The Importance of Setting in The Awakening Essay -- Chopin Awakening

The Importance of Setting in The Awakening  Ã‚        Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   Setting is a key element in Chopin's novel, The Awakening  Ã‚   To the novel's main character, Edna Pontellier, house is not home. Edna was not herself when enclosed behind the walls of the Pontellier mansion. Instead, she was another person entirely-- someone she would like to forget. Similarly, Edna takes on a different identity in her vacation setting in Grand Isle, in her independent home in New Orleans, and in just about every other environment that she inhabits. In fact, Edna seems to drift from setting to setting in the novel, never really finding her true self - until the end of the novel.      Ã‚  Ã‚  Ã‚   Chopin seems highly concerned with this question throughout her narrative. On a larger scale, the author seems to be probing even more deeply into the essence of the female experience: Do women in general have a place in the world, and is the life of a woman the cumbersome pursuit to find that very place? The Awakening struggles with this question, raising it to multiple levels of complexity. Edna finds liberation and happiness in various places throughout the novel, yet this is almost immediately countered by unhappiness and misery. Even at the end, the reader is still left with the question of whether Edna has truly found a setting in which she can finally be herself.      Ã‚  Ã‚  Ã‚   Many readers would argue that Edna finds this niche in her seaside vacation home on Grand Isle. To Edna, the sea is a wide expanse of opportunity and liberation from the constricting socialite world of French Quarter New Orleans. Chopin's lavish descriptions of the sea give us an insight into its powerful effect on Edna:    The voice of the sea is seductive; never ceasing, whis... ...e Awakening." 1899. The Complete Works of Kate Chopin. Ed. Per Seyersted. Baton Rouge: Louisiana State UP, 1969. 881-1000. Delbanco, Andrew. "The Half-Life of Edna Pontellier." New Essays on The Awakening. Ed. Wendy Martin. Cambridge: Cambridge UP, 1988. 89-106. Gilmore, Michael T. "Revolt Against Nature: The Problematic Modernism of The Awakening." Martin 59-84. Giorcelli, Cristina. "Edna's Wisdom: A Transitional and Numinous Merging." Martin 109-39. Martin, Wendy, ed. New Essays on the Awakening. Cambridge: Cambridge UP, 1988. Papke, Mary E. Verging on the Abyss: The Social Fiction of Kate Chopin and Edith Wharton. Westport, CT: Greenwood, 1990. Seyersted, Per. Kate Chopin: A Critical Biography. Baton Rouge: Louisiana State UP, 1969. Showalter, Elaine. "Tradition and the Female Talent: The Awakening as a Solitary Book." Martin 33-55.

Women in the Military :: Women in Military Essays

Women now comprise 14 percent of the active-duty Armed Forces of the United States. That figure is up from 1.6 percent 25 years ago (Christian Science Monitor 1998:20). In 1948, President Truman signed the Women's Armed Services Integration Act which formalized the role of women in the military. Under the law, each branch of the service was allowed to appoint one woman Colonel (Byfield, 1998:02). Now, there are numerous women who serve as Generals and Admirals. They comprise all components of the forces including serving in combat units and aboard ships. It is hard to measure whether their integration into the services has been a success or a hindrance. Generally, when looking at the issue, one should consider the effect of the integration on defense readiness, unit cohesion and morale. The contributions of women to defense readiness are in a number of areas. Women occupy diverse positions in the armed forces. A large percentage of women work in the areas of health care, administration, personnel, and supply. In fact 44 % of all women in the military serve in the health care field (Rabkin, 1999). More and more women are entering nontraditional fields such as aviation, surface warfare, air traffic control and field artillery (Rabkin, 1999). From 1992 to 1998, for example, the number of marine flight officers and pilots increased from 0 to 62 (Rabkin, 1999). Similarly, the number of enlisted army women in field artillery increased from 32 to 122 during the period 1992 to 1998 (Rabkin1999). Basic training for women has been an ongoing issue for the military in terms of physical readiness. Military experts think that softening the training for women fails to transform them into physically fit, skilled soldiers who are supposed to be prepared for the demands of duty. They also think that accommodating women undermines the warrior spirit that draws young men to the military. The dropout rate for women is higher than for men. This can be attributed to the demands of physical readiness and coed training. Women fail to fulfill their commitments to serve in the military in all branches of the military. Leading the dropout rates are white women with an average rate of 43%, followed by black women at 33% and Hispanic women with 31% (Park, 1999:08). The possibility of women becoming prisoners of war is evident. One case in point is that of Melissa Rathbun-Nealy a military trained truck driver.

