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Why CEO’s Hire Consultants and Coaches: The REAL Value They Bring with Brad Rex

Consulting Matters

During his twelve-and-a-half-year tenure, he worked in finance and strategic planning before taking over as leader of Epcot theme park on the week of 911, 2001. He was offered an executive job at Disney and moved to Orlando, Florida, in 1994.

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Leaders Who Get Change Right Know How to Listen

Harvard Business

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.

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How Companies Escape the Traps of the Past

Harvard Business

And yet without Box 2, organizations don’t truly transform; they persist in limiting ways of operating. ” His Box 2 speech had an impact within Elfun and its turnaround became a symbol of transformation for GE as a whole: “…Today [2001] Elfin has more than 42,000 members, including retirees.

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Reflecting on David Garvin’s Imprint on Management

Harvard Business

I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them. .”