Harvard Business

OCTOBER 5, 2017

When Doug took over as CEO of Campbell Soup Company in 2001, the company had just lost half its market value, sales were declining, and the organization was reeling from a series of layoffs. The environment was so toxic that a Gallup manager described employee engagement as “among the worst [he had] ever seen among the Fortune 500.”

Turnaround 29

Turnaround Leadership Culture Research 29

Harvard Business

OCTOBER 17, 2016

In a PWC survey of more than 2,000 global executives, managers, and employees, only 54% of respondents said their change initiatives succeeded — and the most frequently cited problem (by 65% of those surveyed) was change fatigue. ” And she restored the company’s profitability — the turnaround was a success.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

APRIL 26, 2016

I found that the companies that survive and thrive are good at aligning their organizations around three critical but competing activities : Box 1: Manage the present at peak efficiency and profitability. One effective way is to work on culture. Box 2 muscle requires a culture where honest Box 2 questions are encouraged.

Company 28

Company Culture Turnaround Productivity 28

Harvard Business

JULY 18, 2016

This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001. Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. This clear manifestation of respect powers huge inflections in organizational culture.

Financial 28

Financial Culture Leadership Report 28