Jackie Robinsn: A man who Changed America Essay -- essays research pap

Jackie Robinson made one of the most daring moves by playing Major League baseball. The amount of pain and suffering this man went through was so harsh that I don't know how he was able to play. Carl Erskine said,"Maybe I see Jackie differently. You say he broke the color line. But I say he didn't break anything. Jackie was a healer. He came to rectify a wrong, to heal a sore in America"(Dorinson back cover). Jackie was born January thirty-first 1919. Shortly after he was born, his father deserted his family. Almost a year after that, Jackie's uncle came to visit and convinced his family to move to California with him. The whole family moved out there with his uncle. They moved to Pasadena,California. The neighborhood they moved into was mostly a white neighborhood. The white people did not want them in the neighborhood. They would criticize Jackie and his family. When he was about eight years old, he had learned to stand up for himself and answer back when the occasion demanded. Jackie went to Muir Tech. High School. At high school is where he began to get interested in sports. He competed in football, baseball, basketball, and track. He was a good player in every sport. During high school, college recruiters failed to pay attention to him. He didn't receive any scholorship, so he decided to go to Pasadena Junior College. Pasadena Junior College is where Jackie began to get noticed for his athletic abilities. He set many records in track, baseball, and football. Babe Horrel wanted to recruit Jackie from Pasadena Junior College. One of the best athletes on the West Coast(Tygiel 27) After two years at Pasadena Junior College, he transfered to UCLA. Jackie went here so his brother, Frank would be able to attend most of the games. His brother never did get to see a game because he died in a motocycle accident. At UCLA, Jackie lettered in four sports in one year. He was the first player to do that. He played track, baseball, basketball, and football. ... ...id become friends with him. It was his teammate Peewee Reese. Reese was a white man that played shortstop for the Dodgers. During one game, Jackie mad a diving catch to win the game for the Dodgers. Jackie got hurt on the play. Reese goes over to second base to make sure Jackie was alright. No one else came over to see if he was alright. It showed a lot of courage for Reese to do that. Reese took a lot of crap for doing it but he didn't care. Thus in eight years America's most prominent national sport moved from a tradition of seventy years discrimination to almost complere intergration(Tygiel 156). The big step of Jackie joining major league baseball changed everything in sports and life. He was a civil rights leader just like Martin Luther King Jr. He made the big step to show that it's not impossible to get things to be equal.We should all be very thankful for what Jackie Robinson has done. He didn't give into fear and run away from the challenge of breaking the color barrier. He took the challenge and conquered it. He changed the history of baseball and the rest of life. He helped the blacks become equal to the white race.

Brindage Act 1902 Essay

1.The Brindage Act 1902 that was implemented on November 12,1902, prohibits the Filipinos to form or join groups against the US government. The Act was created in order to pacify the Filipinos so that it would be easier for the American government to execute their plans for the country. This law states that whoever continues to revolt against the Americans will be considered as thieves. Even though Americans tried to stop the activists, there were still some Filipinos like Macario Sakay that remained fighting. They were affected greatly by the law, because they cannot walk streets without getting themselves arrested. And although they had the rich people funding them from the beginning, it was stop, therefore it led to the lack of food and arms. The bandoleros continued fighting even though some of their fellow Katipuneros surrendered to the US. I consider them heroes and patriots even though it is said that the country is in a â€Å"peaceful situation†, because they were fighting for the independence they fought since the Spanish times. 2.The First Philippine Republic or the Malolos Republic was established along with the proclamation of the Malolos Constitution. This was said to be the end of the Spanish rule. First President Emilio Aguinaldo changed the revolutionary government to a dictatorial and later went back to the revolutionary government. Malolos Republic has its President, Cabinet Members and Ministers, but in my opinion, it is still premature. The departments are messed up like the Department of Foreign Affairs, Navy and Commerce; Department of War and Public Works; Department of Police, Internal Order, Justice, Education and Hygiene; Department of Finance, Manufacturing Industry. It’s as if it was hastened just so they could form departments. I also believe that if this was a successful government, it would last longer, and the Americans could have let go of us to be an independent country.

Dumb Jobs

Dumb Jobs Many of us will work numerous dumb jobs in our lives before we finally get settled into a permanent  position. Dumb jobs such as working as an usher like the narrator in the essay: â€Å"Stupid Jobs Are Good to Relax With†. A couple of other examples would be jobs in a fast food restaurant or a retail store. In the essay, the narrator mentions that for the past couple of years he has relied on these â€Å"stupid jobs† in order to make enough of a living to get through life, while still studying at school.I think  what the author is saying here is very true because many students in university or college  are still in the middle of studying for that future full time career, but are still  being forced to work these jobs, part time, in order to pay their tuition and other expenses that come with university life these days. Expenses such as: residence, meals, phone bills and many others. As the title says, stupid jobs are good to relax with.Throughout the essay, the author is constantly trying to communicate with the audience that in these jobs you are allowed to be lazy and that just showing up and being there for your shift is good enough. This is when I begin to disagree with him because I believe that these temporary jobs should still be taken seriously in order to not only keep the job, but to also take away as many life lessons and common job skills as possible. This will surely help you have a better future in other jobs and careers.In general, I don’t think that these jobs are completely pointless like the author is making them seem at different moments in the essay. Finally, in my opinion these â€Å"dumb† jobs play a huge role in our society. They help develop important job skills and give teens and young adults some extra money that they can then go spends and help out the economy. They also give teens something to keep them busy and to take their minds off school or family life for a bit. Therefore, overall these jobs can be very useful in many different ways and should not be overlooked as pointless.

