most important decision facing Lafley

The most important decision facing Lafley is what to do about Organization 2005, a farreaching program of organizational restructuring launched by his predecessor. The central feature of Organization 2005 is a redesign of P&G’s structure, from one based primarily on regional and national units to one based upon global product divisions. The primary purpose of the reorganization was to boost product innovation and facilitate the global rollout of new products. However, now Organization 2005 is viewed as the legacy of a failed CEO. Prepare a report

A Report on case study
Contemporary strategy analysis of Procter & Gamble’s organisation 2005
Executive summary
Table of content
1. Introduction
1.1 company overview
1.2 Critically analyze strategic programs at different levels
-strategic business unit (SBU) and
-functional levels
2. Performance
2.1 overall performance of company
2.2 regional financial performance (1996- 1999 refer table 8.2)
2.3 competitor analysis ( Johnson & Johnson / uniliver)
3. External environmental analysis
3.1 Pest analysis
4. Financial analysis
4.1 financial analysis (1992- 2000 refer table 8.1 of case study)
4.2 Profitability analysis
4.4 summaries of financial analysis (cash flow statement 1992-2000 with graph)
5. Organisation 2005
5.1 Organization 2005 initiative and rationale
5.2 challenges pertinent to Organization 2005’s continuance or abandonment
6. critique organization 2005
6.1 culture of organization
6.2 speed to the market – innovation
6.3 performance
6.4 structure / roles and report
7. conclusion ( about organisation 2005)
8. recommendation (recommend structural changes as part of advice to Mr. Lafley regarding the implementation of Organization 2005)
9. references ( 20 peer to peer and academic journal articles ) Harvard style
10. appendix

The assessment criteria for this item comprise:
1. Desk research, interpretation and analysis specific to the corporation (15%)
2. Discussion of critical content and literature ( (20%)
3. Application of relevant strategy theory, concepts, and frameworks (15%)
4. Treatment of constraints and limits to corporate strategy (20%)
5. Development of argument and applied critical insight regarding the corporation (15%)