In fear-ridden companies, employees learn that empowerment is a pipe dream and that the only way to survive is to obey direction without question. It’s up to leaders at all levels to give employees the encouragement, energy, and support to try new things and to focus on the greater good of the overall organization.
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.
Chief executive of Monsanto and 2010's CEO of the Year, Hugh Grant discusses the important traits of a healthy corporate culture. Grant was on-site at the NYSE on July 27 to pass the title of CEO of the Year to 2011's choice, Ford's Alan Mulally.
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.
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?
A study examined the practices and behaviors of BCG's top 100 innovative firms around the world.
Brent Saunders, Bausch & Lomb's new CEO, has his work cut out for him running the only stand-alone eye health company up against the likes of J&J and Novartis.
David Congdon drives growth at family-run Old Dominion.
Tapping It requires an Institutional Commitment.