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date: 30 March 2020

Abstract and Keywords

Between 1998 and 2011, McDonald’s brand and business experienced a significant decline, followed by a dramatic turnaround and a steady climb to its highest level of business success to date. This business transformation could not have occurred without a supporting transformation of organizational culture that included changes in three key areas: alignment, performance/accountability and attitudes/beliefs. These occurred across all three components of the McDonald’s “System”—corporate employees, franchisees, and suppliers.

Keywords: alignment, attitudes/beliefs, business crisis, franchisees, leadership, crisis, performance/accountability, plan to win, suppliers, three-legged stool, turnaround

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