Denise Morrison Quotes
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The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.
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The single most important ingredient in the recipe for success is transparency because transparency builds trust.
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Bolthouse is a great strategic fit with Campbell.
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The personal mission statement was important for me because I believe that you can't lead others unless you have a strong sense of who you are and what you stand for.
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I've been preparing to run a big company all my life.
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Health and wellness does mean different things to different people.
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I describe my career path as a zigzag, not a ladder.
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You embrace disruption. I think it's a good thing.
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I do think the position I play is a powerful position.
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Not every great idea needs to be Campbell-generated. It's clear that partners and vendors and other external sources will generate innovative ideas for us.
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Moving with the times is an important idea for strategy today.
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As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.
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Through the Internet of things, 'connected kitchens' will alert consumers if they're running low on broth and when their salad dressing needs to be replenished.
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The leader is the person who brings a little magic to the moment.
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Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
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Consumer preferences for food have changed... Changed radically. I call them seismic shifts.
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For us, giving back is not an extracurricular activity.
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It is not about finding a work-life balance, but, rather, it's about work-life integration. I've learned to integrate my work and life so that the two exist as harmoniously as possible and priorities can be set.
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I think you have to see two steps ahead of things. That's just the way I roll.
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For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.
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I've bought companies in response to the seismic shifts - the consumer preference for food and health and well-being and a gravitation toward more fresh and natural and organic.
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My mother taught us that ambition is part of femininity and really taught us to have substance but also style.
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What people look for in their leaders is authenticity. You say, 'I'm not going to ask you to do anything that I'm not going to do myself.'
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Trust implies that both parties participate in the relationship with both 'gives' and 'gets.'