First Friday Book Synopsis

DECEMBER 29, 2011

Heskett Joseph Michelli Leonard A. Harvard Business Review on Increasing Customer Loyalty Various Contributors Harvard Business Review Press (2011) How to create customers who are profitable This is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review. Having read all of them when they were published individually, I can personally attest [.].

Customer Loyalty 109

Customer Loyalty Loyalty Review Heskett 109

The Practical Leader

DECEMBER 26, 2012

Harvard Business School professor, James Heskett, poses the right question in his blog Should Managers Bother Listening to Predictions? We made it through yet another doomsday prediction! The world did not end on December 21 as some felt the Mayan calendar predicted.

Heskett 55

Heskett Short-term Magazine Industry 55

The Practical Leader

DECEMBER 28, 2011

Clifton Emotional Intelligence employee recognition employee retention Gallup Management Journal James Heskett leadership organizational change Robert K. “The most neglected form of compensation is the six-letter word thanks.”

Heskett 57

Heskett Airlines Letter Cooper 57

The Practical Leader

OCTOBER 24, 2011

John Kotter and James Heskett’s classic book, Corporate Culture and Performance , is an organization development classic. Harvard Business School professor, James Heskett’s new book, The Culture Cycle: How to Shape the Unseen Force That Transforms Performance , follows up his and John Kotter’s earlier work with updated research, current examples, and pertinent observations. Heskett uses his Culture Cycle model to prescribe the role of leadership.

Heskett 44

Heskett Delegation Loyalty Agility 44

The Practical Leader

OCTOBER 26, 2011

These are drawn from Harvard Business School professor, James Heskett’s new book, The Culture Cycle: How to Shape the Unseen Force That Transforms Performance : “Culture really matters. management culture change Harvard Business School IBM James Heskett leadership Lou Gerstner organization culture peak performance cultureHere are especially vital findings and powerful observations about just what it takes to build a peak performance culture.

ROI 44

ROI Heskett Competitive Advantage Operations 44

Tanveer Naseer

JULY 26, 2016

Heskett published their 10-year research project – “ Corporate Culture and Performance ” – in which they compared companies that intentionally managed their cultures to similar companies that did not. Who wouldn’t want to achieve results similar to those reported by Kotter and Heskett?

Heskett 174

Heskett Kotter Storytelling Mission Statement 174

Harvard Business Review

JUNE 28, 2012

Heskett describes how an effective culture can account for up to half of the differential in performance between organizations in the same business. Listen as Heskett explains how to shape and sustain your company's culture, so that it fosters innovation and influences successful strategies.

Heskett 21

Heskett Influence Innovation Strategy 21

Tanveer Naseer

FEBRUARY 20, 2018

And even though Kotter and Heskett showed that culture could account for a 20-30% better overall performance than similar competitors, many leaders and organizations don’t see how to develop a culture that enhances performance. The following is a guest piece by Marcella Bremer.

Organization 218

Organization Heskett Mission Statement Kotter 218

Marshall Goldsmith

NOVEMBER 24, 2010

Heskett and W. Marshall: I hear this concern every where I travel these days. Who doesn't? My friend Joe Wheeler, Executive Director of The Service Profit Chain Institute, recently co-authored a book with Harvard Business School Professors James L. Earl Sasser, Jr. entitled The Ownership Quotient, Putting The Service Profit Chain to Work for Unbeatable Competitive Advantage. I asked him for his perspective on this question.

Heskett 144

Heskett Competitive Advantage Health Care Uncertainty 144

Tony Mayo

MARCH 10, 2010

Similarly, Hart, Heskett, and Sasser (1990) suggest that those with memories of poor service tell approximately 11 people while those with pleasant recollections tell only six.

Execution 179

Execution How To Mayo Heskett 179

Management Craft

DECEMBER 7, 2011

These three categories correspond to the layers of organizational culture as defined by John Kotter and James Heskett in Corporate Culture and Performance. Someone asked me the question, "why is change so hard?" I thought I would share my response with you. Your thoughts? We might like to think that change initiatives will go smoothly if we have and implement a good and detailed plan.

Heskett 63

Heskett Kotter Simon Resistance 63

LDRLB

MAY 19, 2011

Employees and customers in these situations appear to be playing a key role in a cycle of success spirals (Heskett et al., Employees and customers in these situations appear to be playing a key role in a cycle of success spirals (Heskett et al., Awhile ago I wrote an article entitled Engagement: There is Something Wrong with This Picture.

Heskett 56

Heskett Customer Loyalty Loyalty Succession 56

The Practical Leader

NOVEMBER 9, 2011

Review of The Culture Cycle (James Heskett) and key frameworks from it. My last blog post announced that you can now view last Friday’s (November 4) full Leading a Peak Performance Culture webcast with all slides and audio track here.

Heskett 57

Heskett Webinar Review Performance Review 57

Linked 2 Leadership

NOVEMBER 18, 2010

According to John Kotter and James Heskett, authors of Corporate Culture and Performance , “companies that actively managed their cultures in such a way that they were adaptive and flexible were able to outperform companies that had strong but rigid cultures.”

Heskett 188

Heskett Due Diligence Quinn Kotter 188

Harvard Business Review

NOVEMBER 26, 2012

The article, written by a leading group of service management thinkers (Jim Heskett, Tom Jones, Gary Loveman, Earl Sasser, and Len Schlesinger) is a great example of both the power a management idea can have, and how much work is required for an idea to become reality. The other two authors, Jim Heskett and Earl Sasser , remain active or semi-retired academics, but they certainly worked with a number of firms as individual consultants or advisors to the Service Profit Chain Institute.

Heskett 12

Heskett Franchising Retail COO 12

Harvard Business Review

FEBRUARY 16, 2016

In his book The Culture Cycle , James Heskett defines culture in a simple way: “It’s often explained as being ‘the way we do things around here’ – what goes and what doesn’t.” By Bruce Jones, Senior Programming Director, Disney Institute.

Heskett 16

Heskett Content Short-term Participative 16

Harvard Business Review

DECEMBER 14, 2011

Heskett wrote in his latest book The Culture Cycle , effective culture can account for 20-30 percent of the differential in corporate performance when compared with "culturally unremarkable" competitors. Even in this unprecedented business environment , great leaders know they should invest in their people.

Heskett 17

Heskett Audience Ryan ROI 17

Harvard Business Review

MAY 6, 2013

Heskett , culture "can account for 20-30% of the differential in corporate performance when compared with ''culturally unremarkable'' competitors." The benefits of a strong corporate culture are both intuitive and supported by social science. According to James L.

Heskett 16

Heskett Mission Statement McKinsey Guidelines 16

Harvard Business Review

MARCH 22, 2012

Heskett of Harvard Business School observes, it's important to endow workers on the front line with "latitude within limits." A friend recently described a remarkable travel experience. Strange to say, the story was about an airline, and it wasn't a travel nightmare. Instead, it involved the recently bankrupt American Airlines doing something extraordinary — by putting kindness to work. The story came from a colleague of his I'll call Frank.

Airlines 17

Airlines Heskett Hotels Loyalty 17