The Practical Leader

APRIL 5, 2023

Hmm…oh, oh… Looking at the typical approach they’ve used before, four common strategic planning problems immediately popped out: The agenda was loaded with about 17 project/operational presentations/reviews and updates. The session focused on operational and tactical issues. Nap by PowerPoint. How do you know?

Planning 52

Planning Strategic Planning How To Operations 52

The Center For Leadership Studies

NOVEMBER 23, 2020

Fortunately, the surgeon operated before the worst could happen and my husband recovered completely. McKinsey recently noted, “Numerous studies show that in a business-as-usual environment, compassionate leaders perform better and foster more loyalty and engagement by their teams. In the classic HBR article “ What Makes a Leader?

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

First Friday Book Synopsis

MAY 12, 2012

Here is a brief excerpt from another outstanding article, co-authored by Aaron De Smet, Johanne Lavoie, and Elizabeth Schwartz Hioei, and featured online by The McKinsey Quarterly, published by McKinsey & Company. [.].

McKinsey 80

McKinsey Development How To Article 80

The Horizons Tracker

JANUARY 19, 2022

The inherent value of diversity is a central reason why immigrants make such potent entrepreneurs , because they bring a whole new set of norms from their homeland that can shed light on new ways of operating in their adopted home.

Diversity 124

Diversity Entrepreneur Innovation Gordon 124

First Friday Book Synopsis

MAY 31, 2011

Here is an excerpt from another outstanding article now available at the website of The McKinsey Quarterly, published by McKinsey & Company. It was co-authored by Wouter Aghina, Marc de Jong, and Daniel Simon.

Talent Management 80

Talent Management McKinsey Simon Management 80

Women on Business

NOVEMBER 11, 2011

Another study by McKinsey & Co has “proven a positive correlation between a company’s performance and the proportion of women serving on its executive board. If you look at the behavior patterns of high level men in companies they display the traits outlined in this article.

McKinsey 199

McKinsey Career Project Definition 199

LDRLB

OCTOBER 4, 2011

I’ve just finished reading another good article about an innovator’s need to open the mind. Articles like these always make me wonder: Doesn’t the other 95% of the business need to innovate, too? Go ahead and read the article (link below), and you’ll learn about these four techniques: Immerse yourself.

Wilde 101

Wilde Innovation Resistance Leadership 101

CO2

SEPTEMBER 21, 2022

It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. However, not every company operates in a sector where their everyday work lends itself to significant social impact. The good news is that people want to have a purpose in the work they do.

How To 78

How To Long-term Performance Review Mission Statement 78

LDRLB

OCTOBER 4, 2011

I’ve just finished reading another good article about an innovator’s need to open the mind. Articles like these always make me wonder: Doesn’t the other 95% of the business need to innovate, too? Go ahead and read the article (link below), and you’ll learn about these four techniques: Immerse yourself.

Wilde 90

Wilde Innovation Resistance Leadership 90

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. Communication Articles' Some executives lost time by wasting too many hours online. Calendar Management.

Tools 133

Tools Productivity Products Company 133

The Practical Leader

SEPTEMBER 28, 2011

This leads to sizeable cost overruns, missed deadlines, disrupted operations, unhappy customers, and stressed out employees. This month’s issue of Harvard Business Review carries an article entitled Why Your IT Project May Be Riskier Than You Think.

Project 55

Project McKinsey Emotional Intelligence Price 55

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. Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

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. After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Leading Blog

NOVEMBER 3, 2023

That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. The biggest challenge for companies when it comes to operational excellence is siloed behavior. Recall how the U.S.

Industry 267

Industry Stage-Gate Organization Company 267

Harvard Business Review

APRIL 5, 2017

The McKinsey Global Institute, in conjunction with FCLT Global, recently released research stating that long-term-oriented companies perform better than those that focus on short-term results. While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex.

EPS 8

EPS Metrics Depreciation Short-term 8

Harvard Business Review

JULY 21, 2021

Lessons from the head of McKinsey’s negotiation practice.

Tactics 10

Tactics McKinsey Price Operations 10

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.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Marshall Goldsmith

MAY 19, 2013

Many organizations have historically operated on the “there is one best way” school of management. Today the majority of the most highly respected leaders in North America regularly ask for feedback, in companies such as American Express, General Electric, Eastman Kodak, McKinsey & Co.,

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Harvard Business Review

SEPTEMBER 11, 2015

In-house strategy and consulting groups are growing in popularity , supplementing and increasingly winning business from traditional consulting firms such as McKinsey & Company, Boston Consulting Group and Bain & Company. McKinsey, Bain, or Boston Consulting Group). Work on discrete projects. Exceed client expectations.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

JANUARY 12, 2018

Marketing and sales, manufacturing, recruiting (including people assessment), customer service, and support are all fields that can benefit from artificial intelligence according to McKinsey’s recent research. Companies are both operators and investors. In fact, it is doubling every 14 months and it will reach 10.5 ZB by 2020.

