http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/?utm_source=rss&utm_medium=rss&utm_campaign=at-campbells-in-the-soup-means-in-the-chips Opinions. Commentary. News. Sun, 12 Feb 2012 02:23:11 +0000 http://wordpress.org/?v=2.9.1 hourly 1 http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/comment-page-1/#comment-42125 Ted Mininni Tue, 21 Jul 2009 11:49:45 +0000 http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/#comment-42125 "But emphatically agree that engaged, inspired and aligned employees drive business (or don't) from the inside-out." You are so right, Eric. Yet for some reason, many businesses continue to push all kinds of outward marketing initiatives and totally ignore their employees. Customer service is such a crucial component of every business that this is a glaring mistake. Engaged employees are the deal maker or breaker in every company. Thanks for weighing in, Eric. Let's hope businesses get on board with Campbell's thinking to energize their own companies. “But emphatically agree that engaged, inspired and aligned employees drive business (or don’t) from the inside-out.” You are so right, Eric. Yet for some reason, many businesses continue to push all kinds of outward marketing initiatives and totally ignore their employees. Customer service is such a crucial component of every business that this is a glaring mistake. Engaged employees are the deal maker or breaker in every company.
Thanks for weighing in, Eric. Let’s hope businesses get on board with Campbell’s thinking to energize their own companies.

]]> http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/comment-page-1/#comment-42124 eric Brody Tue, 21 Jul 2009 01:09:18 +0000 http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/#comment-42124 Can't comment on Conant's need to replace 300 of his 350 top managers. But emphatically agree that engaged, inspired and aligned employees drive business (or don't) from the inside-out. And as you report here, the metrics support this. Yet another example of the competitive advantage that energized employees provide to their companies and their customers. Can’t comment on Conant’s need to replace 300 of his 350 top managers. But emphatically agree that engaged, inspired and aligned employees drive business (or don’t) from the inside-out. And as you report here, the metrics support this.
Yet another example of the competitive advantage that energized employees provide to their companies and their customers.

]]> http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/comment-page-1/#comment-42123 eric Brody Tue, 21 Jul 2009 01:00:39 +0000 http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/#comment-42123 Can't comment on Conant's need to replace 300 of his 350 top managers. But emphatically agree that engaged, inspired and aligned employees drive business (or don't) from the inside-out. And as you report here, the metrics support this. Can’t comment on Conant’s need to replace 300 of his 350 top managers. But emphatically agree that engaged, inspired and aligned employees drive business (or don’t) from the inside-out.
And as you report here, the metrics support this.

]]> http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/comment-page-1/#comment-42122 Ted Mininni Mon, 20 Jul 2009 18:15:20 +0000 http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/#comment-42122 Hi, Sundeep. Thanks for the kind words. Hi, Kate. On the face of it, Mr. Conant's decision seems drastic. However, in many cases, long-term managers can be resistant--if not on the surface, often in many, small ways--to any change in culture. Then, the only option is to restructure by making substantial changes in management. Afterward, to your point, a concerted effort was made to promote from within the ranks. That kind of move tends to underscore management's commitment to creating a customer-centric, responsive new culture. What's telling here is that a large majority of Campbell's personnel feel their job matters and they feel empowered by that. The proof is in the pudding. Thanks for weighing in, Kate. Much appreciated. Hi, Sundeep. Thanks for the kind words.
Hi, Kate. On the face of it, Mr. Conant’s decision seems drastic. However, in many cases, long-term managers can be resistant–if not on the surface, often in many, small ways–to any change in culture. Then, the only option is to restructure by making substantial changes in management. Afterward, to your point, a concerted effort was made to promote from within the ranks. That kind of move tends to underscore management’s commitment to creating a customer-centric, responsive new culture. What’s telling here is that a large majority of Campbell’s personnel feel their job matters and they feel empowered by that. The proof is in the pudding.
Thanks for weighing in, Kate. Much appreciated.

]]> http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/comment-page-1/#comment-42121 Kate Mon, 20 Jul 2009 17:35:11 +0000 http://www.mpdailyfix.com/at-campbells-in-the-soup-means-in-the-chips/#comment-42121 Ted I think that this is an interesting post. However, it made me think about a couple things. How much of an effect do you think replacing 300 out of 350 managers had on this situation. I would have found this sea change at Campbell's more impressive had Conant not gotten rid of most of his managers but rather turned the ship around with the majority of managers that were currently in place. I think that there is value in teaching new skills to older management rather than just wiping most of them out and starting new. Just my opinion though Ted
I think that this is an interesting post. However, it made me think about a couple things. How much of an effect do you think replacing 300 out of 350 managers had on this situation. I would have found this sea change at Campbell’s more impressive had Conant not gotten rid of most of his managers but rather turned the ship around with the majority of managers that were currently in place. I think that there is value in teaching new skills to older management rather than just wiping most of them out and starting new. Just my opinion though

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