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Culture

Design for Conflict: Why You Should Have a Few Fights in Your Company

In a complex, multi-divisional company, managing brands across several products and geographies can get complicated. Learn to love it. And sometimes a little tension can produce more creativity and productivity -- harmony is often the wrong goal. When there is no tension among businesses and functions and geographies there’s a good chance value is being left on the table somewhere.

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IBM’s Corporate Evolution by Design

An iconic brand, IBM has evolved over the years as it introduced new technology and products. What hasn't changed, however, is the corporate culture. In the 1960's, longtime CEO Thomas J. Watson Sr. knew that in order to be successful a company, IBM had to adhere faithfully to its core beliefs. Here's how Sam Palmisano has reinforced core company ideals.

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M&A 2011 Style: The Cultural Fit Factor

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Why do 75 to 80 percent of mergers and acquisitions fail to meet financial projections or return on shareholder value? Companies ignore the necessity of culture fit when combining workforces. An enormous amount of money is being lost; here's how to capture it.

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An Inversion of Values

When Johnson & Johnson reversed the values of its credo of putting its customers first, it became an imitative player. In 2010 the company had to weather a year of recalls and setbacks. So what went wrong and how can the company fix itself?

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