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.
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