'P&G'에 해당되는 글 2건

상상과 실행 간의 Gap :: 2011/03/02 00:02

너의 열정에 커리어를 더하라
김주연 지음/비즈니스북스

비즈니스북스의 이혜경님께서 보내주신 책이다.  이 책에 대한 소개문구는 아래와 같다.

신입사원으로 입사해 임원의 자리까지 오른 한국P&G의 마케팅 상무 김주연의 커리어 시크릿을 전격 공개했다. 신입사원으로 입사해 여성 임원이 되기까지 17년 동안에 보고 배우고 느낀 직장생활 노하우가 생생한 경험담과 함께 실려 있다. 글로벌 기업에서 혹독하게 단련된 업무 스킬, 연차마다 반드시 필요한 단계별 커리어 관리법, 승진 후 부하직원을 관리하는 방법, 인간관계 관리 노하우, 승진과 성공을 위한 필살기, 임신과 출산 등 직장과 가정을 병행하기 위해 필요한 자세 등 직장인들이라면 누구나 한번 고민하고 필요로 하는 정보와 노하우가 가득하다.


이 책에서 가장 눈에 띄는 것은 P&G의 리더십 프레임이다.
P&G는 리더십을 아래와 같이 5개의 영역으로 나누어서 평가한다고 한다.

1. Envision (상상)
2. Engage (관여와 몰입)
3. Energize (에너지 부여)
4. Enable (추진과 지원)
5. Execute (실행)

너무나 당연한 얘기일 수도 있지만 난 P&G의 5E에 깊은 인상을 받았다.

상상에서 시작해서 실행으로 마무리되는 흐름이 좋고
상상이 실행으로 구현되기 위한 중간 단계를 명확하게 정의하고 있다.

상상력과 실행력 사이에 존재하는
Engage, Energize, Enable에 대해 생각해 본다.

난 그 동안 막연한 상상과 빈약한 실행 사이를 헤매고 있었던 것은 아닌지.
Engage-Energize-Enable과 같은 상상과 실행 사이의 간극을 메꿀 수 있는 방법론을 갖고 있어야 하는데
나는 그 부분이 많이 약하지 않나 하는 생각이 들었다. 역시 좋은 프레임은 문제점을 잘 찾아주는구나. ^^

P&G의 프레임은 P&G에게만 의미가 있을 뿐이다.
나는 나만의 프레임을 구축해야 한다.

이혜경님의 선물을 통해 나는 나만의 상상-실행 gap을 메울 수 있는
나만의 프레임을 구축할 수 있겠다는 자신감을 얻게 되었다. ^^


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    Tracked from toms store | 2013/06/13 11:21 | DEL

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  • BlogIcon 토댁 | 2011/03/03 18:28 | PERMALINK | EDIT/DEL | REPLY

    제목이 확 맘에 드네요..ㅎㅎ

    그나저나 입학식은 잘 하셨을까요?^^
    몇 반일까요?ㅎㅎ
    쫄랑쫄랑 담임샘 따라 교실로 가는아이들!
    얼마나 귀여울까요?^^
    울 쩡으니는 벌써 2학녕이구요, 1학년 동생들 들어왔다고 은근 언니인 척 합니다,,호호..

    축하드려요~~~
    늘 건강조심하세요~~

    • BlogIcon buckshot | 2011/03/05 11:54 | PERMALINK | EDIT/DEL

      1학년 2반이에요~ ^^ 벌써부터 학교 가기 싫다고 떼를 쓰고 장난이 아닙니다요~ 딸내미가 1학년이다보니 2학년들이 꽤 커보입니다요~ ^^

      아직 날씨가 추운데 건강 조심하세용~ ^^

    • 토댁 | 2011/03/07 20:30 | PERMALINK | EDIT/DEL

      울 쩡으니는 2학년 1반입니다..ㅎㅎ
      떼 쓰기도 잠깐입니당.

      손 잡고 등교길을 즐겨보시길 강추 합니다,
      걸어가며 즐기는 수다는 아마 또 하나의 아름다운 추억이 될 듯 ^^

    • BlogIcon buckshot | 2011/03/08 22:34 | PERMALINK | EDIT/DEL

      아~ 함 해봐야겠어요~
      역시 학부모 대선배님은 다르세여~ ^^

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[Built to Last] 비전기업의 탐색 :: 2007/04/20 00:01



3년 전 수강했던 Mini-MBA 과정 중 가장 인상 깊었던 PGEC (Principles of great enduring companies) 과정의 5주차 숙제...  


먼저 “BTL 원칙의 고수를 읽으십시오. 그리고 Built to Last 원칙과 메커니즘들이 어떻게 비전기업을 만드는 전체 과정에 부합되어 왔는지에 대한 큰 그림(big-picture)"과 관련해서는, “비전 있는 기업의 핵심요소를 살펴보십시오.

다음으로 비전기업의 한 예로 여러분이 몸 담고 있는 기업이나 관심이 있는 기업(Find The BTL Evidence 학습자료에 소개된 18개 기업을 포함하여 국내 기업도 가능: 가능한 한 관련자료를 얻기 쉬운 기업) 중 한 개의 기업을 선정하여 웹사이트를 방문하십시오. 그리고 그 곳에서 어떻게 그 기업이 비전기업인지에 대한 증거를 찾아내어 아래의 질문 순서에 따라 600(2-3페이지)분량으로 작성하십시오.

