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Showing posts from February 14, 2010

J&J case: Innovation as response to business adversity

Seven people died in 1982 after ingesting Tylenol capsules that had been tampered with. This occured in the Chicago area, but Johnson & Johnson issued a recall of Tylenol across the US. J&J's sales and market share nose-dived.

Roger Martin writing in the Jan/Feb 2010 issue of Harvard Business Review says "J&J's response (the recall) is considered the textbook case of a company's "doing the right thing" regardless of the impact on profits." CEO James Burke was praised for taking an exemplary moral stance and for his implementation of J&J's credo. The credo, which was crafted in 1943 and considered the world's most powerful statement of business purpose, declares the order of priority: Customers first, shareholders last.
Recall was J&J's first response to the adversity. Demonstration of commitment to "customer first" was the follow-up response. J&J introduced the world's first tamper-resistant packaging for…

Top 3 Change-killers: results from my survey

I asked Who (in your experience) are the Top Three killers of Change? at 16 LinkedIn groups. (The "who" in the question is meant to be "what," but I used it like in Ken Blanchard's Who Killed Change?) Nearly 150 people responded.

The top 3 change-killers are:
Poor leadershipContentment with status quoFear of the new/unknown. Some of the other change-killers are:
CommunicationNo buy-inCulturePeoplePersonal interestMind-setLazinessEgo I shared this list at the How Leaders Make Change Happen session I recently presented for NASSCOM in New Delhi.