US based Procter and Gamble (P&G), one of the largest fast moving consumer goods (FMCG) companies in the world, was in deep trouble in the first half of 2000. The company, in March 2000, announced that its earnings growth for the financial year 1999-2000 would be 7% instead of 14% as announced earlier. The news led P&G's stock to lose $27 in one day, wiping out $40 billion in its market capitalization.
To add to this, in April 2000, P&G announced an 18% decline in its net profit for January - March 2000 quarter. For the first time in the past eight years P&G was showing a decline in profits. In the late 1990s, P&G faced the problem of stagnant revenues and profitability (Refer Exhibit I). In order to accelerate growth, the erstwhile P&G's President and CEO, Durk Jager (Jager) officially launched the Organization 2005 program in July 1999. Organization 2005 was a six-year long organizational restructuring exercise which included the standardization of work processes to expedite growth, revamping the organizational culture in order to embrace change, reduction in hierarchies to enable faster decision-making, and retrenchment of employees to cut costs.
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With the implementation of the program, P&G aimed to increase its global revenues from $38 billion to $70 billion by 2005. According to analysts, though Organization 2005 program was well planned, the execution of the plan was a failure. Analysts believed that Jager concentrated more on developing new products rather than on P&G's well-established brands
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