 2012
Enjoyed the stories from Lafley and the telling of the P&G journey. There are some good points and tips to take away for any organization.
January 31, 2013
A very unique subject that describes innovation from ideas to real products.
February 10, 2015
Good book about game theory, although it was more about examples of game theory in real life than how to apply game theory to real life.
August 21, 2017
Book is a little redundant but offers nuggets of wisdom and actionable advice throughout. Great read for the ambitious, up and coming leader.
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