HR Digest

SEPTEMBER 14, 2023

An article by Greg Roper from 2015 indicated that interpersonal communication and conflict management were two of the most important skills to focus on, and that remains relevant today. Feedback Sharing A McKinsey survey of 12,000 managers found that managers believed “candid, insightful feedback” to be crucial to career growth.

Schein 98

Schein Industry Long-term Automotive 98

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Too often, the focus turns to profit.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Chart Your Course

AUGUST 22, 2014

Only 52 percent of companies spend their time in a way that aligns with their strategic goals, according to a McKinsey survey of 1,500 executives from businesses of all sizes around the world. The most essential time management technology for increasing your productivity is calendar scheduling software. Communication Articles'

Tools 133

Tools Productivity Products Company 133

ExactHire - Leadership

JUNE 3, 2022

Read any article on hiring recent graduates, and you’ll find a litany of ageist aphorisms. In this article, we’ll tell you everything you need to know about how to recruit new graduates, regardless of their generational traits. For this reason, strong executive leadership is important to 58 percent of Millennials.

Company 52

Company Diversity Career Quality 52

ExactHire - Leadership

JUNE 3, 2022

Read any article on hiring recent graduates, and you’ll find a litany of ageist aphorisms. In this article, we’ll tell you everything you need to know about how to recruit new graduates, regardless of their generational traits. Quality of Executive Leadership. Some pigeonhole Millennials as lazy and entitled.

Company 52

Company Diversity Career Quality 52

Strategy Driven

JULY 13, 2011

Filled with in-depth insights from experts at McKinsey & Company, this reliable resource takes a much more qualitative approach to what the authors consider a lost art. Some examples include new technologies, changes in customer preferences, new ways of serving customers, and disruptive threats. Copyright (c) 2011.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Mills Scofield

APRIL 15, 2014

Technology does not do much in a complex interaction (per McKinsey´s articles on interaction). Personal leadership and character become more important. Culture Effectiveness Efficiency Energy Efficiency Impact Innovation Leadership Trust Vulnerability' Trusting is efficient and effective.

Efficiency 132

Efficiency Energy Senge Resources 132

Harvard Business Review

DECEMBER 16, 2016

Back in 2011, the McKinsey Global Institute published a report on the transformational potential of big data—and it would take a supercomputer to process all of the articles that have appeared since then urging companies to get on board before some digital disruptor renders them obsolete. Insight Center. The Next Analytics Age.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

FEBRUARY 16, 2016

Such sleep deficiencies can undermine important forms of leadership behavior and eventually hurt financial performance. This article will explore the link between sleep and leadership before discussing solutions that can improve both individual well-being and organizational efficiency and effectiveness.

Leadership 8

Leadership McKinsey Stress Creativity 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

JULY 17, 2017

Despite rapid innovations in data processing and machine learning, many businesses have yet to make the leap from the Industrial Age to the information age, and the gap between technological and organizational progress is widening. Closing this gap requires much more than short-term fixes, like adopting new technologies.

Industry 13

Industry Short-term Planning Long-term 13

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. Yet, as obviously logical as that finding turns out to be, McKinsey was right to frame it as counterintuitive.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

DECEMBER 19, 2017

Technological innovations have radically transformed the business landscape in many ways over the last two centuries, from the introduction of steam power to the market conquest of radial-ply tires. Research by McKinsey & Company and the McKinsey Global Institute shows that digitization is having the same radical impact.

Succession 8

Succession Industry McKinsey Business Model 8

Harvard Business Review

SEPTEMBER 11, 2017

There is no burden on those who proposed a new idea or technology to talk to customers, build minimal viable products, test hypotheses or understand the barriers to deployment. Army’s Rapid Equipping Force, one of us built a curation process to help technology solutions to be deployed rapidly. As the head of the U.S.

Process 13

Process Innovation Incubator Committee 13

Harvard Business Review

MARCH 29, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. TFA stands out as a prolific spawner of entrepreneurial leadership in education. The answer appears to be yes.

