CASE STUDY:
Targeting the Middle Level at P&G

In 2002, Procter & Gamble’s Research & Development (R&D) organization had been without a formal corporate training program for several years. While technical training and corporate business training were available, such training did not provide insight and wisdom related to delivering R&D innovation and leadership. The impact was palpable to the R&D Leadership, a group consisting of the R&D Vice Presidents of roughly 20 business units. To address this business issue, the group authorized a task force to develop, over a three–year period, classroom-based training for five managerial levels for the purpose of reinstituting formal training. Additionally, the Company had a need for even higher levels of innovation. Increased networking across business silos is a proven method for increased innovation. The task force was expected to build in substantial networking to meet the need for increased innovation.

That was a very broad order. The task force struggled, first, with how to best narrow the project scope, and second, with where to start. While most people start at one end – either the top or the bottom – the task force had reason to start in the middle. The following describes the decisions made, the barriers faced and the unique insights and solutions discovered along the way, during development of the first of five in–depth College programs, which, together, constitute the R&D University.

In sharing this case study, the authors hope to encourage the reader to provide more training and focus on "the middle" in your own organizations.