Harvard Business

OCTOBER 5, 2017

Being treated with respect had a more powerful effect on employees than other more celebrated leadership behaviors including recognition and appreciation, communicating an inspiring vision, providing useful feedback — even opportunities for learning, growth, and development. Set Expectations. People valuing Campbell.”

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. ” In his characteristic style, Welch blasted the Elfun Society at their leadership conference.

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. We can use practices from Doug’s approach to the trust-building competency over his 40-year leadership career as a case study for the behaviors leaders should develop as they work to build and sustain trust.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. A Sloan Management Review article (which I had the pleasure of working on) provides valuable context for Garvin’s most-read HBR articles.

Management 32

Management Turnaround Engineering Benchmarking 32