Entrepreneur 14

Entrepreneur Education McKinsey Sample 14

Harvard Business Review

DECEMBER 21, 2016

But, according to McKinsey research , only 16% of merger reorgs fully deliver their objectives in the planned time, 41% take longer than expected, and in 10% of cases, the reorg actually harms the newly-formed organization. In this article we will show specifically how they apply to M&A-driven reorgs.

Process 8

Process McKinsey Due Diligence Cost 8

Harvard Business Review

NOVEMBER 19, 2013

In other articles, we’ll move beyond specific cases to get at the broader question of how managers can learn to pick the most important kernels of knowledge from the rush of data. Decision making Information & technology' He explains how to cultivate a strong flow of intelligence that can have a powerful impact on strategy.

Information 8

Information Information Technology McKinsey Metrics 8

Harvard Business Review

OCTOBER 23, 2017

Fortunately, the proliferation of digital communication data and the advancement of sensor technology have enabled us to more precisely measure workplace behavior. Women had the same number of contacts as men, they spent as much time with senior leadership, and they allocated their time similarly to men in the same role.

McKinsey 15

McKinsey Survey Content Company 15

Harvard Business Review

MARCH 22, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. What can make the difference is superior process backed by practical skill-building and supportive leadership. We are not surprised.

Education 15

Education Benchmarking McKinsey Learning-by-Doing 15

Harvard Business Review

JANUARY 27, 2017

He explained why he thinks so in a recent HBR article.) McKinsey, Bain, and BCG are the management models here. They frequently find the technologies are less of a hassle than the people. Renaissance Technologies and other, even more secretive investment funds are the management models here. All-In Autonomy.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 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

MARCH 1, 2016

McKinsey & Co. 500 technology distribution company I’m working with has expanded its offerings to include services like installation and hardware management. For more detail, see my article, “ How a sales force creates value.”). When strategy shifts, make sure that sales shifts with it.

Strategy 8

Strategy Execution How To CRM 8

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

JUNE 17, 2015

The technological advances of the digital age have allowed the global workforce to be better connected, more collaborative, and have greater personal impact than ever before. Managing engagement requires new leadership skills. New leadership skills are required. Or are they?

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

NOVEMBER 30, 2010

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15

Harvard Business Review

FEBRUARY 12, 2016

People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. social media users actively seek customer service through social media, according to Nielsen and McKinsey Incite , we’ve made getting globally aligned one of GM’s priorities.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

SEPTEMBER 27, 2018

And they carefully manage leadership transitions, so nothing is lost along the way. And, like many of the 84 businesses we also studied, they find great things to do and then share them with the world through books, articles and films. The Disruptive Edge: Experts, nervousness, accidents.

Organization 12

Organization Learning-by-Doing Open-book McKinsey 12

Harvard Business Review

JANUARY 19, 2016

As part of our ten-year longitudinal study on executive transitions, which included more than 2,700 leadership interviews, we did a rigorous statistical analysis (including more than 90 regression analyses) to isolate the skills of the top-performing executives. Making good decisions seems to be a comparatively rare skill.

Execution 8

Execution Supply Chain Analysis Learning-by-Doing 8

Harvard Business Review

FEBRUARY 10, 2017

According to one McKinsey study , the success rate for organizational redesign efforts is less than 25%. Repeatable core processes, technology and information sharing platforms, and cross-functional teams are all design options that help create seamless linkages. And yet when it comes to reorganization, they’re the norm.

Competitive Advantage 8

Competitive Advantage Supply Chain Bureaucracy McKinsey 8

Harvard Business Review

JANUARY 19, 2017

Jane is a marketing director at a technology firm, where she manages a small team, works late, and travels once per quarter. As a leadership coach, I work with many female leaders and managers on improving their time management skills and work-life balance. I’ve changed their names and some details.)

Delegation 8

Delegation Outsourcing Insurance Loyalty 8

Harvard Business Review

SEPTEMBER 1, 2015

The Google/Alphabet metamorphosis has catapulted Sundar Pichai into one of the highest profile leadership jobs in Silicon Valley. After stints at Applied Materials and McKinsey, he joined Google just a little over 10 years ago. And third, his belief that technology is an equalizing force. Personally attract and recruit talent.

CEO 8

CEO Engineering Advertising Technology 8