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

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.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

APRIL 26, 2016

Box 3: Generate breakthrough ideas and convert them into new products and businesses. ” He continued, “let’s not launch Product X version 2 and instead focus all our efforts on Product Y.” ” 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

The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?” A follow-up article, coauthored with Amy Edmondson and Francesca Gino, delved more deeply into such issues as psychological safety, openness to new ideas, and leadership attention.

Management 32

Management Turnaround Engineering Benchmarking 32