P&G Alumni Network Atlanta Chapter April 20 Program

Editor's Notes

• #16: St. Jude is a hospital unlike any other. It’s where cutting-edge research into childhood cancer is combined with extraordinary patient care and unparalleled family support. And laboratory breakthroughs become lifesaving treatments for children everywhere.
• #18: Because the majority of St. Jude funding comes from individual contributors, St. Jude has the freedom to focus on what matters most – saving kids regardless of their financial situation. Now let’s hear from a patient family about what St. Jude means to them.
• #21: Proton Beam By the numbers: $85M project--One of a kind device from Hitachi Tower Center 1.5 million construction hours to complete; “Proton” occupies 25,000+ sq ft 1 Proton accelerator to create the beams 7’ foot thick walls and ceiling to contain protons Gantry, which rotates 185 degrees around patient to direct the beam (3), Three stories high Weighs more than 100 tons Size of school bus 100 patients during first year of operation 80 percent receiving radiation therapy will receive proton beam therapy by 2018 Genome Find clues to causes, potential new treatments and cures. Before project, not even one whole pediatric cancer genome sequenced. The $65 million project Produced new insights into underlying high-risk leukemia, brain and solid tumors Developed new computational methods for analyzing genomic data; methods now freely available to researchers worldwide
• #31: Thanks Steve Thanks for everyone that came tonight (second largest P&G alum session) And thanks to our panel who will take us on a flight towards bringing innovation to your workplace.
• #33: Want you to walk away with questions you may have about bringing innovation and the best practice toward getting innovation
• #34: So let’s start with what you think innovation is… Ask 3-4 people Note that innovation can mean many things. It is diverse…I think you will even see that coming form our panel.
• #35: Ironically, as you all know, most of us are alums of P&G which had been a very innovative company…And yet even while I was there in the late seventies, there were signs then of what CEO Laffley said in the 2010 Said at the alum meeting here—P&G just not moving quick enough. We were stifling innovation. All those memos that went back and forth—we stopped most of that The change became so prevalent, they could not sustain their growth…. The company was lacking in both inremental growth often refereed to evolution—small, incremental changes that can make your offer better—as will as transformational or disruptive or revolutionary changes which can change entire categories
• #36: So let’s talk about innovation and the best practices that can bring an org innovation Innovation can take many forms… Now, Two things what may come to mind when looking at this visual –the first we are not going to talk about…. the second has to do with great ideas that can look and sound unpalatable or unformed—they can even look and sound preposterous or stupid…but these crazy ideas can lead to new products and services that become better or transformative...that is allways the challenge with taking something out of nothing and making into something creative and appealing—something innovative.
• #37: From the view of the company head, manager, team member
• #39: Now a little about me…
• #40: I will share some of my experiences with you along with the panel’s
• #41: Always be better…a P&G mindset that I have had all my life
• #42: What I learned in an org…to bring and nuture innovation... Coomunicate it until you are bored saying it Legend of the Tooth Fairy—one that failed People’s objectives—a certain per cent—new packaging idea that did what ???? 9 of 12 years received supplemetal bonus 5% of salary—was not to uncommon to get one or two—I got 8 in 12 years 15% of salary—only person in my JNJ company—but others in oter JNJ companies 100% of salary—knew of only one person at JNJ Consider 3M's move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can't get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note. Recognize innovation in every part of the company. To build a culture of agility, creativity, and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. I was privileged to judge the first one with the then CEO, where we gave an award to the legal department for its ethics program, featuring a takeoff on "get out of jail free" cards from the board game Monopoly. This wasn't a blockbuster like the new shaving systems for women, but it showed that everyone has a role to play in a culture of innovation.
• #75: Remove shadows Slide is very busy. I know that’s how we had it. Maybe the points on the right can be talking points?
• #79: Stage-gate debunking