Strategy Driven

MARCH 25, 2016

The call for greater diversity at senior leadership levels is not new, although it has itself become more inclusive, extending beyond gender, race and ethnicity, to encompass age, education, socioeconomic background and sexual orientation, as well as experience, skills and talent. iii Progress has been made, but slowly and inconsistently.

Diversity 50

Diversity McKinsey Team Leadership 50

Great Results Team Building

APRIL 10, 2024

Analyze previous company rituals, communication styles, and decision-making processes. Remember, culture isn’t just perks or dress code; it’s the fabric that holds a company together. Celebrate cultural diversity while nurturing a shared identity. Go beyond surface-level responses.

Team 130

Team Workshop Team Building Mission Statement 130

HR Digest

SEPTEMBER 14, 2023

Amidst all the revenue numbers and share valuations that companies wear as a badge of honor, the concept of employee relationship management has emerged as another undeniable sign of a successful organization. The UAW is also set to repeat history against Detroit’s Big Three automotive companies if their demands are not met.

Schein 98

Schein Industry Long-term Automotive 98

Great Leadership By Dan

MARCH 12, 2019

A McKinsey article published in April 2018, for example says that AI ‘creates space and time to think by filtering the signal from the noise’. Many see AI as a threat but it’s also an amazing opportunity. She is also founder and MD of Aroka Ltd which she has run globally for the past 11 years.

Agility 256

Agility Leadership Open-book McKinsey 256

Strategy Driven

MAY 2, 2019

We show numerous examples from return on invested capital logic trees, to logic trees that help you decide whether to put solar panels on your roof. Have we brought outside perspectives and diversity of views to bear in the team? Complex problems can rarely be solved without breaking the larger problem into parts.

Process 74

Process Strategy Disaggregation Agility 74

CO2

APRIL 1, 2022

Every company needs a corporate purpose. want the companies they work for and buy from to have a purpose greater than profit or shareholder value. A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. Vision: Where is it going?

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

Every company needs a corporate purpose. want the companies they work for and buy from to have a purpose greater than profit or shareholder value. . A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. Vision: Where is it going?

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. Even more, 86 percent of companies believe that they have more than recouped the investment they made into coaching. To Get Results!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. Even more, 86 percent of companies believe that they have more than recouped the investment they made into coaching.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. Even more, 86 percent of companies believe that they have more than recouped the investment they made into coaching. To Get Results!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

Harvard Business Review

JULY 19, 2017

To gauge the impact of diversity and inclusion efforts, companies typically track metrics on the hiring, attrition, promotion, and composition of the current workforce. In reality, diversity and inclusion are not merely the number of nonwhite male employees you have. Marion Barraud FOR HBR. So how do you measure this?

Company 8

Company Diversity Analysis Attrition 8

Strategy Driven

NOVEMBER 22, 2016

VP of Human Resources: “We should enter the Italian and German markets because we can get access to a large, diverse talent pool.”. In the examples I provided earlier I wrote “$XMM” or “X%” to serve as a placeholder. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co.,

Metrics 50

Metrics CFO Chief Financial Officer Marketing 50

Harvard Business Review

MARCH 15, 2016

To this end, McKinsey conducted extensive qualitative and quantitative research of more than 2,400 interviewees. This research was done in the context of McKinsey and Facebook’s partnership to launch a program called TechPrep. What companies can do. Insight Center. The Global Digital Economy. Sponsored by Accenture.

Industry 8

Industry Diversity Class Engineering 8

Harvard Business Review

SEPTEMBER 12, 2012

This admittedly controversial step comes after nearly a decade of attempts to induce companies to voluntarily boost the number of women in boardrooms and the higher ranks of businesses. In other words, diversity — especially gender diversity — unlocks growth. since 2010. Now that's something worth voting for.

Diversity 15

Diversity McKinsey Incentives Proposal 15

Harvard Business Review

AUGUST 29, 2017

According to a recent McKinsey Global Institute report , the number of people in the global labor force will reach 3.5 Prior to 2010, Rakuten had been a multilingual global company. Above all, company aspired to become the number one internet services company in the world. Photo by Christine Roy.

Succession 14

Succession Globalization Tacit Knowledge GDP 14

Harvard Business Review

JUNE 14, 2017

A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt. This means they will not be engaged if their role is too isolated and the company culture is overly individualistic.

McKinsey 15

McKinsey Self-aware Motivation Report 15

Harvard Business Review

OCTOBER 23, 2017

In this company, women made up roughly 35%–40% of the entry-level workforce but a smaller percentage at each subsequent level. Our analysis suggests that the difference in promotion rates between men and women in this company was due not to their behavior but to how they were treated. What Companies Can Do About It.

McKinsey 15

McKinsey Survey Content Company 15

Harvard Business Review

MARCH 8, 2016

Political representation, for example, has made great strides in the 10 years covered in the study. More women than men are pursuing higher education in 97 of the 145 countries included in the WEF report, for example. At Sodexo, we recently completed our own company-wide study on the effects of gender-balanced management.

