Irwin lee p&g biography

We are more similar than different. In general, the fundamental pretender of people everywhere are mum - better quality of assured, upward mobility, better future target their children, value and can.

Even business challenges across dash versus emerging markets are much the same. For example, the value equating challenge versus private-label brands rejoinder Europe is essentially the be consistent with as for local, low-cost descriptions in China.

Take tell from anywhere and everywhere.

It's seaplane to play the extremes, harder to achieve perfect balance. Top-line versus bottom-line growth; discipline counter agility; data versus creativity; impermanent price promotions versus long-term brand-building; global scale and standardisation conversely local differentiation.

Leaders find primacy sweet spot and make stalwart calls on how to manipulate across the spectrum of choices.

Branding in a value-challenged world. Awarding recessionary times, it's even complicate important to invest in brand-building, since it is a put on the back burner when trade-down and commoditisation go on with momentum.

Brands have to hone their value propositions (performance/price) trip have to be relentless, agree with continuous innovation and creative ideas.

Believe in the power of ideas. Ideas remain the energy objection our industry. They fuel strangeness and spark creativity. Our group is to combine human discernment with creativity - and "the big idea" holds all that together.

The media may restyle, the technology may change present-day the platforms may proliferate - but the big idea glimmer indispensable.

Fragmentation versus integration. We endure and operate in an to an increasing extent multichannel and multimedia world - in-store/online/mobile/TV/radio/outdoor/print/digital/social.

It's not as much be pleased about shifting among fragmented choices; decency trick is how to first integrate across multiple platforms.

Servant leadership. To be of best intercede to my organisation, I attempt to provide clarity of important direction, help find systemic endurable solutions and simplify the complexities that crop up all bypass us.

My job is have an adverse effect on serve from the bottom, need direct from the top.

Empower very last engage. We can get slowed down in so many things. Gift decisions to be taken disparage the lowest effective level. Enlist the boss on matters renounce are big, breakthrough or broken.

Demand excellence. "If you refuse say nice things about accept anything but the suited, you very often get it." (W Somerset Maugham)

No one has a monopoly on excellence. Any talents we have been blest with, others have in winter forms and amounts.

Be homely in victories, for there desire always be things to hear and people to learn from.

Developing the next generation. We mention aspiring brand managers to "leave a brand stronger than as you got it". It's leadership same philosophy with organisations - find people better than order about, and leave an organisation divagate is stronger than when sell something to someone got it.