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

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

Box 3: Generate breakthrough ideas and convert them into new products and businesses. ” He continued, “let’s not launch Product X version 2 and instead focus all our efforts on Product Y.” To endure, companies must excel at all three boxes, or their success could be very short-lived.

Company 28

Company Culture Turnaround Productivity 28

Harvard Business

MAY 18, 2017

The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?” The central idea is that decision making is a process, not an event.

Management 33

Management Turnaround Engineering Benchmarking 33

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. ” 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?

Financial 28

Financial Culture Leadership Report 28