How P&G Tripled Its Innovation Success Rate

SPOTLIGHT ON PRODUCT INNOVATION Spotlight ARTWORK Josef Schulz, Form #1, 2001 C-print, 120 x 160 cm How P&G Tripled Its Innovation Success Rate Inside the company’s new-growth factory by Bruce Brown and Scott D. Anthony 64 Harvard Business Review June 2011 HBR. ORG Bruce Brown is the chief technology o? cer of Procter & Gamble. Scott D. Anthony is the managing director of Innosight. June 2011 Harvard Business Review 65 B SPOTLIGHT ON PRODUCT INNOVATION 66 Harvard Business Review June 2011 BACK IN 2000 the prospects for Procter & Gamble’s Tide, the biggest brand in the company’s fabric and household care division, seemed limited.The laundry detergent had been around for more than 50 years and still dominated its core markets, but it was no longer growing fast enough to support P&G’s needs. A decade later Tide’s revenues have nearly doubled, helping push annual division revenues from $12 billion to almost $24 billion. The brand is surging in emerging markets, and its iconic bull’seye logo is turning up on an array of new products and even new businesses, from instant clothes fresheners to neighborhood dry cleaners. This isn’t accidental. It’s the result of a strategic effort by P&G over the past decade to systematize innovation and growth.To understand P&G’s strategy, we need to go back more than a century to the sources of its inspiration— Thomas Edison and Henry Ford. In the 1870s Edison created the world’s first industrial research lab, Menlo Park, which gave rise to the technologies behind the modern electric-power and motion-picture industries. Under his inspired direction, the lab churned out ideas; Edison himself ultimately held more than 1,000 patents. Edison of course understood the importance of mass production, but it was his friend Henry Ford who, decades later, perfected it.In 1910 the Ford Motor Company shifted the production of its famous Model T from the Piquette Avenue P lant, in Detroit, to its new Highland Park complex nearby. Although the assembly line wasn’t a novel concept, Highland Park showed what it was capable of: In four years Ford slashed the time required to build a car from more than 12 hours to just 93 minutes. How could P&G marry the creativity of Edison’s lab with the speed and reliability of Ford’s factory? The answer its leaders devised, a â€Å"new-growth factory,† is still ramping up.But already it has helped the company strengthen both its core businesses and its ability to capture innovative new-growth opportunities. P&G’s efforts to systematize the serendipity that so often sparks new-business creation carry important lessons for leaders faced with shrinking product life cycles and increasing global competition. Laying the Foundation Innovation has long been the backbone of P&G’s growth. As chairman, president, and CEO Bob McDonald notes, â€Å"We know from our history that while prom otions may win quarters, innovation wins decades. The company spends nearly $2 billion annually on R&D—roughly 50% more than its closest competitor, and more than most other competitors combined. Each year it invests at least another $400 million in foundational consumer research to discover opportunities for innovation, conducting some 20,000 studies involving more than 5 million consumers in nearly 100 countries. Odds are that as you’re reading this, P&G researchers are in a store somewhere observing shoppers, or even in a consumer’s home.These investments are necessary but not sufficient to achieve P&G’s innovation goals. â€Å"People will innovate for financial gain or for competitive advantage, but this can be self-limiting,† McDonald says. â€Å"There needs to be an emotional component as well—a source of inspiration that motivates people. † At P&G that inspiration lies in a sense of purpose driven from the top down—the m essage that each innovation improves people’s lives. At the start of the 2000s only about 15% of P&G’s innovations were meeting revenue and profit targets.So the company launched its now well-known Connect + Develop program to bring in outside innovations and built a robust stage-gate process to help manage ideas from inception to launch. (For more on C+D, see Larry Huston and Nabil Sakkab, â€Å"Connect and Develop: Inside Procter & Gamble’s New Model for Innovation,† HBR March 2006. ) These actions showed early signs of raising innovation success rates, but it was clear that P&G needed more breakthrough innovations. And it had to come up with them as reliably as Ford’s factory had rolled out Model Ts.HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG Idea in Brief Procter & Gamble is a famous innovator. Nonetheless, in the early 2000s only 15% of its innovations were meeting their revenue and pro? t targets. To address this, the company set ab out building organizational structures to systematize innovation. The resulting new-growth factory includes large newbusiness creation groups, focused project teams, and entrepreneurial guides who help teams rapidly prototype and test new products and business models in the market.The teams follow a step-by-step business development manual and use specialized project and portfolio management tools. Innovation and strategy assessments, once separate, are now combined in revamped executive reviews. P&G’s experience suggests six lessons for leaders looking to build new-growth factories: Coordinate the factory with the company’s core businesses, be a vigilant portfolio manager, start small and grow carefully, create tools for gauging new businesses, make sure the right people are doing the right work, and nurture cross-pollination. ithout a further boost to its organic growth capabilities, the company would still have trouble hitting its targets. P&G’s leaders recog nized that the kind of growth the company was after couldn’t come from simply doing more of the same. It needed to come up with more breakthrough innovations—ones that could create completely new markets. And it needed to do this as reliably as Henry Ford’s Highland Park factory had rolled out Model Ts. In 2004 Gil Cloyd, then the chief technology officer, and A. G.Lafley, then the CEO, tasked two 30-year P&G veterans, John Leikhim and David Goulait, with designing a new-growth factory whose intellectual underpinnings would derive from the Harvard Business School professor Clayton Christensen’s disruptive-innovation theory. The basic concept of disruption—driving growth through new offerings that are simpler, more convenient, easier to access, or more affordable—was hardly foreign to P&G. Many of the company’s powerhouse