다음의 질문 순서에 따라 답하시오.



[1] 그 기업이 지속적으로 "시계 만들기" 관점을 가지고 있다는 증거 한 가지를 들어 주십시오. 


P&G is a training company. It has been conducting on-the-job, formal classroom, and web based training for a long time based on the belief that its success is derived from its people. It has been paying much attention to attracting and recruiting the finest people in the world. P&G provides the various learning program like personal leadership, people and communication, project management and e-learning programs. P&Gs extensive supports for training its people means that it can encourage individuals to develop their competency through high-quality education. P&Gs pursuing the learning organization surely seems to focus on long-term success, not short-term profit. P&G has been clearly concentrated on building a learning organization rather than on acquiring the individual personality traits of visionary leadership. That is the outstanding example of clock building.

As the principle put it, organization is the ultimate invention of the clock-building leadership.


[2] 그 기업이 지속적으로 핵심 가치와 핵심목표에 부합하고 있다는 증거 한 가지를 들어 주십시오.


P&Gs core purpose is provide branded products and services of superior quality and value that improve the lives of worlds consumers. And its core values are leadership, ownership, integrity, passion for winning, trust”  P&G invests $4 billion each year in research and development (R&D) to achieve its core purpose. This has led to a talent made up of 7500 Ph.D.s and researchers in 71 countries. It also holds more than 24,000 active patents worldwide. P&G was a 1995 recipient of the National Medal of Technology, the highest award the U.S. government gives for achievement in technology.   The award recognized the company for creating, developing, and applying advanced technologies to consumer products that have helped improve the quality of life for billions of consumers worldwide. P&G remains one of only a few companies to have received this recognition. This means P&G continues to live by its core purpose because P&G has been making the most efforts to provide the product of the world-best quality based on the continuous product innovation. And this also means that P&G lives by its core values, passion for winning (compelling desire to improve and to win in the marketplace).

Yes, P&G has a clearly defined core ideology and do every effort to stick to it.



[3] 그 기업이 이익 보다 자신의 핵심 이념을 더 우선하고 있다는 증거 한 가지를 들어 주십시오.

In China, P&G partnered with the Beijing Health Bureau Labor Union. P&G donated 10,000 product packs to families of the front line health care workers, who were helping prevent the spread of SARS. The event touched the hearts of P&G employees, who volunteered to help prepare the product packs. Many P&G people worked through weekends and nights so that the product packs could reach the families before the local holiday, when the separation from the family member would be felt the most. This shows that P&G adheres to its core purpose to improve the lives of the worlds consumers by providing its products to people in need without profit, as well as sales of its product, not being oppressed by the Tyranny of the OR. The core ideology of P&G surely represents more than just a bunch of nice-sounding platitude. P&G shows the faithful adherence to its core ideology and That is the good example of More than Profit.

Yes, this anecdote shows clearly how P&G adhere to its core ideology.




[4] 그 기업이 핵심을 보존하며 발전을 촉진하기 위해 활용하는 메커니즘은 무엇입니까? 두 가지 들어 주십시오.



   4-1.   Preserve the Core


P&G has long-standing practices of carefully screening potential new hires, hiring young people for entry-level jobs, rigorously molding them into P&G ways of thought and behavior, spitting out the misfits, and making middle and top slots available only to loyal P&Gers who grew up inside the company. Indoctrination processes are both formal and informal. P&G inducts new employee into the company with training and orientation sessions and expects them to read its official biography Eyes on Tomorrow, which describes the company as an integral part of the nations history with A spiritual inheritance and unchanging character. New hires immediately find nearly all of their time occupied by working or socializing with other members of the family. P&G has a long historical track record of paternalistic and progressive employee pay and benefit programs, which bind its people closely to the company. (profit-sharing plan for workers, employee stock ownership plan, sickness-disability-retirement-life-insurance plan) P&G has used these programs not only as a means of rewarding employees, but also as mechanisms to influence behavior, gain commitment, and ensuring tightness of fit. That means P&G translates its core ideologies into tangible mechanisms aligned to send a consistent set of reinforcing signals. And it also indoctrinates people and impose tight of fit, and create a sense of belonging to something special. That is the exact example of Cult-like Culture, one mechanism among Preserve the Core principles.

You’ve proved the existence of indoctrination process and tight of fit mechanism, showing that you understand cult-like culture which is pivotal in preserving the core.



   4-2.   Stimulate Progress



P&G has the competing brand management structure that P&G brands compete directly with other P&G brands, almost if they were from different countries. P&G already had the best people, the best products, the best marketing muscle. So why not pit the best of P&G against the best of P&G? If the marketplace doesnt provide enough competition, why not create a system of internal competition that makes it virtually impossible for any brand to rest on its laurels? That means P&G create internal competition in order to keep itself vibrant. P&G has a definite discomfort mechanism in place to combat the disease of complacency that inevitably begins to infect all successful organizations. This is the good example of Good enough never is, one mechanism among Stimulate Progress.

Yes, brand manager system is a perfect example of GENI translated in the form of “clock”.

Instructor feedback: Yours was a perfect one.

Assessment: E





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