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. Set Expectations. At Campbell, Doug began calling the daily interactions he had with employees, “touchpoints.”

Turnaround 29

Turnaround Leadership Culture Research 29

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.” To endure, companies must excel at all three boxes, or their success could be very short-lived.

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. ” With new direct reports, Doug found that there was often a period of low-productivity limbo when both parties were trying to figure the other one out. Was this a prison?

Financial 28

Financial Culture Leadership Report 28