Eric Jacobson

MARCH 20, 2021

But it also includes a real humility on the part of leaders and an openness to learning from others – whether that’s walking through agile working labs and asking people what they’re doing to visiting companies to understand how they operate to simply reading interesting books. He is based in Paris. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Eric Jacobson

JANUARY 30, 2021

But it also includes a real humility on the part of leaders and an openness to learning from others – whether that’s walking through agile working labs and asking people what they’re doing to visiting companies to understand how they operate to simply reading interesting books. He is based in Paris. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

HR Digest

NOVEMBER 20, 2020

If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” When I was a technology marketing exec in 2009, I heard the words nurture marketing. How do you prepare for what you don’t know because it is changing so fast? Marti Konstant .

Skills 145

Skills Emotional Intelligence CFO Power 145

Skip Prichard

AUGUST 2, 2019

I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. Technology change is speeding business up and providing an edge for disruptive innovators. 7 Steps to Problem Solving. 2: Disaggregate.

Disaggregation 82

Disaggregation McKinsey Skills Gordon 82

Harvard Business Review

DECEMBER 24, 2013

The good news is that millennial men are changing the way they define leadership and demanding work that fits around their families. McKinsey may have been hired in 2013 by the Vatican, the Bank of England, and the owners of the Rangers and Knicks, but they’re also acting to stave off threats to their business model.

Management 15

Management Health Care Middle Management Agility 15

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. Platform Adoption Identify and implement an appropriate technology solution to support the identification, sourcing, and management of independent labor.

Content 8

Content Katz Forrester Budgeting 8

Harvard Business Review

FEBRUARY 15, 2012

We are delighted to announce the winners of the Beyond Bureaucracy Challenge , the second leg of the HBR/McKinsey M-Prize for Management Innovation. It's a big-ticket shift that is already yielding big impact — from employee engagement to increased agility to real performance gains. Story by Michael Cuthrell.

Bureaucracy 11

Bureaucracy Company Agility CIO 11

Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” Insight Center. The Future of Operations.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

NOVEMBER 22, 2017

Brandon Carrus, a senior partner at McKinsey & Co. “HROs are agile, adaptable learning systems that respond well to the unexpected,” says Kathleen Sutcliffe, Bloomberg Distinguished Professor at Johns Hopkins University, whose work studying wildland fire fighting is foundational to the field. Sensitivity to operations.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

Harvard Business Review

NOVEMBER 9, 2017

Bob Lutz, who held leadership roles at General Motors, BMW, Ford, and Chrysler, describes a “reign of terror” that had long prevailed at VW. This, he says, undoubtedly contributed to VW’s ignoring evidence that the claim that the diesel technology could comply with environmental regulations was too good to be true.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Baseline financial skills are still essential, but international experience, industry knowledge, investor relations acumen, technology expertise, and strategic prowess are now just as much part of the package.

CFO 9

CFO Charan Intangible Assets Human Resources 9

Strategy Driven

OCTOBER 25, 2019

It’s the essence of agility. Why Agility is Important for Your Business. Agility is defined by McKinsey & Company as “… the ability of an organization to renew itself, adapt, change quickly, and thrive in an environment characterized by rapid change, ambiguity, and turbulence.”

Agility 50

Agility Process Management McKinsey 50