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When Core Values Are Strategic: How the Basic Values of Procter & Gamble Transformed Leadership at Fortune 500 Companies

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When Core Values Are Strategic: How the Basic Values of Procter & Gamble Transformed Leadership at Fortune 500 Companies

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  • Copyright 2012
  • Dimensions: 6" x 9"
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-290539-6
  • ISBN-13: 978-0-13-290539-8

What do legendary leaders from Disney, GE, GM, Johnson & Johnson, Boeing, eBay, Microsoft, Time Warner, LensCrafters, Chiquita, Walmart, Pepsi, and Saatchi+Saatchi have in common? They all learned the critical importance of core values as managers at Procter & Gamble. Many of these leaders have remained members of the P&G Alumni Network and now you can share in their powerful lessons learned with The P&G Alumni Network's When Core Values Are Strategic. This practical resource for emerging leaders offers no-nonsense insights into why values really are so important, and identifies practical ways to propagate, strengthen, and act on them. Bringing together contributions from influential P&G alumni worldwide, it offers a legacy to future leaders across organizations of every type and size. Discover why core values are timely, universal, and the secret to long term success and learn how top executives were shaped at P&G to make historic change in energy, aviation, technology, government, transportation, entertainment, healthcare, consumer packaged goods, and other industries. Find out how to build a learning culture that increases shareholder value, see why values and marketing initiatives are inseparable, and much more.

Procter & Gamble and P&G are trade names of The Procter & Gamble Company and are used pursuant to an agreement with The Procter & Gamble Company.  P&G Alumni Network is an independent organization apart from The Procter & Gamble Company.

Sample Content

Table of Contents

   Foreword     vii

   Acknowledgments     x

   About the Authors     xii

   Preface     xiii

Part I Sustaining Industry Leadership

Chapter 1 Core Values Can Be Strategic     3

Chapter 2 Brad Moore     5

Chapter 3 Jane Hoover      11

Chapter 4 Paul Charron      17

Chapter 5 Cynthia Round     23

Chapter 6 John Smale     29

Part II Applying Core Values for Capability

Chapter 7 Daniela Riccardi     39

Chapter 8 Wolfgang Berndt     47

Chapter 9 Mike Clasper     51

Chapter 10 Ed Rigaud     57

Chapter 11 Jill Beraud     63

Chapter 12 Jane J. Thompson     67

Chapter 13 Robert A. Miller     73

Part III Core Values and Teamwork

Chapter 14 Dave Brandon      81

Chapter 15 Brad Casper     87

Chapter 16 Kay S. Napier     93

Chapter 17 Cheryl Bachelder     99

Chapter 18 Bob Viney     105

Chapter 19 John Costello     113

Chapter 20 Fernando Aguirre     117

Part IV Core Values Drive Vision

Chapter 21 Sam Solomon     125

Chapter 22 Steve Case     131

Chapter 23 Kevin Roberts     137

Chapter 24 Jim McNerney     143

Chapter 25 Dean Butler     147

Chapter 26 John Pepper     153

Part V Doing the Right Thing

Chapter 27 Bob Wehling     161

Chapter 28 Jim Hackett     167

Chapter 29 Jose Louis Quintero     173

Chapter 30 Samih Sherif     179

Chapter 31 Bob Herbold     183

Part VI Changing Lives

Chapter 32 Charlotte Otto     193

Chapter 33 Mohan C. Mohan     199

Chapter 34 Harry Leibowitz     205

Chapter 35 Carole Black     211

Chapter 36 Dian Alyan     217

   Epilogue by Ed Artzt, Former CEO     223

   Appendix     227


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