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  "documentTitle": "The Procter & Gamble Company (PG)",
  "authorId": "06_Trian_Partners",
  "authorName": "Nelson Peltz",
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      "kind": "callout",
      "text": "A lean holding company structure with 3 GBUs will lead to faster growth by:",
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      "text": "We believe P&G should organize into a lean holding company with 3 largely autonomous GBUs",
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      "text": "1) Beauty, Grooming, & Health Care ($26bn revenue)\n2) Fabric & Home Care ($21bn revenue)\n3) Baby, Feminine & Family Care ($18bn revenue)",
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      "text": "Strategy: Run like a series of smaller, connected companies to be faster moving and more locally adept\nEach GBU will have regional leaders with full P&L ownership including sales, marketing, manufacturing, distribution & logistics, G&A (excl. shared services), etc. Oversight at GBU level that includes global brand management and R&D\nLean holding company (\"HoldCo\") corporate staff\nCEO oversees 3 GBU Presidents to ensure best-practices cross-GBU\nHoldCo controls public company functions and costs\nBack-office / shared services that are agreed to by GBU leaders",
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      "text": "Creating accountability: Each GBU President will have full and clear control of the entire P&L\nReducing operational complexity: Allows P&G to operate as three smaller, more focused businesses while preserving appropriate and logical synergies\nFaster decision making: Speed and agility is not a luxury, but a matter of survival\nLeaner cost structure: Empowers the GBUs by placing more resource decisions within the businesses\nUnderstanding of local trends: Consumer preference is increasingly fragmented and local; must be served in culturally relevant ways",
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