Remove 2001 Remove Productivity 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. At Campbell, Doug began calling the daily interactions he had with employees, “touchpoints.”

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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. ” 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?