The standardization and simplification of processes and policies across the organization
accelerated under the leadership of Artzt and Jager. Challenging traditional practices and
policies became acceptable and welcome, as long as suggested changes could be shown to improve
consumer value by eliminating processes or costs that did not add value to the channel or products.
One manager observed:
Jager made it okay to make change happen faster. The ideas were bubbling in the
organization and the pace of change accelerated dramatically.