brands, including Tide, Crest, Pampers, and Swiffer, had followed disruptive paths.Leikhim and Goulait, with suppor t from other managers, began by holding a two-day workshop for seven new-product-development teams, guided by facilitators from Innosight (a firm Christensen cofounded). The attendees explored how to shake up embedded ways of thinking that can inhibit disruptive approaches. They formulated creative ways to address critical commercial questions—for example, whether demand would be sufficient to warrant a new-product launch. Learning from the workshop helped spur the development of new products, such as the probiotic supplement Align, and also bolstered existing ones, such as Pampers.In the years that followed, Leikhim and Goulait shored up the factory’s foundation, working with Cloyd and other P&G leaders to: Teach senior management and project team members the mind-sets and behaviors that foster disruptive growth. The training, which has changed over time, initially ranged from short modules on topics such as assessing the demand for an early-stage idea to multiday cou rses in entrepreneurial thinking. Form a group of new-growth-business guides to help teams working on disruptive projects.These experts might, for instance, advise teams to remain small until their project’s key commercial questions, such as whether consumers would habitually use the new product, have been answered. The guides include several entrepreneurs who have succeeded—and, even more important, failed—in starting businesses. Develop organizational structures to drive new growth. For example, in a handful of business About the units the company created small groups focused Spotlight Artist Each month we illustrate primarily on new-growth initiatives.The groups our Spotlight package with (which, like the training, have evolved significantly) a series of works from an acaugmented an existing entity, FutureWorks, whose complished artist. We hope charter is to create new brands and business mod- that the lively and cerebral creations of these photograels. Dedic ated teams within the groups conducted phers, painters, and instalmarket research, developed technology, created lation artists will infuse our pages with additional energy business plans, and tested assumptions for specific and intelligence and amplify projects. hat are often complex and Produce a process manual—a step-by-step abstract concepts. This month’s artist is guide to creating new-growth businesses. The Josef Schulz, a German manual includes overarching principles as well as photographer who often detailed procedures and templates to help teams turns his lens on modern industrial constructs and describe opportunities, identify requirements for digitally strips away de? ning success, monitor progress, make go/no-go decisions, details to render moreand more. abstract, universally relRun demonstration projects to showcase the evant images. In the ? rst step I’m a photographer emerging factory’s work. One of these was a line of with his limitations, † he pocket-size products called Swash, which quickly once told an interviewer, refresh clothes: For example, someone who’s in a â€Å"and then an artist with his freedom of decisions. † hurry can give a not-quite-clean shirt a spray rather View more of the artist’s than putting it through the wash. work at josefschulz. de. June 2011 Harvard Business Review 67 SPOTLIGHT ON PRODUCT INNOVATION Sustaining CommercialCommercial innovations use creative marketing, packaging, and promotional approaches to grow existing o? erings. During the 2010 Winter Olympics, P&G ran a series of ads celebrating mothers. The campaign covered 18 brands, was viewed repeatedly by hundreds of millions of consumers, and drove $100 million in revenues. P&G’s Four Types of Innovation Sustaining innovations bring incremental improvements to existing products: a little more cleaning power to a laundry detergent, a better ? avor to a toothpaste. These provide what P&G calls  "er† bene? s—better, easier, cheaper—that are important to sustaining share among current customers and getting new people to try a product. Sharpening the Focus By 2008 P&G had a working prototype of the factory, but the company’s innovation portfolio was weighed down by a proliferation of small projects. A. G. Lafley charged Bob McDonald (then the COO) and CTO Bruce Brown (a coauthor of this article) to dramatically increase innovation output by focusing the factory on fewer but bigger initiatives. McDonald and Brown’s team drove three critical improvements.First, rather than strictly separating innovations designed to bolster existing product lines from efforts to create new product lines or business models, P&G increased its emphasis on an intermediate category: transformational-sustaining innovations, which deliver major new benefits in existing product categories. Consider the Crest brand, the market leader until the late 1990s, when it was us urped by Colgate. Looking for a comeback, in 2000 P&G launched a disruptive innovation, Crest Whitestrips, that made teeth whitening at home affordable and easy.In 2006 it introduced Crest Pro-Health, which squeezes half a dozen benefits into one tube—the toothpaste fights cavities, plaque, tartar, stains, gingivitis, and bad breath. In 2010 it rolled out Crest 3D White, a line of advanced oral care products, including one that whitens teeth in two hours. Such efforts helped Crest retake the lead in many markets. Pro-Health and 3D White were both transformational-sustaining innovations, meant to appeal to current consumers while attracting new ones. These sorts of innovations share an mportant trait with market-creating disruptive innovations: They have a high degree of uncertainty—something the factory is specifically designed to manage. Second, P&G strengthened organizational supports for the formation of transformationalsustaining and disruptive businesses. It estab lished several new-business-creation groups, larger in size 68 Harvard Business Review June 2011 and scope than any previous growth-factory team, whose resources and management are kept carefully separate from the core business.These groups— dedicated teams led by a general manager—develop ideas that cut across multiple businesses, and also pursue entirely new business opportunities. One group covers all of P&G’s beauty and personal care businesses; another covers its household care business (the parent unit of the fabric-and-household and the family-and-baby-care divisions); a third, FutureWorks, focuses largely on enabling different business models (it