You will hear an interview on CEO Robert McDonald, talking about the nature and progress of the company’s digitisation initiativ

You will hear an interview on CEO Robert McDonald, talking about the nature and progress of the company’s digitisation initiative, as well as its implications for P&G’s people and culture.
For each question 23-30, mark one letter(A, B or C)for the correct answer.
After you have listened once, replay the recording.
You have 45 seconds to read through the questions.
[pause]
Now listen, and mark A, B or C.
[pause]
Woman: Today, I sat down with McDonald at P&G’s Cincinnati headquarters to talk about the nature and progress of the company’s digitisation initiative, as well as its implications for P&G’s people and culture. Good afternoon, Mr. McDonald.
Man: Good afternoon.
Woman: So, What do you mean by digitalising P&G?
Man: Our purpose at P&G is to touch and improve lives: everything we do is in that context. With digital technology, it’s now possible to have a one-on-one relationship with every consumer in the world. The more intimate the relationship is, the more indispensable it becomes. We want to be the company that creates those indispensable relationships with our brands, and digital technology enables this.
Woman: To be unique, that sounds so ambitious, we know that "consumer pulse" stands for some market research, could you tell me something more about that?
Man: Well, except letters, now we’ve got blogs, tweets, all kinds of things. And so we’ve developed something called "consumer pulse", which uses Bayesian analysis to scan the universe of comments, categorise them by individual brand, and then put them on the screen of the relevant individual. I personally see the comments about the P&G brand. This allows for real-time reaction to what’s going on in the marketplace, because we know that if something happens in a blog and you don’t react immediately—or, worse, you don’t know about it—it could spin out of control by the time you get involved. The technology also lets us improve things that are working.
Woman: Have you thought about this in the perspective of operational view?
Man: From an operational standpoint, we also believe that to be successful we’ve got to continue to improve productivity, and being digitally enabled allows for that as well. So we’re digitising our operations everywhere— from our manufacturing plants to the stores where consumers purchase our products. We believe digitisation represents a source of competitive advantage.
Woman: Even digitalising the plants?
Man: Yes. In our manufacturing plants, for example, we have systems that allow people to use iPads to download data off the production line in real time and communicate that to a place where we roll the data up. We’re not there yet, but we envision a system where I could literally see, on my laptop, any product at any moment as it goes through the manufacturing line of any one of our plants. And what I’d love to be able to do is see the costs of that product at the same time. It’s challenging because accounting systems aren’t designed today for operations—they tend to look backward—but we’re working on integrating our operational system with the financial system to move in that direction.
Woman: Do you have other parts of your business digitalised, too?
Man: Well, we want to be digitally connected to retailers, too. For example, we use and support GDSN, which is basically a standardised data warehouse that allows us to do commerce with our retail partners in a totally automated way, with no human intervention. The industry association GS1 did a study a few years ago that found that 70 percent of orders between retailers and suppliers had errors. But if everyone used a common data warehouse like GDSN—where the data are kept dynamically correct—that number goes down to virtually zero, and it saves millions of dollars in doing commerce together.
Woman: In your opinion, when will you achieve your goal?
Man: We’ve come a long way towards meeting our goals today, but we still have further steps to go. For example, we established a baseline digital-skills inventory that’s tailored to every level of advancement in the organisation. We have a training facility to make sure that if you’re in a particular area, you’re competent on the systems for that area. This goes for senior managers, too: we have an area in the facility where we can pull the curtains, so to speak, and work with senior managers privately so we don’t embarrass anyone. But we’ve got to have the standards for everyone because otherwise we’ll dumb the organisation down to the lowest common denominator.