Thank you for being part of the 2nd re-ignition program!
Have you been to a previous ATL Chapter meeting?

Facts & Figures
Purpose & Goals
Mission & Vision
Who We Serve
Appendix
ATL Alumni Survey Toplines

Who was at the 1/12 Chapter Kick-off? What did you think?

1/12 ATL Chapter Re-ignition Kick-off Survey Results
100% - event overall was very good/excellent
100% - were very/extremely likely to attend a future event
82% - were very/extremely likely to invite a colleague to a future event
Thank you Darlene & Michael for your leadership!

Thank you
Rob, Jim, Stacy, Janne & Arby’s
for the delicious food & great space
a 2nd time!
On 1/12/16, the ATL Chapter members contributed
$505 that will feed 5,000 deserving kids.

Thank you Harris Fogel, Board member,
for SAP’s 2nd refreshment sponsorship!

Next exciting program planned for Sept. 7 with
Cheryl Bachelder, CEO, Popeyes Louisiana Kitchen, Inc.

And for Q4 - an exciting program planned with
Jamie Turner
Internationally Recognized Author, Speaker & CNN Contributor
CEO of SIXTY Marketing & 60 Second Marketer
Producer of Mobile X Festival

Are you interested in Q3 social event?

P&G Alumni Network Atlanta Chapter
www.linkedin.com/groups/8341948
www.pgalums.com primary site for networking & info
www.pgnetworker.com second site used to facilitate networking among alumni -will
be integrated with primary site this year
P&G Alumni Network Official Global www.linkedin.com/groups/2884
www.facebook.com/groups/pgalums
www.twitter.com/pgalums Use #PGAlumsATL
Stay Connected

4 Ways You Can Be Part Of Re-igniting ATL Chapter
Post selfie & comments about tonight
Use @PGAlumsATL #PGAlumsATL
Get involved – programming, sponsorship, recruiting, Board.
Tonight’s presentation will be posted in ATL Chapter Linkedin Group.
Share it with your ATL & Global P&G friends.
Share feedback on survey you will receive – continuous improvement.

Let’s donate BIG again tonight!
Jim Taylor, please share Arby’s match announcement.
Joe’s chosen deserving cause that we support.
www.cmo.com/articles/2016/2/23/the-cmocom-interview-emily-
callahan-cmo-alsacst-jude-childrens-research-hospital.html

P&G Alums will try at each event to
raise money for a selected charity

ST. JUDE IS LEADING THE WAY THE
WORLD UNDERSTANDS, TREATS AND
DEFEATS CHILDHOOD CANCER AND
OTHER LIFE-THREATENING DISEASES.

TREATMENTS INVENTED AT ST. JUDE HAVE HELPED PUSH
THE OVERALL CHILDHOOD CANCER SURVIVAL RATE FROM
WE ARE WORKING TO DRIVE THE OVERALL SURVIVAL
RATE TO 90% IN THE NEXT DECADE. WE WON’T STOP
UNTIL NO CHILD DIES FROM CANCER.

NO FAMILY EVER PAYS ST.
JUDE FOR ANYTHING—NOT
FOR TREATMENT, TRAVEL,
HOUSING, OR FOOD.

$25
• Child-size rehabilitation
weights
• Meals for one day for a
patient family
$50
Donations – big and small – help
St. Jude families:
$100
• A “No Mo’ Chemo” party
• Necessities and toiletry items
for parents during in-patient
stays
• A red wagon
• Pair of pediatric crutches

When you give a
donation, you're helping
St. Jude give patients
and their families what
they need, when they
need it.
THANK YOU!

St. Jude Clinical & Research Innovation
 Two Novel, Life-Saving Technologies
 St. Jude Red Frog Events Proton Therapy Center
 Focusing radiation on cancer cells, avoiding damage to healthy tissue
 A detailed mapping process required for each patient
 System’s beam of radiation only millimeters wide
 Minimizes collateral damage to the brain
 Allows tumor elimination where excising not possible
 St. Jude Children’s Research Hospital-Washington University Pediatric Cancer Genome Project
 In 2010, St. Jude took the lead in increasing knowledge about childhood cancer with Washington
University
 Goal was to sequence complete cancerous & healthy genomes of 600 patients in 3 years
 Resulted in 800+ sequenced genomes
 Largest-ever release of comprehensive cancer genome data--free access to global scientific
community
 named as one of TIME magazine's annual Top 10 Medical Breakthroughs

