Procter & Gamble's (P&G) famous brand Tide was stagnating in the early 2000s, but since then, it has nearly doubled its revenue, growing in emerging markets and expanding into new products, thanks to P&G's strategic efforts to systematize innovation and growth. P&G invested nearly $2 billion annually in research and development, launched Connect + Develop to bring in outside innovations, and built a robust stage-gate process. However, the company recognized that the kind of growth it needed could not come from doing more of the same and required more breakthrough innovations. P&G leaders tasked two 30-year P&G veterans, John Leikhim and David Goulait, to design a new-growth factory based on Clayton Christensen’s disruptive-innovation theory. The new-growth factory aimed to create completely new markets by driving growth through new offerings that were simpler, more convenient, easier to access, or more affordable. The factory used disruptive approaches to shake up embedded ways of thinking, address critical commercial questions, and spur new product development. P&G's efforts to systematize innovation and growth can provide lessons for leaders faced with shrinking product life cycles and increasing global competition.
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