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. These expectation-setting actions provided a public platform to build a performance-oriented culture and were crucial in transforming the culture.
Harvard Business
OCTOBER 17, 2016
Take Anne Mulcahy, who stepped into the CEO role at Xerox in 2001, during a particularly tough time in the company’s history. What she learned informed her strategy for the turnaround, which she then communicated through a series of town halls, roundtables, and memos. “The response was overwhelming,” Mulcahy said.
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Harvard Business
APRIL 26, 2016
One effective way is to work on culture. Box 2 muscle requires a culture where honest Box 2 questions are encouraged. Looking at Nadella’s communications, you may consider what new narratives could you introduce to create a Box 2 culture in your company? Imagine Jack looking at your organization.
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.
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