St. Jude & Atlanta
• St. Jude Walk/Run to End Childhood Cancer
Communities across the country join together to participate in the St. Jude Run/Walk to End Childhood
Cancer, an exciting family-friendly 5K to raise money for the kids of St. Jude. Join us in Atlanta at Lenox
Mall on September 24. www.stjude.org/walkrun
• St. Jude Southern Evening of Hope, A Legends for Charity Event
This is a part of a national event which annually presents The Pat Summerall Award during Super Bowl
Weekend. Last year, the event honored Chuck Dowdle, and it will honor another Atlanta legend this
year. Join us at the InterContinental Buckhead on May 14. www.stjude.org/southernevening
• St. Jude Magic Carpet Ride
Enjoy a wonderful evening with dinner, drinks, and dancing while supporting St. Jude. We will have a
wonderful live and silent auction where you can win fabulous items. Join us on October 1 at the Georgia
Tech Conference Center & Hotel.
• St. Jude Golf Tournament
Golf is a great way to raise money for the kids of St. Jude. Golf tournaments take place across the
country for St. Jude. Enjoy raising money for the kids while playing a great sport as well!

THANK YOU!
FROM THE
KIDS OF
ST. JUDE

‘Every company is a tech company.
If you don’t believe this, you will soon be disrupted
and out of business’.

‘When I got here, I told the team, “I want you to bring me things that are going to make
me very uncomfortable.” I challenged the team to push me as far as I can go. We’re not
always going to move forward with those things, but I truly believe that if you step way
outside your comfort zone, it forces you to end up outside of the norm’.
‘This is marketing warfare. Very few great things have ever been done without taking risks’.
www.cmo.com/articles/2016/2/26/the-cmocom-interview-rob-lynch-cmo-arbys.html
Rob Lynch
on Innovation

Proven Best Practices
From Entrepreneurs & Innovators
That You Can Apply To Your Business
Joe DeLapp Steve Cook Brian Hankin Lee Herron Samantha Hodgkins Udaiyan Jatar
(UJ)

6 “Pilots” enlisted to navigate our diverse trip
to innovation “best practices”
Tonight’s Journey

Tonight’s Journey
• Tonight’s flight path:
• Taxi: Joe DeLapp
• Take off:
• Pilot UJ—a strategic framework
• 2-3 minutes per panelist--innovation
• Cruising with panel and YOU:
• Q&A by me, but …
• By YOU—ask questions anytime
• Setting a goal of uncovering 20 Best Practices

Innovation
So how would YOU define innovation?

• CEO A. G. Laffley indicated in 2010 the world caught up and passed P&G
• Our alma mater “Procter & God” :
• Did not keep up
• Lacked agility
• Moved too slowly
• Change so prevalent, few can sustain growth without continuous
innovation that offers value
• “Incremental” or evolution as well as
• Transformational, “disruptive” or revolution
Innovation

• So…what is the innovation we need?
• Where does innovation come from?
• Who is responsible for doing that?
• When can I get some?
• How do I find the people who can think/manage it?
• Can I bring innovation to my company?
• What are some best practices that I can use?
Tonight’s Event

• These will be the questions we will try and answer tonight
• What is innovation
• How bring innovation into your company
• What are the “best practices”
Again, burden not just on me, everyone tonight is a panel member.
Tonight’s Event

Pilot Joe DeLapp
• A somewhat “Traditional” Career
• Paper-2 years
• Consumer—12 years—Dir. of Marketing
• Prof. and Cons.—5 years VP of Mktg & Sales
• I had entrepreneurial mindset---more openness with two of these
companies

• Prepared me for more of a “non-traditional” life:
• Briot/ABB—10 years—CEO—Complete turnaround
• VTI eye care technology start up—8 years CEO with disruptive technology
for presbyopia and myopia progression (creep)
• MarkNet, Inc. Consulting—3 years—10 companies—point companies
toward greater prosperity in innovative ways
Pilot Joe DeLapp

