All articles by Jon Katzenbach

Jon Katzenbach

Jon Katzenbach is an advisor to executives for Strategy&, PwC’s strategy consulting group. He is a managing director with PwC US, based in New York, and founder of the Katzenbach Center, Strategy&’s global institute on organizational culture and leadership. His books on organizational culture, leadership, and teaming include The Wisdom of Teams (with Douglas K. Smith; Harvard Business School Press, 1993) and Leading Outside the Lines: How to Mobilize the (In)Formal Organization, Energize Your Team, and Get Better Results (with Zia Khan; Jossey-Bass, 2010).

All articles by Jon Katzenbach

You can’t benchmark culture
Your company’s ideal behavioral strengths are unique, and shouldn’t be borrowed or copied — not even from a high-performance enterprise.
February 25, 2019 by Jon Katzenbach and Alice Zhou
Great Teams Build Great Cultures
People committed to common purposes and goals can change key elements of a company’s culture when they set strong ground rules that allow people to feel confident.
May 17, 2016 by Jon Katzenbach
10 Principles of Organizational Culture
Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions. See also “What Is Corporate Culture?”
February 15, 2016 by Jon Katzenbach, Carolin Oelschlegel, and James Thomas
Mark Bertolini’s Preventive Disruption
For Aetna’s CEO, the lauded move to raise employee wages is just part of a broader strategy to adapt to changes in healthcare.
April 13, 2015 by Jon Katzenbach, Gretchen Anderson, and Art Kleiner
Make a Crisis Last
How to convert extraordinary behaviors into ordinary parts of your culture.
February 17, 2014 by Jon Katzenbach
The Critical Few: Components of a Truly Effective Culture
Forget the monolithic change management programs and focus on the elements of your culture that drive performance.
February 11, 2014 by Jon Katzenbach, Rutger von Post, and James Thomas
Life in the Matrix
As companies evolve away from traditional hierarchies, a major cultural shift is required.
August 27, 2013 by Jon Katzenbach and Adam Michaels
Culture and the Chief Executive
CEOs are stepping up to a new role, as leaders of their company’s thinking and behavior.
May 28, 2013 by Jon Katzenbach and DeAnne Aguirre
The Steve Jobs Way
Leaders can learn a lot from the late Apple CEO, but not all of it should be emulated.
May 29, 2012 by Jon Katzenbach
The Right Role for Top Teams
Analysis of informal networks offers a potent leadership model for the C-suite: Make top teams the hub of the enterprise, and watch performance improve.
May 29, 2012 by Rob Cross and Jon Katzenbach
Stop Blaming Your Culture
Start using it instead — to reinforce and build the new behaviors that will give you the high-performance company you want.
January 19, 2011 by Jon Katzenbach and Ashley Harshak
What Washington Needs to Learn about Teams
Both big business and big government should shift their management cultures from compromise to integration.
November 1, 2010 by Jon Katzenbach
Leading Outside the Lines
Integrating formal metrics and informal communication can lead to new levels of performance.
April 26, 2010 by Jon Katzenbach and Zia Khan
Fast Track to Recovery
Post-recession success depends on tapping the informal aspects of an organization and avoiding the temptation to rely solely on formal systems, processes, and programs.
April 26, 2010 by Jon Katzenbach and Zia Khan
Are You Killing Enough Ideas?
Companies can improve their innovation performance by getting their formal and informal organizations in sync.
August 27, 2009 by Zia Khan and Jon Katzenbach

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Jon Katzenbach