JC Penney's People Strategy: Setting the Right Climate for Human Resource Development
ICMR HOME | Case Studies Collection
For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges
» Business Strategy Case Studies
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
"We've been investing heavily in executive education and leadership training for our managers, strategic skills for our top people … we're very committed to being a great place to work, and we think the first thing [to] be a great place to work is [to be] a great place to investment your career. So we also think that'll have an advantage of changing, you know, lowering our turnover to the lowest in our industry."1
-Myron E (Mike) Ullman III, Chairman and CEO, JC Penney Corporation, Inc., in 2006.
"Today's emphasis on culture change is shifting from stemming the bleeding of the last five years to paying attention to broad cultural adaptations that will deliver a competitive advantage."2
-Batia Wiesenfeld, Professor of Management at New York University's Leonard N. Stern School of Business.
Setting the Right Climate
Ullman wanted to build a customer-focused culture at JCP. But in trying to do so, he met with significant challenges. JCP was a company with a long tradition of more than 100 years.
1] "J.C. Penney Q2 2006 Earnings Conference Call Transcript (JCP)," www.retail.seekingalpha.com, August 10, 2006.
Case Studies Links:-
Short Case Studies,
Simplified Case Studies.