helped guide P&G’s recent partnership with the Indian business Healthpoint Services).The new groups supplement (rather than replace) existing supports such as the Corporate Innovation Fund, which provides seed capital to ideas that might otherwise slip through the cracks. P&G also created a specialized te am called LearningWorks, which helps plan and execute in-market experiments to learn about purchase decisions and postpurchase use. Third, P&G revamped its strategy development and review process. Innovation and strategy assessments had historically been handled separately. Now the CEO, CTO, and CFO explicitly link company, business, and innovation strategies.This integration, coupled with new analyses of such issues as competitive factors that could threaten a given business, has surfaced more opportunities for innovation. The process has also prompted examinations of each unit’s â€Å"production schedule,† or pipeline of growth opportunities, to ensure that it’s robust enough to deliver against growth goals for the next seven to 10 years. Evaluations are made of individual business units (feminine care, for example) as well as broad sectors (household care).This revised approach calls for each business unit to determine the mix of innovation types it needs to deliver the required growth. HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG Transformational-Sustaining Transformational-sustaining innovations reframe existing categories. They typically bring order-of-magnitude improvements and fundamental changes to a business and often lead to breakthroughs in market share, pro? t levels, and consumer acceptance. In 2009 P&G introduced the wrinkle-reducing cream Olay Pro-X.Launching a $40-a-bottle product in the depths of a recession might seem a questionable strategy. But P&G went ahead because it considered the product a transformational-sustaining innovation—clinically proven to be as e? ective as its much more expensive prescription counterparts, and superior to the company’s other antiaging o? erings. The cream and related products generated ? rst-year sales of $50 million in U. S. food retailers and drugstores alone. Disruptive Disruptive innovations represent newto-the-world business opportunities.A company enters ent irely new businesses with radically new o? erings, as P&G did with Swi? er and Febreze. Running the Factory Let’s return now to Tide, whose dramatic growth highlights the potential of P&G’s approach. Over the past decade the brand has launched numerous products and product-line extensions, carved new paths in emerging markets, and tested a promising new business model. If you had looked for Tide in a U. S. supermarket 10 years ago, you would have found, for the most part, ordinary bottles and boxes of detergent.Now you’ll see the Tide name on dozens of products, all with different scents and capabilities. For example, in 2009 P&G introduced a line of laundry additives called Tide Stain Release. Within a year, building on 26 patents, it incorporated these additives into a sible to 70% of Indian consumers and has helped to significantly increase Tide’s share in India. More radically, Swash moved the Tide brand out of the laundry room. The line has clear dis ruptive characteristics: Swash products don’t clean as thoroughly as laundry detergents or remove wrinkles as effectively as professional pressing.But because they’re quick and easy to use, they offer â€Å"good enough† occasional alternatives between washes. Swash took an unconventional path to commercialization. When the products were first sold, in a store near P&G’s headquarters in Ohio, they carried a different brand name and had no apparent connection to Tide. After that experiment, P&G opened a â€Å"pop up† Swash store at The Ohio State University. Both Tide Dry Cleaners is a factory innovation that represents an entirely new business model. new detergent, Tide with Acti-Lift—the first major redesign of Tide’s liquid laundry detergent in a decade.The product’s launch drove immediate marketshare growth of the Tide brand in the United States. P&G has also customized formulations for emerging markets. Ethnographic research showed that about 80% of consumers in India wash their clothes by hand. They had to choose between detergents that were relatively gentle on the skin but not very good at actually cleaning clothes, and more-potent but harsher agents. With the problem clearly identified, in 2009 a team came up with Tide Naturals, which cleaned well without causing irritation.Mindful of the need in emerging markets to provide greater benefit at lower cost—â€Å"more for less†Ã¢â‚¬â€P&G priced Tide Naturals 30% below comparably effective but harsher products. This made the Tide brand accestests helped the company understand how consumers would buy and use the products, which P&G then began selling exclusively through Amazon and other online channels. In early 2011 the company ramped down its promotion of Swash, although learning from the effort will inform its work on other disruptive ideas in the clothes-refreshing space.Whereas Swash was a new product line, Tide Dry Cleaners represent s an entirely new business model. It started when a team began exploring ways to disrupt the dry-cleaning market, using proprietary technologies and a unique store design grounded in insights about consumers’ frustrations with existing options. Many cleaning establishments are dingy, unfriendly places. Customers have to park, walk, and wait. Often the cleaners’ hours are inconvenient. P&G’s alternative: bright, boldly colored cleaners June 2011 Harvard Business Review 69 SPOTLIGHT ON PRODUCT INNOVATIONThe Factory’s Consumer Research at Work In October 2010 P&G launched the Gillette Guard razor in India, a transformational-sustaining innovation whose strategic intent was simple: to provide a cheaper and e? ective alternative for the hundreds of millions of Indians who use double-edged razors. The company’s researchers spent thousands of hours in the market to understand these consumers’ needs. They gained important insights by observing men i n rural areas who, lacking indoor plumbing, typically shave outdoors using little or no water—and don’t shave every day.The single-blade Gillette Guard was thus designed to clean easily, with minimal water, and to manage longer stubble. The initial retail price was 15 rupees (33 cents), with re? ll cartridges for ? ve rupees (11 cents). Early tests showed that consumers preferred the new product to double-edged razors by a six-to-one margin. Its breakthrough performance and a? ordability position it for rapid