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.
Consulting Matters
APRIL 13, 2023
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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Harvard Business
MAY 18, 2017
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.
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.
Harvard Business
APRIL 26, 2016
” 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.
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. 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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