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. You’ll need to set expectations, identify practices to bring those expectations to life, and then measure and reinforce your civility initiative.

Turnaround 29

Turnaround Leadership Culture Research 29

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. Energy returned.” Hope rekindled.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

APRIL 26, 2016

The message was intended to inspire new energy in the company at a pivotal time: “While we have seen great success, we are hungry to do more. They volunteer their time and energy in communities where GE has plants and offices. Our industry does not respect tradition—it only respects innovation.”

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. Was this a deliberate attempt to imprison employees and stifle their energy? Inside — drab colors, peeling paint, and dead plants decaying in the common areas. Was this a prison?

Financial 28

Financial Culture Leadership Report 28