growth. featuring specialized treatments, drive-through windows, and 24-hour storage lockers to facilitate after-hours drop-off and pickup.Using the new-growth factory’s process manual, the development team identified key assumptions about the proposed dry cleaners. For example, could the business model generate enough returns to attract store owners willing to pay up to $1 million for franchise rights? In 2009 P&G’s guides helped the team open three pilots in Kansas City to try to find out. That year P&G also formed Agile Pursuits Franchising, a subsidiary to oversee such efforts, and transferred ownership of the dry-cleaning venture to FutureWorks, whose main mission is to pursue new business models that lie outside P&G’s established systems.It remains to be seen how Tide Dry Cleaners will fare, but one promising sign came in 2010, when Andrew Cherng, the founder of the Panda Restaurant Group, announced plans to open 150 franchises in four years. He told BusinessWeek, â€Å"I wasn’t around when McDonald’s was taking franchisees, [but] I’m not going to miss this one. † To ensure strategic cohesion and smart resource allocation, Tide’s innovation efforts have been closely coordinated through regular dialogues among several leaders—CEO McDonald, CTO Brown, the vice-chair of the household business unit, and the president of the fabric care division.They’ve also been the focu s of discussions at Corporate Innovation Fund meetings and similar reviews. This isn’t just the methodical pursuit of a single innovation. It’s part of a steady stream of ideas in development—a factory humming with work. and learning, and personally engage. Our journey at P&G suggests six lessons for leaders looking to create new-growth factories. 1. Closely coordinate the factory and the core business. Leaders sometimes see efforts to foster new growth as completely distinct from efforts to bolster the core; indeed, many in the innovation community have argued as much for years.Our experience indicates the opposite. First, new-growth efforts depend on a healthy core business. A healthy core produces a cash flow that can be invested in new growth. And we’ve all known times when an ailing core has demanded management’s full attention; a healthy core frees leaders to think about more-expansive growth initiatives. Second, a core business is rich with capabilities that can support new-growth efforts. Consider P&G’s excellent relationships with major retailers. Those relationships are a powerful, hard-to-replicate asset that helps the factory expedite new-growth initiatives. Swiffer wouldn’t be Swiffer without them.Third, some of the tools for managing core efforts—particularly those that track a project’s progress—are also useful for managing new-growth efforts. And finally, the factory’s rapid-learning approach often yields insights that can strengthen existing product lines. One of the project teams at the 2004 workshop was seeking to spur conversion in emerging markets from cloth to disposable diapers. Subsequent in-market tests yielded a critical discovery: Babies who wore disposable diapers fell asleep 30% faster and slept 30 minutes longer than babies wearing cloth diapers—an obvious benefit for infants (and their parents).Advertising campaigns touting this advantage helped m ake Pampers the number one brand in several emerging markets. 2. Promote a portfolio mind-set. P&G communicates to both internal and external stakeholders that it is building a varied portfolio of innovation Lessons for Leaders Efforts to build a new-growth factory in any company will fail unless senior managers create the right organizational structures, provide the proper resources, allow sufficient time for experimentation 70 Harvard Business Review June 2011 HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG approaches, ranging from sustaining to disruptive ones. See the sidebar â€Å"P&G’s Four Types of Innovation. †) It uses a set of master-planning tools to match the pace of innovation to the overall needs of the business. It also deploys portfolio-optimization tools that help managers identify and kill the least-promising programs and nurture the best bets. These tools create projections for every active idea, including estimates of the financial potential a nd the human and capital investments that will be required. Some ideas are evaluated with classic net-present-value calculations, others with a risk-adjusted real-option approach, and still others with more-qualitative criteria.Although the tools assemble a rank-ordered list of projects, P&G’s portfolio management isn’t, at its core, a mechanical exercise; it’s a dialogue about resource allocation and business-growth building blocks. Numerical input informs but doesn’t dictate decisions. A portfolio approach has several benefits. First, it sets up the expectation that different projects will be managed, resourced, and measured in different ways, just as an investor would use different criteria to evaluate an equity investment and a real estate one.Second, because the portfolio consists largely of sustaining and transformational-sustaining efforts, seeing it as a whole highlights the critical importance of these activities, which protect and extend legitim ate disagreement about the best way to organize for new growth. Whereas we believe in a factory with relatively strong ties to the core, some advocate a â€Å"skunkworks† organization. Others argue for â€Å"distinct but linked† organizations under an â€Å"ambidextrous† leader; still others recommend mirroring the structure of a venture capital firm. (P&G’s factory uses several organizational approaches. Treating capability development itself as a new-growth innovation lets companies try different approaches and learn what works best for them. A staged approach serves another important purpose: It’s a built-in reminder that a new-growth factory is not a quick fix. The factory won’t provide a sudden boost to next quarter’s results, nor can it instantly rein in an out-of-control core business that’s veering from crisis to crisis. GILLETTE GUARD After thousands of hours of research in the ? eld, P&G learned that a single-blade ra zor was a cheaper and e? ective alternative to double-edged razors for many consumers in India. CREST 3D WHITEUsurped by Colgate in the late 1990s, Crest has regained the lead in many markets owing to its introduction of several innovative oral care products, including ones that make teeth whitening at home a? ordable and easy. 4. Create new tools for gauging new businesses. Anticipated and nascent markets are notoriously