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Building a Better Company

Today, we are working at P&G to build a better company. Our goal is clear—meeting the needs of consumers better than the best competitors to deliver winning total shareholder return. We are doing this by focusing on a stronger portfolio, setting new standards of excellence, bringing a productivity mindset to everything we do, and empowering our people to keep the consumer at the center of everything we do.

Building a better company demands a streamlined, focused approach to our portfolio, and ensuring our brands continue to delight consumers.

A Strengthened Portfolio

  • Global leader in 10 categories with 65 brands that leverage P&G’s core strengths
  • Daily-use categories where purchase intent and choice are driven primarily by a specific job to do and the product's effectiveness
  • A focused portfolio for faster growth and higher profitability

We are also establishing a higher standard of excellence for all our brands. Success requires bringing these standards to every brand, and we are investing to fuel our growth by making these standards a reality.

New Standards of Excellence

  • Irresistibly Superior Products
  • Irresistibly Superior Packaging
  • Superior Brand Communications
  • Excellent Retail Execution
  • Winning Customer and Consumer Value Equation

Investing for growth requires bringing a productivity mindset to everything we do. This approach has allowed us to deliver on our initial productivity commitment and to raise the bar with plans to save even more.


  • $10 billion saved from fiscal year 2012 through fiscal year 2016.
  • Up to an additional $10 billion in savings from fiscal year 2017 through fiscal year 2021.
  • The objective: balanced top-and-bottom line growth that consistently delivers total shareholder return in the top-third of our peer group.

Our efforts are underpinned by an organization that is experienced, agile, accountable and committed to win. To further strengthen our performance, we’re also designing our structures to enable greater speed and agility, and we’re moving resources closer to consumers and customers, driving deeper mastery and accountability.

Empowering Our Organization and Culture

  • Today, 70% of our commercial function employees reside in local markets—executing innovation, advertising, and merchandising programs by leveraging their unique local knowledge.
  • In large markets, such as the US and China, we’re moving to end-to-end accountability. This model gives category business leaders full profit and loss responsibilities.
  • In smaller markets, we’re implementing a “freedom within a framework,” empowering leaders to make real-time changes in strategy without engaging regional or global resources.
  • We’re also hiring from the outside—with the number of external hires quadrupling across five different levels of management including senior leadership.

Winning results happen when we earn them—every day, every week, every month, every quarter and every year—in every brand and in every country in which we compete. And today, we are building a better company that is delivering on just that.