MANAGING WITH ANALYTICS: PROCTOR AND GAMBLE 4
new data relating to important information on production, competition, or others. An example of
this is the case of a competitor posting information with similarity or competing content to a
product or line (Serels, Iansiti & Davenport, 2013). Because all functional dashboards for
employees and managers were connected with the central data warehouse, any new information
became available to all parties instantaneously.
c) How P&G management ensure everyone up and down the chain used real-time data
Notably, the evolutions in the IT organization would automatically ensure that individual
employees and managers across P&G used real-time data in decision making. First, the company
created a network for all the business departments that had access to real-time data. This took the
data to all players. Secondly, key processes were made IT-savvy, thereby making it only possible
to generate, access, and deliver data through the systems. This made it easy for compulsory for
all players to use the data. Perhaps, the greatest innovation in the system of data processing was
the case of creating personalized and customized dashboards for employees. Besides allowing
access to information, the presence of system alerts allowed the access and use of updated
information, thereby summoning the involved parties to data access (Serels, Iansiti & Davenport,
2013). In simple terms, the creation of systems and their use eased and ensured access to real-
time data.
d) Applications
Most of the learning in the P&G case remains relevant in business management for success.
There are three core reasons and goals I may apply these processes to a business. First would be
to improve functional competencies. Second, involves developing an effective business strategy.
Lastly, I would use them to marshal resources and build execution plans for the established
strategies. In the first case, I would use IT systems to facilitate employee buy in, proactive
