When R. Keith Harrison Jr. took over The Procter & Gamble Co.’s
Global Product Supply operations in 2001, material and energy
prices were declining, and the focus was on keeping costs down
and trying to drive expansion into low-cost or developing markets.
Today’s environment is acutely different. In the past three years,
the division of the $83.5 billion company has seen rising costs for
energy, oil and other commodities, which have added $2 billion to
total costs.
“I have never seen a more challenging business environment for
us and me than the one we have today, where we’re dealing with
the obvious issues of commodity increases … but beyond that, the
challenges of increased global competition,” Harrison says.
In order to deal with these challenges, Harrison focuses on anticipating the future, helping the 65,000 employees who work under
him understand the business challenges and driving creativity and
energy among them.
“I think part of the role of the leader is to, as best you can, anticipate what’s on the horizon,” he says. “If you’re totally in a reactive
mode, you’re always playing catch-up.”
Only by being proactive and seeking out as much information as
possible about the changing marketplace can you hope to set your
organization up to be ready to handle the changes necessary to
come out on top. Here’s how Harrison keeps P&G Product Supply
ready for future challenges while delivering short-term results.
