How One Person Can Change the Conscience of an Organization

A big thank you to David Fessell and Nicholas Eyrich for the partnership in writing this HBR article

While corporate transformations are almost universally assumed to be top-down processes, in reality, middle managers, and first-line supervisors can make significant change when they have the right mindset.  This article tells the story of one middle manager who did just that.

“Speaking of the lawsuit that sparked his transformational leadership, Yamada said: “It was obvious we could reduce the price, but beyond that I felt it was really important for the company to make a commitment to making medicines for people where we might not make profit, but where we could have huge medical impact.”

I hope you enjoy it, and would love to hear your insights on the subject.

Happy New Year!