How does a beloved consumer food and beverage company—with a 150-year-plus history and the subject of one of Andy Warhol’s most iconic works—innovate and grow for the future? And what would it take to get there?
For Campbell’s, the answer turned out to be as enduring as the organization itself: leadership.
McKinsey research underscores a clear imperative: “CEOs and their teams should be laser focused on developing next-generation leaders with the unique skills and capabilities to perform and thrive in challenging times,” write McKinsey Global Managing Partner Bob Sternfels, Senior Partner Daniel Pacthod, and David H. Berger.
This is the kind of thinking that inspired leaders at Campbell’s to bet big on talent. The company launched a comprehensive leadership development effort, in partnership with McKinsey, focused not just on top executives but on critical role transitions across the business. The programs were practical and specific: improving how leaders give feedback, coach teams, and manage day-to-day performance.
The results were measurable—a 37-percentage-point increase in key leadership competencies. Read on to learn more about turning organizations into leadership factories.
How Campbells is investing in leadership—and driving growth and innovation along the way
Scaling the 21st-century leadership factory
Staying in the game: How women CEOs build leadership that endures
The art of 21st-century leadership: From succession planning to building a leadership factory
A CEO for All Seasons: Mastering the Cycles of Leadership
The CFO as growth leader: A conversation with Levi’s Harmit Singh