Heskett introduces a powerful conceptual framework for managing culture change and shows it at work in a real-world setting. Heskett's "culture cycle" identifies policies, practices, measures, and behaviors that are crucial to moving cultures forward. Heskett MORE

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 [.]. MORE

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. MORE

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. MORE

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. MORE

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? MORE

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. MORE

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. MORE

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. MORE

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. MORE

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. MORE

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. MORE

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. MORE

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. MORE

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. MORE

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.” MORE

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. MORE

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. MORE

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.” MORE