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" what A. G. Lafley, CEO at highly innovative Procter & Gamble, said about innovation. “It is possible to measure the yield of each process, the quality, and the end result.” Lafley quickly brought systematization to the innovation process at P&G, creating the Living It program, putting employees in the homes of customers to systematically observe their challenges and processes; Working It, to connect company decision makers with the front lines of their channel partners; and Connect and Develop, to combat the insular, not-invented-here blinders and realize that lots of innovation happens outside Procter & Gamble’s walls. "
― Jason Jennings , The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change
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" You know what it’s like when everyone is on the same page, don’t you? Work is more fun, morale is high, and when one workday ends people look forward to the next one. When everyone’s on the same page, teams get lots done without anyone barking orders or breathing down their necks, hard work isn’t as draining, and sacrifices aren’t a big deal. Problems get solved without too much fuss, but not because everyone always agrees. It’s just that everyone does their best to communicate and cooperate, discussing any temporary rift like adults and coming to consensus quickly. The beauty of having everyone on the same page is that it doesn’t matter who is on the team—aggressive people, collaborators, creative types, bean counters, senior execs, front-line workers, old hands, or new hires—the most diverse groups overcome any obstacles and maintain their momentum. "
― Jason Jennings , The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change