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????在企業(yè)界里,，寶潔公司（Procter & Gamble）可能算是一匹老馬,，但這并不意味著它學(xué)不會新東西。

????這正是寶潔CEO麥睿博堅稱的觀點,。他正在帶領(lǐng)寶潔這個消費(fèi)品巨頭朝著數(shù)碼時代的商業(yè)模式轉(zhuǎn)變,。

????為了實現(xiàn)這個目標(biāo)，麥睿博與寶潔的技術(shù)總監(jiān)菲利浦?帕薩利尼進(jìn)行了緊密的合作,。本周二麥睿博和帕薩利尼聯(lián)袂出席了在阿斯彭召開的《財富》科技頭腦風(fēng)暴大會（Fortune's Brainstorm Tech conference）,，他二人的發(fā)言也為這次盛會拉開了序幕。

????經(jīng)過麥睿博和帕薩利尼兩人的共同“會診”,，這家市值790億美元的大公司在運(yùn)營中共存在88個獨立的基礎(chǔ)業(yè)務(wù)流程,。對于每一個流程，他們都仔細(xì)分析了從數(shù)據(jù)進(jìn)入那一刻,，到該流程能夠應(yīng)用到業(yè)務(wù)中時所需要的時間,。

????通過利用科技手段建立預(yù)測模型，他們發(fā)現(xiàn),，他們可以加快公司的決策進(jìn)程,，壓縮采取行動所需的時間。寶潔的最終目標(biāo)是：使企業(yè)實現(xiàn)實時運(yùn)營,，同時使所有寶潔員工可以在同一時間獲得相同的數(shù)據(jù),，從而推翻原有的組織結(jié)構(gòu)。

????帕薩利尼表示,，經(jīng)過這番努力,，“我們得以在過去的8年里成功削減了9億美元的成本?！?/p>

????其中的一個例子是,，直到最近之前,，寶潔還擁有一支多達(dá)5，000人的專業(yè)團(tuán)隊負(fù)責(zé)需求規(guī)劃,。其中每個人都有一套用來制作預(yù)測表格的輸入設(shè)備和方法,。本周五，麥睿博將為位于美國辛辛那提的一座新辦公樓揭幕,，寶潔將在這里通過電腦模型來進(jìn)行統(tǒng)一的需求規(guī)劃,。這也意味著這五千人中，有相當(dāng)一部分人需要轉(zhuǎn)崗,。

????麥睿博解釋道：“我們會實時對利潤預(yù)測和產(chǎn)量預(yù)測進(jìn)行評估,，并且可以及時做出決策，進(jìn)行必要的調(diào)整,。如果我們不具備這種能力的話,，在上半年經(jīng)濟(jì)越來越不景氣的背景下，我們的季報也許就不會如此搶眼了,?！?/p>

????麥睿博還講述了科技給寶潔從42億顧客獲取反饋的方式帶來的改變。還記得當(dāng)年印在寶潔產(chǎn)品背面的1到800的數(shù)字吧,？現(xiàn)在寶潔的品牌經(jīng)理們都有了一個虛擬的汽車儀表盤式的反饋系統(tǒng),，它可以實時顯示匯總自Twitter、博客和電子郵件的顧客反饋,，讓品牌經(jīng)理們隨時了解最新的消費(fèi)者認(rèn)知情況,。

????另外，在科技的幫助下,，寶潔的Old Spice牌沐浴露和體香劑也成了這兩個產(chǎn)品類別中的霸主,。這要歸功于寶潔在網(wǎng)絡(luò)上發(fā)起的“男人就該有男人味”廣告活動（以及這支廣告的男主角以塞亞?穆斯塔法），這個活動取得了巨大的成功,，它吸引了高達(dá)180萬人次的自主訪問量,。

????麥睿博認(rèn)為，總有一天,，寶潔的品牌將會和它的幾十億顧客形成一種一對一的關(guān)系,。他還表示：“如今的廣告已經(jīng)和從前很不一樣了。不能再對顧客進(jìn)行宣講,，而要營造一種討論的氛圍,，然后給予他們參與討論的自由，他們就會為你做廣告,?！?/p>

????麥睿博深知，要做出如此重大的轉(zhuǎn)變,，就意味著不能只把科技的使用局限在IT部門里,。對于人力資源部門來說,，企業(yè)不僅要讓他們招聘人員，還要讓他們對人員進(jìn)行培訓(xùn),，使員工通曉科技,。事實上，科技應(yīng)用能力現(xiàn)在已經(jīng)被納入了寶潔的績效考核體系中,，成為關(guān)系到每個員工績效考核成績的一個指標(biāo),。

