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 cultureFebruary 25, 2019 Your company’s ideal behavioral strengths are unique, and shouldn’t be borrowed or copied — not even from a high-performance enterprise.
Great teams build great culturesMay 17, 2016 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.
10 principles of organizational cultureFebruary 15, 2016 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?”
Mark Bertolini’s Preventive Disruption
April 13, 2015 For Aetna’s CEO, the lauded move to raise employee wages is just part of a broader strategy to adapt to changes in healthcare.
Make a Crisis LastFebruary 17, 2014 How to convert extraordinary behaviors into ordinary parts of your culture.
The Critical Few: Components of a Truly Effective Culture February 11, 2014 Forget the monolithic change management programs and focus on the elements of your culture that drive performance.
Life in the MatrixAugust 27, 2013 As companies evolve away from traditional hierarchies, a major cultural shift is required.
Culture and the chief executiveMay 28, 2013 CEOs are stepping up to a new role, as leaders of their company’s thinking and behavior.
The Steve Jobs WayMay 29, 2012 Leaders can learn a lot from the late Apple CEO, but not all of it should be emulated.
The Right Role for Top TeamsMay 29, 2012 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.
Stop Blaming Your CultureJanuary 19, 2011 Start using it instead — to reinforce and build the new behaviors that will give you the high-performance company you want.
What Washington Needs to Learn about TeamsNovember 1, 2010 Both big business and big government should shift their management cultures from compromise to integration.
Leading Outside the LinesApril 26, 2010 Integrating formal metrics and informal communication can lead to new levels of performance.
Fast Track to RecoveryApril 26, 2010 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.
Are You Killing Enough Ideas?August 27, 2009 Companies can improve their innovation performance by getting their formal and informal organizations in sync.
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