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. These expectation-setting actions provided a public platform to build a performance-oriented culture and were crucial in transforming the culture.

Turnaround 30

Turnaround Leadership Culture Research 30

Harvard Business

OCTOBER 17, 2016

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.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

APRIL 26, 2016

One effective way is to work on culture. Box 2 muscle requires a culture where honest Box 2 questions are encouraged. Looking at Nadella’s communications, you may consider what new narratives could you introduce to create a Box 2 culture in your company? Imagine Jack looking at your organization.

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. Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. This clear manifestation of respect powers huge inflections in organizational culture.

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Financial Culture Leadership Report 28