CINCINNATI — More than a year after his return as Procter & Gamble's CEO, A.G. Lafley has bet his legacy on a bold plan to exit up to 100 brands to turn around the company. From 2000 to 2009 ...

But Lafley contends that P&G's family-like culture is a competitive advantage. For many reasons, it won't be easy for Lafley to keep the growth going.

Lafley's latest bid to revive P&G growth is a high-stakes move for the company and the region that 12,000 of its employees call home. If it works, P&G sales will resume steady growth and its stock ...

A.G. Lafley I recently had the honor of speaking to A.G. Lafley, who is the former Chairman of the Board, President, and Chief Executive Officer of Procter & Gamble. Under Lafley’s leadership, P ...

Lafley stressed P&G will keep growing brands in core businesses. Lafley said 23 brands have sales of more than $1 billion, 14 with sales of $500 million to $1 billion and 30 to 40 brands with ...

Watching A.G. Lafley at work is a deceptively unimpressive sight. As far as CEOs go, it's fair to say that the 55-year-old New Hampshire native doesn't have much dazzle or flair.

A.G. Lafley is something of a rock star when it comes to modern CEOs. After taking the reins of Procter & Gamble eight years ago, he has doubled revenues and brought stability to the consumer ...

A.G. Lafley, Chairman and CEO of Procter&Gamble, skipped over 78 general managers with more seniority in making a key staff appointment without even consulting the rest of his management team.

For all their talk of strategizing, business leaders are doing a surprisingly poor job of it, says A.G. Lafley, former CEO of Procter & Gamble Co. For all their talk of strategizing, business ...

Lafley led a turnaround at P&G after taking over in 2000 in the wake of a big share drop and a "crisis of confidence," as Mr. Lafley put it.

P&G CEO A.G. Lafley told shareholders at the company's annual meeting that its move to shed brands is "not a fire sale." Procter & Gamble Co.’s plan to shed underperforming brands doesn’t ...