????帕薩利尼表示，公司在員工中推行數(shù)字化變革的時候并沒有受到什么阻礙,?！拔覀兊淖龇ㄊ鞘刮覀兊慕鉀Q方案令人信服，引人入勝,，因此實在推行的過程中沒有出現(xiàn)任何反彈,。”

????這是否也包括CEO麥睿博本人,？麥睿博自己解釋道：“我的理想狀態(tài)是隨時開機(jī)，隨時聯(lián)線,?！辈贿^他本人卻并不是黑莓（Blackberry）的用戶，因為他覺得黑莓機(jī)打字不夠快,。他現(xiàn)在使用的是一款小型的全鍵盤電腦,，不論身處哪個國家，只要附近有手機(jī)信號塔,，這部電腦都可以讓他與外界進(jìn)行聯(lián)絡(luò),。“我不相信云服務(wù),，因為在肯尼亞或埃塞俄比亞這種地方,，我有時候無法連接到云服務(wù)?！?/p>

????看來,，不管寶潔在科技上表現(xiàn)得多進(jìn)取，終究還有一些理念仍然是寶潔一時半會兒難以接受的,。

????譯者：樸成奎

????As companies go, Procter & Gamble may be an old dog, but that doesn't mean it can't learn new tricks.

????That's what CEO Bob McDonald is claiming, as he attempts to turn the consumer product giant into a model of business in the digital age.

????To accomplish this, McDonald has formed a close alliance with P&G CIO Filippo Passerini, who shared the stage with McDonald on Tuesday, kicking off Fortune's Brainstorm Tech conference in Aspen.

????Together, McDonald and Passerini have identified 88 distinct business processes underlying the $79 billion company's operations. For each one they have analyzed the time it takes from the moment data comes to when it can be applied to the business.

????By using technology to develop predictive models, they've found they can accelerate decision-making and compress the time it takes to act. The ultimate goal: to run the business in real-time and collapse the organization by allowing all P&G (PG) employees to get the same data at the same time.

????As a result of these efforts, said Passerini, "We've been able to reduce $900 million in cost over the past eight years."

????One example: Until recently, P&G had a team of 5000 dedicated to demand planning. Each one had a set of inputs and techniques they used in their individual spreadsheet to make predictions. This Friday, McDonald will inaugurate a new facility in Cincinnati to aggregate demand planning using computer models, which means a good portion of those thousands of workers will be redeployed.

????"We review the profit forecast, the volume forecast in real time, and we make decisions to change at that point in time," explained McDonald. "If we had not had that capability, we probably would not have hit the quarters the way we hit them in the first half of the year, as the economy was heading south."

????McDonald also described how technology had transformed the way the company gathers feedback from its 4.2 billion customers. Remember those 1-800 numbers that used to appear on the back of all P&G products? Today P&G brand managers have a virtual "cockpit" dashboard that aggregates tweets, blogs, and emails to give them an up to the minute understanding of consumer perceptions.

????And of course McDonald couldn't fail to mention how technology (and a certain charming actor named Isaiah Mustafa) has helped Old Spice body wash and deodorant claim the number one spot in their categories. Thanks to the viral nature of the "Smell like a man, man" campaign online, P&G racked up 1.8 million free impressions.

????Said McDonald, who foresees a day when P&G's brands will have one-on-one relationships with its billions of customers, "Advertising is very different today. You don't talk to somebody. You engage them in a discussion and you give them the freedom to participate in that discussion, and actually to advertise for you."

????McDonald knows that making such dramatic changes means you can't just relegate technology to the IT department. For the HR department that translates to a mandate to hire and train people so that they are technologically literate. In fact, technology competency now factors in to every employee's performance review.

????But Passerini said that getting P&G employees to buy in to the digital revolution hasn't been a problem. "What we try to do is to make our solutions so compelling, and so attractive that there is really not push back."

????Does that include McDonald? "My ideal is always on, always connected," he said, but he's not a Blackberry user because the device doesn't allow him to type fast enough. Instead, McDonald carries a small computer with a full keyboard that allows him to connect to whatever nearby cell phone towers exist in whatever country. "I don't believe in a cloud because sometimes I can't connect to a cloud in Kenya or Ethiopia."

????No matter how progressive P&G may be with technology, it appears some concepts are still outside the company's comfort zone.