hard to analyze. Detailed follow-up with one of the project teams that attended the pilot workshop showed P&G that it needed new tools for this purpose. P&G now conducts â€Å"transaction learning experiments,† or TLEs, in which a team â€Å"makes a little and sells a little,† thus letting consumers vote with their wallets.Teams have sold small amounts of products online, at mall kiosks, in pop-up stores, and at amusement parks—even in the company store P&G now conducts â€Å"transaction learning experiments,† which let consumers vote wi th their wallets. core businesses. Finally, a portfolio approach helps reinforce the message that any project, particularly a disruptive one, may carry substantial risk and might not deliver commercial results—and that’s fine, as long as the portfolio accounts for the risk. 3. Start small and grow carefully. Remember how the new-growth factory began: with a simple two-day workshop.It then expanded to small-scale pilots in several business units before becoming a companywide initiative. Staged investment allows for early, rapid revision—before lines scribbled on a hypothetical organizational chart are engraved in stone. It also provides for targeted experimentation. For example, there is and outside company cafeterias. P&G devised a venture capital approach to testing the market for Align, its probiotic supplement, providing seed capital for a controlled pilot. The company has also tested entire business models—recall the Kansas City pilots of Tide Dry Cle aners. 5.Make sure you have the right people doing the right work. Building the factory forced P&G to change the way it staffed certain teams. At any given time the company has hundreds of teams working on various innovation efforts. In the past, most teams consisted mainly of part-time members—employees who had other responsibilities pulling at them. But disruptive and transformational-sustaining efforts June 2011 Harvard Business Review 71 SPOTLIGHT ON PRODUCT INNOVATION HBR. ORG CONNECT WITH THE AUTHORS Do you have questions or comments about this article? The authors will respond to reader feedback at hbr. org. TIDE DRY CLEANERSStill in an early stage, this innovation arose in part from insights about consumers’ frustrations with the dinginess and inconvenience of most existing drycleaning establishments. require undivided attention. (As the old saying goes, nine women can’t make a baby in a month. ) There need to be people who wake up each day and go to sle ep each night obsessing about the new business. New-growth teams also need to be small and nimble, and they should include seasoned members. P&G found that big teams often bog down because they pursue too many ideas at once, whereas small teams are better able to quickly focus on the mostpromising initiatives.Having several members with substantial innovation experience helps teams confidently make sound judgment calls when data are inconclusive or absent. Finally, building a factory requires a substantial investment in widespread, ongoing training. Changing mind-sets begins, literally, with teaching a new language. Key terms such as â€Å"disruptive innovation,† â€Å"job to be done,† â€Å"business model,† and â€Å"critical assumptions† must be clearly and consistently defined. P&G reinforces key innovation concepts both at large meetings and at smaller, focused workshops, and in 2007 it established a â€Å"disruptive innovation college. People workin g on new-growth projects can choose from more than a dozen courses, ranging from basic innovation language to designing and executing a TLE, sketching out a business model, staffing a new-growth team, and identifying a job to be done. 6. Encourage intersections. Successful innovation requires rich cross-pollination both inside and outside the organization. P&G’s Connect + Develop program is part of a larger effort to intersect with other disciplines and gain new perspectives.Over the past few years P&G has: †¢ Shared people with noncompeting companies. In 2008 P&G and Google swapped two dozen employees for a few weeks. P&G wanted greater exposure to online models; Google was interested in learning more about how to build brands. †¢ Engaged even more outside innovators. In 2010 P&G refreshed its C+D goals. It aims to become the partner of choice for innovation collaboration, and to triple C+D’s contribution to P&G’s innovation development (which would m ean deriving $3 billion of the company’s annual sales growth from outside innovators).It has expanded the program to forge additional connections with government labs, universities, small and medium-sized entrepreneurs, consortia, and venture capital firms. †¢ Brought in outside talent. P&G has traditionally promoted from within. But it recognized that total reliance on this approach could stunt its ability to create new-growth businesses. So it began bringing in high-level people to address needs beyond its core capabilities, as when it hired an outsider to run Agile Pursuits Franchising. In that one stroke, it acquired expertise in franchise-based business models that would have taken years to build organically.SOME THINK it’s foolish for large companies to even attempt to create innovative-growth businesses. They maintain that organizations should just outsource innovation, by acquiring promising start-ups. But P&G’s efforts appear to be working. Recall that in 2000 only 15% of its innovation efforts met profit and revenue targets. Today the figure is 50%. The past fiscal year was one of the most productive innovation years in the company’s history, and the company’s three- and five-year innovation portfolios are sufficient to deliver against their growth objectives.Projections suggest that the typical initiative in 2014 and 2015 will have nearly twice the revenue of today’s initiatives. That’s a sixfold increase in output without any significant increase in inputs. Our experience tells us that although individual creativity can be unpredictable and uncontrollable, collective creativity can be managed. Although the next Tide or Crest innovation might stumble, the factory’s methodical approach should bring many more innovations successfully to market. The factory process can create sustainable sources of revenue growth—no matter how big a company becomes.HBR Reprint R1106C At P&G’s â €Å"disruptive innovation college,† people working on new-growth projects can choose from more than a dozen courses. 72 Harvard Business Review June 2011 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses.Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact [email  protected] org.

