When Doug Conant joined Campbell Soup Co. in 2001 as CEO, cheaper brands threatened the company’s future. Conant’s predecessor had raised prices, alienating many Campbell fans. Almost immediately, Conant detected a serious problem: morale.
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Tom Voss ran a company with a poor safety record and the status quo was unacceptable. At the time, Voss was chief operating officer of Ameren, a utility company in the Midwest. He sought to overhaul the firm’s lax safety culture by hosting a meeting with 200 of his senior managers. To galvanize his audience, the normally soft-spoken Voss turned into an inspiring dynamo.