????寶潔公司（Procter & Gamble）首席執(zhí)行官（CEO）兼董事長麥睿博經(jīng)歷了充滿挑戰(zhàn)的一年。寶潔公司目前的年?duì)I收總額已經(jīng)高達(dá)836億美元。作公司CEO麥睿博今年不得不三次降調(diào)指導(dǎo)性業(yè)績預(yù)期，導(dǎo)致分析師產(chǎn)生憂慮情緒，股價(jià)也連連下跌。10月25日，該公司公布的2013財(cái)年第一季度財(cái)報(bào)顯示，經(jīng)不計(jì)一次性費(fèi)用調(diào)整后每股盈利為1.06美元，超過了分析師預(yù)期（此前已經(jīng)下調(diào)過）。

????麥睿博遭到了一些前公司員工及退休員工的批評(píng)，這些人主要通過寶潔股票獲得收益。而在今年7月份，對(duì)沖基金公司珀欣廣場資產(chǎn)管理公司（Pershing Square Capital Management）創(chuàng)始人兼CEO、維權(quán)投資者威廉?阿克曼宣布，他已買入價(jià)值總計(jì)達(dá)18億美元的寶潔股票，表明他很快將會(huì)要求寶潔公司進(jìn)行重大改革（尤其是領(lǐng)導(dǎo)層的人員調(diào)整）。據(jù)報(bào)道，阿克曼在與麥睿博進(jìn)行的一次會(huì)晤期間，曾要求他辭職。

????現(xiàn)在，麥睿博決定公開表明態(tài)度。他在接受《財(cái)富》雜志資深編輯珍妮弗?萊因戈?duì)柕陋?dú)家采訪時(shí)稱，自己相信公司的復(fù)興計(jì)劃正在取得明顯的進(jìn)展。以下是經(jīng)過編輯的采訪筆錄。

那么，這次公布的財(cái)報(bào)數(shù)據(jù)符合人們此前的預(yù)期...

????我們2013財(cái)年第一季度的營收業(yè)績接近我們此前給予的指導(dǎo)性預(yù)期區(qū)間上限，而運(yùn)營利潤和現(xiàn)金流等業(yè)績均達(dá)到超計(jì)劃水平。這使我們有望按計(jì)劃兌現(xiàn)我們對(duì)2013財(cái)年設(shè)定的承諾。

這次季度業(yè)績有哪些地方出乎你的意料之外？

????我認(rèn)為沒有出乎我的意料之外。但我們復(fù)興計(jì)劃的三個(gè)部分都獲得了預(yù)期的成效。整個(gè)設(shè)想是把重點(diǎn)放在提高股東總回報(bào)水平上，以此讓我們重新回到同類企業(yè)排名的前三分之一之列。這個(gè)三部分計(jì)劃之一就是這個(gè)“40-20-10”計(jì)劃，即把重點(diǎn)放在我們40個(gè)規(guī)模最大的產(chǎn)品類別與國家組合上，其中主要是美國和中國。我們首先把資源集中投放到這些產(chǎn)品類別與國家組合上，然后投放到20個(gè)最重要的創(chuàng)新產(chǎn)品上。我們一直在舉辦我們稱之為“即興構(gòu)想會(huì)”（jam session）的活動(dòng)。在這個(gè)活動(dòng)中，我們會(huì)延請公司高層領(lǐng)導(dǎo)及各職能部門的專家，讓他們即興提出構(gòu)想。自從我們?nèi)蚊罓柡?梅斯基塔擔(dān)任公司新業(yè)務(wù)拓展與創(chuàng)新部門總裁以來，我們這個(gè)活動(dòng)已經(jīng)進(jìn)行了有6到9個(gè)月左右的時(shí)間。然后就是把重點(diǎn)放在10個(gè)最重要的新興市場上。

????創(chuàng)新方面，（我們的盈利要求）我們特意進(jìn)行一些新的創(chuàng)新產(chǎn)品開發(fā)商，然后把創(chuàng)新產(chǎn)品引入市場。比如，汰漬Pods（Tide Pods）就提高了汰漬系列洗衣粉的市場份額。

