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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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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. You’ll need to set expectations, identify practices to bring those expectations to life, and then measure and reinforce your civility initiative.

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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

” 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. They volunteer their time and energy in communities where GE has plants and offices.

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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. Inside — drab colors, peeling paint, and dead plants decaying in the common areas. Was this a prison? Was this a deliberate attempt to imprison employees and stifle their energy?

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Reflecting on David Garvin’s Imprint on Management

Harvard Business

For my money, “What You Don’t Know About Making Decisions” (2001), which Garvin wrote with Michael Roberto, is the best piece on organizational decision making in HBR’s archive. The central idea is that decision making is a process, not an event.