Case 2.4 Case Innovation In Outsourcing

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2.4 CASE: Innovation in Outsourcing: The case of the Procter & Gamble.
Summary
P&G knows differently. Innovation has been the corporate lifeblood since P&G’s humble beginning in 1837 when William Protector and James Gamble signed a partnership agreement formalizing The Procter and Gamble Company.1 P&G products touch and improve the lives over 4.8 billion consumers in 180 countries. This degree of corporate growth could not be achieved without significant innovation across all aspects of the business even extending to their relationship with suppliers and partners. P&G ultimately picked Jones Lang LaSalle as its partner of choice. P&G and its facilities and real estate partner, Jones LaSalle (JLL), built an innovation Program that successfully delivers impactful innovations. This is an innovation in and of itself that deserves to be shared within the outsourcing community. JLL has proven that they can meet P&G’s innovation challenges year over year. They believed challenging and incenting JLL for innovation would provide flexibility, better alignment of changing business goals, and stronger alliance. Challenging and incenting change provides the supplier the opportunity to align with
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Innovation has to come from all places including suppliers. Outsourcing is a strategic decision where a company decides it can benefit from expertise and industry knowledge externally. This is an innovation in and of itself that deserves to be shared within the outsourcing community.1
Another issue is about building needs change with the seasons, by operating hours and through general operations. Finding and correcting these changes is fundamental loss analysis. The idea is to apply low-cost new technologies, big data and analytics to create a “Smart Building” solution that provides “continual commissioning” in which building equipment is constantly adjusted to maintain peak performance.

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