????第三個(gè)部分就是提高生產(chǎn)力。這是向分析師及投資者證明我們可以通過提高利潤率來實(shí)現(xiàn)成本削減計(jì)劃的一個(gè)方面。我們計(jì)劃在一年內(nèi)削減成本20億美元，這相對(duì)于我們每股預(yù)期盈利而言相當(dāng)于提高11個(gè)百分點(diǎn)。如果我們能夠?qū)崿F(xiàn)目標(biāo)的一半（也就是削減成本10億美元）的話，這相當(dāng)于每股預(yù)期盈利提升5到6個(gè)百分點(diǎn)。這將相當(dāng)于公司的核心運(yùn)營利潤率提高90個(gè)基點(diǎn)。我們上季度的生產(chǎn)力提高了150個(gè)基點(diǎn)。這可能是我們一直在不斷加強(qiáng)的方面。

你指定公司負(fù)責(zé)創(chuàng)新的靈魂人物了嗎？

????他會(huì)很高興聽到你的這種描述方法，但我們還沒有宣布這項(xiàng)任命。他是一位部門總裁，曾在某業(yè)務(wù)部門負(fù)責(zé)產(chǎn)品創(chuàng)新。他擁有豐富的經(jīng)驗(yàn)，將會(huì)直接在我手下工作。我們的設(shè)想是在公司內(nèi)部設(shè)立一個(gè)由部門高級(jí)總裁組成的委員會(huì)，所有成員都是備受推崇的人物。他們將和我一起努力，重新組織我們開展工作的方式。如果為了改善業(yè)績而有需要的話，我們將會(huì)重組公司結(jié)構(gòu)。

????Procter & Gamble CEO and Chairman Robert McDonald has had a challenging year. The CEO of the $83.6 billion company has had to lower guidance three times this year, worrying analysts and depressing the stock price. On October 25th, the company beat its (previously lowered) expectations for the first quarter of fiscal 2013, earning $1.06 per share excluding charges.

????McDonald has endured criticism from former employees and retirees, who receive their benefits primarily in P&G stock. And in July, activist investor William Ackman of Pershing Square Capital Management announced he had purchased $1.8 billion in P&G shares, suggesting that he would soon demand major changes. At a meeting between the two, Ackman reportedly asked for McDonald's resignation.

????Now McDonald has decided to speak out. In an exclusive interview with Fortune Senior Editor Jennifer Reingold, he proclaims confidence that the company's turnaround plan is gathering steam. What follows is an edited transcript.

So the numbers came in where people had hoped that they would...

????Our results for the first quarter were at the high end of our expectations on the top line and ahead of the plan on operating profit and cash. This puts us on track to meet our commitments for the fiscal year.

What surprised you about the results?

????I wouldn't say it was a surprise. But the three parts of our plan are working. The whole idea is a total shareholder return that gets us back into the top third of our corporate peer group. The three parts are this 40-20-10,plan, focusing on our 40 biggest category/country combinations, primarily in the US and in China. We focused the resources there first, then on the 20 biggest innovations. We've been having something we call jam sessions, where we bring in top leaders and functional experts and have them ideate. We've been doing this for 6-9 months, since about the time we put Jorge Mesquita in place [as President, New Business Creation and Innovation]. And then there are the 10 emerging markets that are critically important.

????On the innovation piece, [on our earnings call] we purposely went through a number of the new innovations that we brought to market. Tide Pods, for example, added to the Tide market share.

????The third piece was the productivity improvement. That was the piece that was confirmation to the analyst community and to investors that we could deliver savings that resulted in margin expansion. Our plan saves $2 billion a year, which would be 11 index points in EPS. If we capture half of that, it would be 5-6 points. That caused the core operating margin to improve by 90 basis points. We showed 150 basis points of productivity improvements. That may have been the piece that was reinforcing.

Have you named your new innovation czar?

????He'll be pleased to hear your characterization, but we haven't announced it yet. It's a group president who has done this before in a business unit. He has a lot of experience and will be working directly for me. The idea is to set up a council of senior group presidents in the company, all of whom are highly respected, who will work with me to reorganize the way we do work. We will reorganize the structure of the company if that's needed in order to improve.