Remove 2001 Remove Marketing Remove Sales Remove Turnaround
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The Key to Campbell Soup’s Turnaround? Civility.

Harvard Business

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. If the evaluations revealed leaders were falling short, the expectation was explicitly reinforced.

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The Connection Between Employee Trust and Financial Performance

Harvard Business

This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001. Doug observed this when he moved into a Vice President of Marketing position at Nabisco in the $3.5 This division was far outside his area of expertise—and his peers in supply chain, sales, and R&D knew it.