The Practical Leader

JANUARY 11, 2023

Harvard Business School professor, James Heskett, poses a vital question in “Should Managers Bother Listening to Predictions?” Here’s a few blogs/articles evolving from that work: An Agile Culture Ripples Out From the Leadership Team. Organizational behavior reflects leadership team behavior. A chart shows the key differences.

Agility 69

Agility Heskett Armstrong Uncertainty 69

Tanveer Naseer

FEBRUARY 20, 2018

Yes, we could, but if you need to change it is useful to make culture also operational and look at the daily (inter)actions. So down-to-earth? Aren’t we supposed to formulate lofty core values, a vision and mission statement? Culture has had a bad press. No wonder that culture seems elusive, and not something you can get a grip on.

Mission Statement 265

Mission Statement Heskett CEO Fashion 265

Skip Prichard

JUNE 22, 2020

James Heskett and John Kotter found that organizations with strong corporate cultures realized over eleven years revenue growth of 682 percent, employment growth of 282 percent and stock price growth of 901 percent. Corporate leaders that operate with an ivory tower mentality are likely to find their tower tumbling down.

How To 108

How To Middle Management Reputation Short-term 108

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. (If

Retail 8

Retail Heskett Franchising COO 8

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. But is there a direct correlation between employee investment and the balance sheet?

Company 17

Company Heskett Ryan Audience 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." Similarly, if an organization values "flat" hierarchy, it must encourage more junior team members to dissent in discussions without fear or negative repercussions. According to James L.

Heskett 13

Heskett Mission Statement McKinsey Open-book 13