In 1994, I became president of Kentucky Fried Chicken amidst the company's struggles and franchisee distrust, with the challenge to restore faith and performance.
KFC had not achieved its business plan for seven years, owned by PepsiCo at the time, making it a challenging environment for leadership and change.
The franchisees controlled marketing votes but were suspicious of corporate executives, leading to a breakdown in trust and legal disagreements over territorial rights.
My strategy was to apply Theory Y, which encourages treating employees as responsible and creative, contrasting with traditional coercive management styles.
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