Leading Blog

DECEMBER 7, 2021

You may value the team and company putting time and resources into successful projects, but don’t want to see the company waste money on failing ones. Making sure this project is successful is important to me, and I think it’s critical that the company makes good use of limited resources.

McKinsey 385

McKinsey Project Learning-by-Doing Long-term 385

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. The CEO had a certain vision of the world, and thought development resources should be concentrated on pushing the core technology, as opposed to the usability features requested by customers. See the image).

Organization 36

Organization McKinsey Organizational Behavior System 36

Harvard Business Review

AUGUST 27, 2015

Companies in the top one-fifth of profitability earn, in aggregate, about 70 times more economic profit (accounting profit less cost of capital) than those in the middle three-fifths combined, according to McKinsey’s database of 3,000 large, publicly listed, nonfinancial U.S. Sound familiar? An increasing number of U.S. There are many.

ROIC 8

ROIC McKinsey GDP Company 8

Strategy Driven

DECEMBER 8, 2010

This book will show you, as an employee, customer or partner, how to use new social technologies, make yourself heard, and produce better products and services. Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners.

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Harvard Business Review

SEPTEMBER 20, 2016

It helped spark new levels of interest in Africa by the international business community, and companies in a range of industries—from consumer goods to financial services to technology—have since expanded their African footprints. a year between 2010 and 2015, considerably slower than the 5.4% from 2000 to 2010.

Globalization 8

Globalization Long-term GDP Marketing 8

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. But Intel doesn't just measure the number of participants to gauge success. Back pet charities, not those with a strong track record. Early results are encouraging.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

JANUARY 31, 2013

Increasingly, customers demand more after-sale service; this is the norm now in business-to-business sales, but will spill over to consumer goods, too, thanks to some of the technology advances we'll talk about below. McKinsey has identified more than 20 distinct submarkets in China, for example.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9