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

JANUARY 18, 2018

McKinsey has been studying what kind of work is most adaptable to automation. Yet the CEO and founder of Fetch Robotics, Melonee Wise, cautions against that way of thinking: “For every robot we put in the world, you have to have someone maintaining it or servicing it or taking care of it.”

Creativity 15

Creativity Strategy Venture Capitalist McKinsey 15

Harvard Business Review

NOVEMBER 30, 2017

Even more striking, new research from the McKinsey Global Institute analyzes firm-level financial results and finds a stark contrast in performance between the biggest U.S. Past work by McKinsey found that inefficiencies in manufacturer-supplier interactions add up to roughly 5% of development, tooling, and product costs in the auto industry.

Supply Chain 8

Supply Chain McKinsey Incentives Bottom-up 8

Harvard Business Review

OCTOBER 17, 2018

New research from the McKinsey Global Institute simulates the potential global macroeconomic impact of five powerful technologies (computer vision, natural language, virtual assistants, robotic process automation, and advanced machine learning). But how will AI impact the economy in broad terms?

GDP 10

GDP McKinsey Long-term Technology 10

Harvard Business Review

FEBRUARY 23, 2015

McKinsey research suggests that the most effective directors are meeting these challenges by spending twice as many days a year on board activities as other directors do. We recently discussed some of these tensions with board members and executives at Prium, a New York-based forum for CEOs (in which McKinsey participates).

McKinsey 8

McKinsey CEO Participative Automotive 8

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

JULY 9, 2018

But it’s particularly difficult for large, traditional firms , especially those which operate in consolidated, non-growth industries (think pulp and paper, steel, airlines) and which are often located away from the metropolitan areas where data scientists live. Seeing bottom-up initiatives through.

Bottom-up 9

Bottom-up Operations Training Efficiency 9

Harvard Business Review

JANUARY 3, 2011

The cause was not malfeasant individuals; it was inadequately designed and operated systems of care delivery. The only reasonable explanation for this disparity between effort and outcome is that health care leaders are not investing in the right operational changes to achieve excellence in safety, affordability, and capacity.

Health Care 15

Health Care Kaizen McKinsey Operations 15

Harvard Business Review

MARCH 30, 2016

Research by McKinsey shows that, on average, 30% of corporate earnings are at stake when it comes to a company’s relationships with society. As a global survey conducted by McKinsey shows, only 21% of business executives think their company frequently engages successfully. The current model is not working.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

NOVEMBER 18, 2015

But the question deserves better than executive hand-offs to HR, McKinsey, or Myers-Briggs. So smarter “people analytics” operations embrace mission and metrics that assure they’re getting the right kind of ROEE — Return on Ex-Employees: Referrals. That’s because love creates great expectations.

McKinsey 8

McKinsey Banking Reference Human Capital 8

Harvard Business Review

JANUARY 5, 2018

USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. That makes retaining them very different from retaining someone who wants to scale the corporate hierarchy by managing increasingly larger operations. So how do you keep them?

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

FEBRUARY 16, 2016

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. Operating with a strong orientation to results. The link between sleep and organizational leadership. What organizations can do.

Leadership 8

Leadership McKinsey Stress Creativity 8

Harvard Business Review

NOVEMBER 9, 2017

One of us (Paul) is a strategy scholar and economist; the other (Amy) studies organizational behavior and operations management. Strategy as learning requires senior executives to engage in an ongoing dialogue with operations across all levels and departments.

Strategy 8

Strategy Agility Execution Core Competence 8

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

OCTOBER 25, 2018

In our recent research at the McKinsey Global Institute, we examined the superstar phenomenon across firms, as well as sectors and cities. In this article, we will focus mostly on firms, but with some brief commentary on sectors and cities at the end. Wider dynamics may be at play.

Industry 12

Industry Company GDP Bottom-up 12

Harvard Business Review

OCTOBER 10, 2017

A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. Another pervasive reason is that senior executives are trained as operators, not innovators. That’s quite a mismatch. It’s not.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

SEPTEMBER 12, 2012

Meanwhile, according to a recent article in The Financial Times , where a minimum threshold was adopted, there has been a marked improvement in gender balance. However, such self-policing has been ineffectual at best and, more often, insultingly negligible.

Diversity 15

Diversity McKinsey Incentives Proposal 15