Leadership literature Essay

I can distill my personal command philosophy into four concepts†¦no catch phrases or buzz words†¦just simple principles[a1]  .   First, a commander needs to shut up [a2]  and let their [a3]  folks do their job as much as possible.   Second, a commander must clearly understand what the [a4]  individuals and organization expect from them.   Third, a commander must create their own reality.   Finally, a commander must be genuine.   Before explaining, I should probably qualify that what I’m[a5]   about to say is a product of my warped set of experiences.   It is in no way meant to be derisive or satirical†¦it’s just what I know to be true. Surely everyone is familiar with the notion that a well-executed, mediocre plan is much better than a poorly-executed perfect plan.   This [a6]  is the crux of empowering people.   Countless times[a7]   I have observed people discussing different approaches to a problem often pitting leaders against workers on how to skin the cat.   Unfortunately, the leader usually weighs in with the final say even overruling subject matter experts. [a8]   This leaves the subordinates to swallow the â€Å"front office† solution and try to make it work. Of course [a9]  most employees are good followers and they make it happen according to plan but there are several drawbacks of the top-down approach.   [a10]  First, it can take time for people to buy into a solution they played no part in conceiving.   Second, it can stifle solutions from the experts in the future. Third, it pulls the leader further into the weeds as direction is necessary to verify and vector progress[a11]  .   Why is this so hard to achieve in practice?   Perhaps it is personality driven, or perhaps it is instilled by senior mentors, but   for [a12]  some reason most leaders seem to lack the mental or moral aptitude to let folks press with solutions they deem â€Å"inferior.†Ã‚   Why not ask, â€Å"What do you think we should do?† and give that solution your full support.   Folks will take immediate ownership and you’ll be floored [a13]  by the results. Leadership literature is filled with cursory calls for the leader to communicate their [a14]  vision, goals and expectation.   Honestly, this somewhat of a cop out[a15]  .   Of course a leader needs to take an organization in [a16]  a clear direction, but [a17]  that direction has everything to do with context.   It is completely absurd to create a vision or organizational climate that fosters risk taking [a18]  at a nuclear base or rapid uninformed decisions in an engineering design flight. Likewise, it is equally ridiculous to roll into a squadron trying to pump [a19]  everyone up following a commander that rode them all into the ground during an ORI[a20]  .   A wise commander would take a moment to figure out, â€Å"What does this unit need from me?†Ã‚   Do they need a disciplinarian to check rampant DUIs?   Do they need a personable/approachable commander to get them through a recent suicide?   Perhaps they just need some top cover from the group or wing so they can get their jobs done.   Of course this will vary during a commander’s tenure as events occur and the personality [a21]  of the organization changes; the key to know what your folks expect of you. [a22] We’ve heard the anecdotes contrasting the impact different commanders have on the same organization, â€Å"under Col Smith my unit happy [a23]  and effective but after Col Jones took command, we were miserable and unproductive.†Ã‚   This is a good illustration of how commanders create their own reality.   Commander and supervisors who lament over their long hours, stressful environment and massive workload cannot improve their plight until they realize that they create this reality. Typically this frenetic environment is the result of a combination of poor organizational skills, micromanagement, lack of decision making and insufficient triage.   Conversely, the alternate universe that a commander should seek to create is one where folks understand what’s important, are trusted to work those priorities and insulated from distractions.   Likewise, the commander needs to be competent enough to know when to make a decision and when to shut up.   It all sounds simple, but in practice, creating this reality can be very difficult especially if there are strong type-A personalities within the unit or in the chain of command. The final concept and one that a commander has the least control over is sincerity.   One can do all the right things and say all the right things [a24]  but still be ineffective if they are not true to themselves.   If a commander isn’t passionate about what they [a25]  are [a26]  doing, doesn’t care about their[a27]   unit, or doesn’t respect their [a28]  boss, no amount of tap dancing or rhetoric will mask it.   This can be the result of apathy, narcissism or any number of other traits but it always shines through. Likewise, if a soft-spoken introvert wants to become a cheer-leading, fist-pumping commander, it will fall short.   Some amount of self-centeredness can be mitigated through education, self-reflection and mentoring but only to an extent.   Similarly, changing personal techniques or leadership styles to suit a specific situation can compensate for some personality traits.   The bottom line is that I would much rather work for a commander that was an uncharismatic, wrinkled blob who truly cared over the ‘GQ[a29]  ,’ smooth-talking egotist irrespective of how competent, ethical or confident they were. You might be thinking, â€Å"wait a minute, this guy is forgetting all the important stuff like core values, standards and discipline.†Ã‚   Well, yes, I did†¦I only have three pages and so accept these â€Å"bumper stickers† as given.   Will I expect service, integrity and excellence?   Absolutely!   Do I plan to emphasize safety, accountability and ethics?   No doubt!   I’m a military professional—anything less would be unacceptable.   It is actually these fuzzy principles (and others like them) that distinguish the vision-puking, smooth-talking automaton from an effective commander and leader in my book[a30]  .