•Key in my career:
• Always looking to improve or reinvent the business (be better)
• Innovation (better) can be a:
• Product
• Service
• Package
• Cost Improvement
• Everything that involves what you offer
• Agile/flexible
• Seek to be disruptive
• And a few other very helpful tools…
Pilot Joe DeLapp

• How Can You Create a Culture of Innovation?
• 4 suggested tools:
1. Communicate the need…constantly
• More likely for an organization to find the courage to try, fail, redo, and try again.
• Use clear examples/prototypes to demonstrate your innovation
2. We all have more resources than we think--Agency/Suppliers (Give 3
business-building ideas a year)
3. Define jobs around innovation— make a job prerequisite (3M--15% of
employee time on projects of their choosing)
4. Reward people who bring innovation (3 levels of awards at JNJ)
Innovation

• What if you are not in an environment that does not encourage
or defines jobs around innovation?
• Well, let’s bring the panel in for some missing pieces.
Innovation

Transcende
nt
Innovation©
Sustainable Growth &
Competitive Advantage
@TeamBlueEarth
@UdaiyanJatar

+10%
-10%1st quartile 2nd quartile 3rd quartile 4th quartile
Anjan Thakor: 1985-1995 Study
4%
1%
-1%
-4%
10 yr Average of S&P 500. Return on Net Assets minus Cost of Capital
COMMODITIZATION

© BLUE EARTH NETWORK 2015
BLUE EARTH TRANSCENDENCE INDEX©

$K
$50K
$100K
$150K
$200K
$250K
$300K
1985 1995 2005
BETI
®
OUTSHINES S&P 500
TRANSCENDENT
BRAND
INDEX
S&P 500
JIM COLLINS’
GOOD2GREAT

TRANSCENDENCE
Transcendent Innovations©
scale
across:
1. Religions
2. Political ideologies
3. Economic models
4. Cultures
5. Socio-economic classes
6. Age groups
7. Races
8. Etc.

WHAT IS INNOVATION?
NEW STUFF? BETTER OUTCOMES?
• New processes
• New business models
• New products
• New organization design
• Old stuff put together in a new way
• Etc.
TRANSFORMED BEHAVIOR
• Old outcomes – but easier,
better, faster, cheaper etc.
• New outcomes
• Transformative growth
• Sustainable Competitive
advantage
• Etc.

CURRENT
BEHAVIOR
SOLUTION
IQ
TRANSFORMED
BEHAVIOR

David has to
change the
game to beat
Goliath

BLUE EARTH PURPOSE: FLOURISHING ORGANIZATIONS
Fully integrated research, innovation, marketing and operations with a singular
focus on crafting and scaling transformative innovation.
UNFILTERED DISCOVERY
1. Aspirations that drive
behavior change
2. Re-framing problems
3. Identifying emotional
barriers to change
4. Clarifying Purpose©
CRAFTING
TRANSFORMATION
1. Holistic Value
Proposition©
2. Innovation Brief & Design
Thinking
3. Lean Prototyping
4. Designed Experiments
SCALING AUTHENTICALLY
1. Purposeful business model
innovation
2. In-market testing and
evolution
3. Decision Lens, Branding &
Communication
4. Organizational Design for
Growth

CLARIFYING OUR PURPOSE

What is the box?
ORGANIZATIONCATEGORY
SOLUTION USER
competencies
widgets
competitors
users

The Blue Earth
Framework© Human
Aspirations
Holistic Value
Proposition
Disruptive
invention
1
UNFILTERED
DISCOVERYORGANIZATIONCATEGORY
SOLUTION USER
SOCIETY
HUMAN

HIGHER ASPIRATIONS DRIVE UNIVERSAL BEHAVIOR CHANGE
Trusted Everywhere.
Soft, Delicious, Nutritious
Choosy Moms Choose Jif
Because You’re Worth It.
Follow your dreams
Enjoy the moment
Express yourself
Be the healthiest you can beSelf-Actualization
Esteem
Love/Belonging
Safety
Physiological
Maslow’s Hierarchy Of Needs Brand Purpose
DISCOVERY INNOVATION ADOPTION

The Fountain
of
Self-
Expression!
1
UNFILTERED
DISCOVERY

…this soda dispenser is no more
just another soda dispenser than
the iPhone is just another phone.
Coolest products of the decadeGold, New retail frontiers, 2011
…one of the highest accolades
a company can receive in the
name of innovation and
business success.

