CO2

FEBRUARY 7, 2024

As we journey through the ever-evolving landscape of our careers and personal lives, it becomes clear that every challenge, every peak we reach, is unique. The Path Redefined: Innovation and Vision Every climb redefines the path. As leaders, it’s essential to foster a vision that’s both innovative and inclusive.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

CoachStation

AUGUST 26, 2022

We’ve also learned that one in two employees have left a job to get away from a manager and improve their overall life at some point in their career. They are psychological “owners,” drive performance and innovation, and move the organisation forward. Environments like that can make anyone miserable.

Motivation 130

Motivation McKinsey Attrition Influence 130

HR Digest

NOVEMBER 20, 2020

Updated skills are the currency for future-proofing your career. Reskilling refers to learning new skills for a job switch or career pivot. Power skills are long-lasting, transferable across a number of work environments and roles, and can developed. Turned out to be a great strategy for job relevance.

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

Strategy Driven

OCTOBER 25, 2019

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.” Fast-evolving business environments. That’s how you maintain your competitive edge.

Agility 50

Agility Process Management McKinsey 50

Harvard Business Review

JUNE 13, 2012

We're delighted to announce the winners of the Long-Term Capitalism Challenge , the third leg of the HBR/McKinsey M-Prize for Management Innovation. The athletic apparel giant has also engaged a broad base of partners (and competitors) in innovation toward that goal. We're all in this together.

Organization 13

Organization Cooper McKinsey Long-term 13

Harvard Business Review

MARCH 22, 2012

To succeed in this new world, individuals must proactively and comprehensively embed multicultural leadership skills into their career development plans. But how can young leaders be deliberate and explicit in building multicultural considerations into their career planning and decision-making?

Globalization 10

Globalization Development Short-term Career 10

Harvard Business Review

JULY 20, 2011

For all of the fervor around innovation, far too many organizations are hostile places for new ideas and the people who harbor them. All too often, new ideas are cooked up in a hothouse environment, like the executive inner sanctum or an invitation-only innovation offsite, and not shared widely until they've been sanctioned from on high.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

JANUARY 1, 2014

The program pairs start-ups with government workers to improve government services in areas including transportation, energy, data services, and the environment. We hope you will join us and spark a movement to innovate our cities and states across America. It was time for me to explore paths to leadership in other contexts.” .

Entrepreneur 8

Entrepreneur Politics Budgeting Policies 8

Harvard Business Review

FEBRUARY 13, 2013

But this is only possible if the senior executives of our leading institutions are what Dominic Barton, Worldwide Managing Director of McKinsey & Company, refers to as "tri-sector athletes" — leaders able to engage and collaborate across all three sectors. Governments are often the stewards of water and regulate its use. Prepared mind.

Globalization 8

Globalization Career McKinsey Strategic Planning 8

Harvard Business Review

NOVEMBER 22, 2016

A recent McKinsey study shows that there really are tasks that only humans can do for the foreseeable future, particularly in areas such as education and health care. And those who succeed will have to be people who are extremely well prepared to function in a technological and automated work environment.

Technology 8

Technology Education Analysis McKinsey 8

Harvard Business Review

MARCH 18, 2013

Companies like GE and McKinsey are rigorous about promotion standards, but they are the exceptions. In any environment, but especially in this post-recession one, those who emerge from the pack will be the ones willing to go the extra mile to distinguish themselves from other talented people.

Proposal 8

Proposal Maturity McKinsey Delegation 8

Harvard Business Review

DECEMBER 22, 2016

In the end, a combination of unattainable objectives, an environment that lacked transparency, and a culture where failure was not perceived to be a viable option, led some VA administrators and clinic staff to manipulate data to make it appear as though the wait time goal was being achieved. Could the organization turn itself around?

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 8