Dave Walker, vice president of business service opportunities and Chairman of the Governance Team at Procter & Gamble, must decide what to do with P & G’s 5,700 employees Global Business Services (GBS) group. GBS brought together internal services such as finance and accounting, support staff, customer logistics, purchasing and information technology into a single, global organization, all P & G business units. Recently asked P & G CEO AG Lafley, whether further investment in GBS r … Read more »

Dave Walker, vice president of business service opportunities and Chairman of the Governance Team at Procter & Gamble, must decide what to do with P & G’s 5,700 employees Global Business Services (GBS) group. GBS brought together internal services such as finance and accounting, support staff, customer logistics, purchasing and information technology into a single, global organization, all P & G business units. Recently asked P & G CEO AG Lafley, whether further investment in GBS the best use of P & G represent the resources. Walker and the other members of the governance team must decide whether to spin off GBS, GBS outsource services to an outside company that outsource GBS divisions separately, best-of-breed companies, or keep the group in-house you. When deciding Walker and members of the team have an impact on the organization of the amendment of the existing relations between the members of GBS and the other employees at P & G. educational purpose. To address the issues in any decision to outsource services and the impact of such a change on the company consider
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from
Thomas J. DeLong
David L. Ager,
Warren Brackin,
Alex Cabanas,
Phil Shellhammer
Source: Harvard Business School
15 pages.
Publication Date: Jun 18, 2004. Prod #: 404124-PDF-ENG
Procter & Gamble: Global Business Services HBR case solution

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