Chapter 2

The Disciplines to Move Up to Stage 5 Transformation

It was January of 2015 and Julio Nemeth, the newly minted president of Global Business Services at Procter & Gamble, mulled over an ironic problem. He was taking over an organization that was, by all external benchmarks, already best in class in the shared services industry. His predecessor, Filippo Passerini, had left behind an enviable, globally awarded Global Business Services organization, which had shaped the GBS industry itself along the way.

Nemeth’s problem was simple—how to further improve a business model that was already industry leading. The external consultant advice to him was to do “more of the same” since the current P&G model obviously worked brilliantly. Being an ...

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