THE HUMAN BRAIN
ReptilianSurvival instincts
NeocortexSpeech, learning, creativity
Limbic systemEmotions, memory

Limbic vs. Neocortex
processes / second
5
10
15
20
25
30
35
40
45
Neocortex

processes / second
5
10
15
20
25
30
35
40
45
NeocortexLimbic
40/sec

processes / second
40
NeocortexLimbic
40/sec 20,000,000/sec

PURPOSE, PASSION & CRAFTSMANSHIP

idea people
scientists
planners
finance
sales &
operations
customer
BUILDING A TRANSCENDENT ORGANIZATION©
Source: Gifford Pinchot III
Intrapreneurs
1 2 3
Unfilter
ed
Discov
ery
Disrupti
ve
Inventio
n
Transcen
dent
Adoption

Stage-Gate
Committee
Yoda Advisory
Board
“Did the test succeed?” What learn, did you?
Selects best ideas
Start tiny, you should
“We decide!” Perspective another, you need
Maintains systems
Experiment, you mustAfraid of failure
Kill the opportunity, you should not
GOVERNING TRANSCENDENT INNOVATION©

UNFILTEREDDISCOVERY CRAFTINGTRANSFORMATION SCALINGWISELY
1. Specializedstakeholder
research
2. Re-framingproblems
3. Identifyingauthenticpassion
4. ClarifyingPurpose©
1. HolisticValueProposition©
2. InnovationBrief & DesignThinking
3. Iteratingevery businessstrategy
4. DesignedExperimentstovalidate
scalability
1. DecisionRubric
2. Purposeful businessmodel innovation
3. In-market testingandevolution
4. Branding& Communication
5. Organizational Designfor Scale
Transformation Team: Singular focus on crafting and scaling
transformative innovation.
1. System Thinking
2. Lean Design Thinking
3. Scientific Method
BLUE EARTH MODEL©
TO SCALE PURPOSEFUL ORGANIZATIONS

TEAM BLUE EARTH
NTEGRATED RESEARCH, INNOVATION, BRANDING, LEADERSHIP, OPS
Startups & Nonprofits Corporations
BLUE EARTH INSTITUTE
TRAINING & ORG DEVELOPMENT
Intrapreneurs &
Entrepreneurs
BLUE EARTH PROJECTS: CROSS-SECTOR CHALLENGES
CPI
Program
Master
Class

BlueEarthNetwork.com
Dream Massive.
Start Tiny.
Scale Conscientiously.
@TeamBlueEarth info@BlueEarthNetwork

The War for Talent grows increasingly
difficult, particularly as those associated with
innovation and entrepreneurial expertise shift
away from “fixed locations” like corporations to
a freelance economy
In a 2015 BCG study, 79% of Fortune 1000
senior executives said “innovation is a top
3 priority” for their companies
According to studies by Forbes and
Fortune, 50% of new businesses fail
within the first year of launch, and 80-
90% fail within five years
Corporate Strategy Board finds that
mature companies attempting to enter
new businesses fail as often as 99%
of the time
What The Marketplace Says About Launching Businesses
5
Proprietary and Confidential
© 2015 Launch Alchemists

A “Total Innovation System” incorporates all three types
of innovation and is managed as a portfolio
6
Innovation Portfolio Management
The “Golden Ratio” for Innovation investment is 70%
on core, 20% on adjacent and 10% on transformational
Yet the long-term return is the reverse; that is, 70% of
the value creation comes from transformational
efforts
The more transformational the innovation, the more
important that is is removed from the core business

People
Apply the right skills and experiences at the right time for a specific concept
Process
Deploy agile processes and methods to develop, test, launch and refine all
aspects of the business
Perspective
Embrace risk, quick learning and tenacity to maintain a launch-focus. Do not
adhere to internal norms and biases.
Place
Create a space outside the four walls that fosters innovation, divergent thinking
and experimentation
Path to Profit
Focus efforts on a clear plan, adjusting as necessary to create value. Align
incentives around measurable success.
We Call This “The 5 Ps™” of a Launch
P
P
P
P
P
10

