Procter & Gamble (P&G) has been a member of the global market for an impressive amount of time, retaining its popularity rates consistently high. The company owes a significant part of its success to the choice of the operation strategy elements. A careful choice thereof predetermined the efficacy of P&G in the global economy realm. Detailing the items that made P&G especially successful, one must give credit to the product system design (the multiple PS design (Hutton, 2009)), the selection of the latest information technology (Soni, 2014), and the approach used to allocate the firm’s resources. The principle of sustainability that P&G has incorporated into its Supply Chain Management (SCM) approach has opened a plethora of opportunities of the entrepreneurship to save money and allocate its financial assets to boost the development of the required departments. To be more accurate, the concept of mega-distribution needs to be brought up as the primary tool for the firm to retain its performance rates ( What does it take to remain a supply chain leader? , 2015). At present, the company faces three primary tasks of revamping its operational design and promoting a new, e-market driven, way of thinking. The task above needs to be completed so that the organization should become efficient in the target environment. However, it may narrow down the scope of the staff members and inhibit the innovative thinking process, thus, preventing the current TQM strategy from evolving. Seeing that the latter is based on improving the quality of the existing brands ( Quality management can deliver big rewards with little expense , 2012), the change in the current design may trigger the need to come up with a new brand product and an entirely new branding strategy, which will require excessive costs. Therefore, the mindset of the staff members will have to be altered slightly, which can be considered the second task related to the operational design. The above step, however, has an obvious problem, which is the threat of ruining the existing organizational behavior standard that every staff member complies with. Finally, the firm will need to reconsider the current delegation approach and make the process more flexible so that the SCM-related steps could be accomplished faster. However, the current leadership strategy used in the company, i.e., the transformative leadership framework, is most suitable for managing the workflow process, and the shift to a new approach may disrupt the entire system. When designing a new operational strategy for P&G, one must bear in mind that the entrepreneurship must not change its mission and vision significantly. Seeing that the latter two elements are what made the firm’s success in the global economy realm possible in the first place, it will be essential to keep the primary elements intact. The current mission and vision statements are woven into the texture of the following statement: “Making your day better – in small but meaningful ways” ( Who we are , 2016). Adding the details that will show the firm’s willingness to meet the needs of all stakeholders involved, including the staff members, and embracing the changes in the technology, is a welcome addition. The choice of investing in not only the improvement of the TQM framework but also in meeting the needs of the staff members