How Procter and Gamble Board Cut 100 Brands

Boardroom Conversations with Fexingo: CEOs, Strategy, and Corporate Leadership Explained · Jul 26, 2026 · 5m · transcript

In the mid-2010s, Procter & Gamble had over 200 brands but stagnant growth. The board made a bold call: divest more than half their portfolio and focus on just 10 core categories. This episode unpacks how the board identified which brands to keep, how they convinced management and shareholders to shrink, and why the strategy ultimately doubled their operating margin. We look at specific brands like Folgers and Duracell that were sold off, and how the board's governance process turned P&G from a sprawling conglomerate into a leaner, more innovative consumer goods powerhouse. A masterclass…