Idea
Scoping
Preliminary
Business
Case
Full
Development
Launch
Preparation
Market
Execution
1. Proof of
Consumer
Interest
2. Alignment with
Strategy
3. Volume & Value
Range es ma on
1. Develop
preliminary
business case
2. Confirm Lead
Market
commitment
3. Concept
development and
Valida on
Alpha: Validate &
op mize solu on
(Looks like/Works
like)
Beta: Validate
solu on
commercially (Looks
like/Works like/
Made like)
Detailed marke ng
Plan developed
1. Finalize the
Prepara on for
Launch
2. Assess Produc on
and Distribu on
Capabili es
3. Business Case
finaliza on
1. Assess learnings
from launch
2. Iden fy
reapplica on
target markets
3. Capture best
prac ces for re-
launch
Build Project
Team to
Develop
Business Case
Decision to
Charter
Alloca on of Full
Project Team
and Funding
Decision to
Develop
Commit to
Launch. Allocate
funds &
resources for
Launch
Decision to
Launch
Commit to
Execu on
Decision to
Produce
Commit to
Expansion
Decision to
Expand
Regular rou nes to review and access Key Projects
GATE
STAGES
Conventional Innovation Management Best Practice

✗Linear
✗Lack of continuity/hand-offs
✗Lack of dedication
✗People game the system
✗Square peg/round hole
✗Rigid check-ins
✗Overpowering oversight
Discipline & Control
Predictability
Portfolio View
Resource Management
Visibility
Any kind of toll-gate process has Pros AND Cons

Get involved. Spread the word. See you at our next program.
Thank you for joining us!

Facts & Figures
P&G Alumni Global Network started in 2001 by 6 Founding Members following an
informal annual alumni get-together in Chicago with AG Lafley, CEO.
Today, there are 37,000 global members across 50 chapters in 37 countries.
One of the Top 10 largest company alumni communities in the world.
There have been bi-annual global conferences, first in 2003 in Cincinnati and most
recently 2015 in Miami. Next one will be Fall 2017 in Cincinnati.
The Alumni Network has raised & donated $700,000 to causes around the world.
Metro Atlanta Chapter started 2006 - last meeting 2010. 350 ATL Alums in DB.

Facilitating the connections between and among alumni for
either professional/ business reasons or solely personal reasons.
Giving back to the communities and organizations in which our members are
meaningfully involved.
The Network is intended to be a confederation of independent chapters
rather than a centralized association that defines the activities of the
individual chapters.
Purpose & Goals

Mission & Vision
Mission
We are a group of business professionals with the shared experience of having
worked for Procter & Gamble. We have come together to serve our alumni
around the world both personally and professionally and give back to society.
Vision
To harness the skills and talents of this remarkable group of people for both
their personal growth and to the benefit of the communities in which we live and
work and to become the most respected and most highly regarded business
alumni organization in the world.

Our Members
The underlying intention is to build an organization of individuals with shared experiences that
are the result of being employed by P&G. We do not differentiate between individuals who
retired from the Company or those who left to join another organization.
Our Chapters
Our primary vehicle for serving the membership on a regular basis is the confederation of
chapters around the world. We anticipate that the needs of the chapter network will be different
from the needs of the individual members themselves and we believe that to serve the
members, we will need to understand the particular needs of the chapters.
Our Philanthropic Beneficiaries
Our philanthropy is driven by the interests of our members and chapters. We have defined
philanthropy as contributing our expertise, time, and financial resources to activities which focus
on economic empowerment through business education, entrepreneurship, economic
development and inclusion, and free enterprise.
Who We Serve

ATL Member Profile
- 62% were in Brand or CBD/Sales
- 55% were 4-15 yrs … 29% were >15 yrs
- Roles/industries today:
45% GM
24% Marketing/Sales
50% B2C … 43% B2B
29% CPG
What ATL Alums Want
Professional Development from Alums & other experts
- leadership
- business growth strategies
- building agile decision making capabilities
- recruiting, developing, retaining great talent
- managing org politics, cultural change, restructuring
- partnering to expand business into adjacent space
- cost-effective biz dev & customer acquisition
- entrepreneurship, start-ups, innovation
- digital marketing, social media
- implications of the ‘cloud’
- B2B & B2C branding
- networking
ATL Survey Toplines
ATL Chapter … built by us … for us
1 member-centric program per quarter

P&G Alumni Network Atlanta Chapter April 20 Program

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