Taking A Look At General Robert Wood Johnson

The health of a company is defined as the ability of a firm to align, execute and renew itself to sustain extraordinary performance over the long run. In order to achieve and sustain excellence leaders need to take deliberate steps to manage both the heath and the performance of the company.

In order to sustain a high performance, companies must build the capacity to learn and keep changing over time. Sustainability, in the context of a form, it is defined as its capacity to continue to operate, to remain productive and viable. Historically, a commercial organisation’s success was measured in purely economic terms, its profit, was indicative of its ability to sustain itself.

In contemporary times, however, the concept of sustainability has

Sustaining success depends on a company’s ability to adapt to an ever changing environment. It could be an external change, such as a transformation of technology or a changing economy, or an internal change, such as a restructuring or key process overhaul

When James Wood Johnson retired in 1932, his nephew Robert Wood Johnson II (as known as General Robert Wood Johnson) became the president of the company. Under his leadership, Johnson & Johnson continued to grow and became decentralized. In 1944 General Robert Wood Johnson wrote Our Credo as the guiding philosophy of the firm, made Johnson & Johnson public and working with the strong management Johnson & Johnson become known for providing pharmaceutical medicines to the business.

The company has achieved a high status in the industry due to its long term commitment to social corporate responsibility, which resulted in a number of notable behaviours and very low scandalous incidents during the last several decades. The frequent examples include voluntary product recalls, especially the recall of their Tylenol painkillers in

In fact, over sixty years ago, General Johnson recognized our responsibility to four groups of stakeholders -- our customers, our employees, our communities and our shareholders. These Principles of Corporate Governance build on the foundation of Our Credo. We believe that good corporate governance results from sound processes that ensure that our Directors are well supported by accurate and timely information, sufficient time and resources and unrestricted access to management. The business judgment of the Board must be exercised independently and in the long-term interests of our