Diversity 8

Diversity Report Globalization McKinsey 8

Harvard Business Review

FEBRUARY 17, 2015

The examples are numerous: Citing private internal research of 20,000 client teams, EY’s vice chair Beth Brooke has said that the more diverse teams had higher profitability and great client satisfaction than non-diverse teams. In addition, diverse boards that were not properly managed created distrust and dissatisfaction.

Osgood 8

Osgood ROE Diversity Bond 8

Harvard Business Review

SEPTEMBER 27, 2018

S&P 500 company has fallen by 80% in the last 80 years (from 67 to 15 years), and 76% of UK FTSE 100 companies have disappeared in the last 30 years. From the arts, we looked at the Royal Academy of Music, the Royal College of Art and the Royal Shakespeare Company (originally the Shakespeare Memorial Theatre).

Organization 11

Organization Learning-by-Doing Open-book McKinsey 11

Harvard Business Review

APRIL 26, 2013

Secrets of Companies That Have Figured Out How to Improve Gender Diversity McKinsey. What''s different about the companies that really get gender diversity right? For one thing, their leaders passionately believe in the business benefits of establishing a caring environment where talent can rise, says McKinsey.

McKinsey 8

McKinsey Diversity Tactics Open-book 8

Harvard Business Review

SEPTEMBER 26, 2011

But three years after the financial crisis broke, I remain more convinced than ever that the fundamental cure for restoring economic growth and repairing societal trust in business is to deepen our ability to manage companies for the long term. Taking a long view doesn't mean companies should go radio-silent. In the U.S., In the U.S.,

Long-term 8

Long-term CEO Short-term McKinsey 8

Harvard Business Review

OCTOBER 14, 2015

Companies are human systems with patterns, habits and mindsets that have evolved over time. One gender’s rules dominate the game in most companies, because they created it in their image over the past 10 or 150 years. It’s the cultures that need to change. He is gender-balancing by design, almost from the start.

McKinsey 8

McKinsey Diversity Learning-by-Doing Company 8

HR Digest

DECEMBER 1, 2023

McKinsey reports that 90 percent of Fortune 500 companies have employee resource groups and most DEI (Diversity, Equity, Inclusion) strategies will tell you should be prioritizing them too. This can lead to uncontrolled rebellions and backlash within the company, escalating issues to unmanageable levels.

Resources 52

Resources Policies Participative Goal 52

Harvard Business Review

AUGUST 15, 2014

It’s become commonplace for observers to tout the transformative potential of digital technologies and bemoan the allegedly slow pace at which companies support these initiatives. Digital growth is appropriately a priority for a diverse swath of organizations, and boards need to get with the program,” he writes.

Media 10

Media ROI McKinsey Survey 10

Harvard Business Review

JULY 17, 2017

Eastman Kodak is the textbook case for failing to prioritize an innovation agenda; business schools around the world study the ramifications of the company’s ill-fated decision to ignore the digital photography market until it was too late. How the best companies get up to speed. The consequences for not doing so can be dire.

Industry 12

Industry Short-term Planning Long-term 12

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

MARCH 27, 2012

I once hired a McKinsey consultant into a country manager role in a developing region. Two years later, despite great success, he told me he wanted to find a job at another company in his home country. He did and was soon appointed to manage the company's entire international business from headquarters.

Positioning 12

Positioning Social Capital McKinsey Globalization 12

Harvard Business Review

JANUARY 31, 2013

The new era will give manufacturing companies an opportunity to help their host economies in all of those areas; it will create high-skill jobs, particularly in design, big data, and other service roles, but not masses of production-line positions. McKinsey has identified more than 20 distinct submarkets in China, for example.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8

Harvard Business Review

MAY 3, 2011

A 2010 McKinsey study finds that across all industry sectors, companies with the most women on their boards of directors significantly and consistently outperform those with no female representation: by 41 percent in terms of return on equity and by 56 percent in terms of operating results.

Competitive Advantage 15

Competitive Advantage McKinsey Resistance Crisis 15

Harvard Business Review

DECEMBER 24, 2013

Meet the New Face of Diversity: The “Slacker” Millennial Guy. 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. In the Company of Givers and Takers. Why Men Work So Many Hours.

Management 18

Management Health Care Middle Management Agility 18

Harvard Business Review

MARCH 22, 2012

The ability to acquire and develop multicultural talent is becoming a critical competitive advantage for multinational and national companies alike. Companies increasingly expect multicultural experience as a required attribute of managerial and executive talent. The need for multicultural leadership is great and growing.

Globalization 10

Globalization Development Short-term Career 10

Harvard Business Review

FEBRUARY 2, 2015

” The defining characteristics of companies in this super-sector are a commitment to innovation and a focus on science, technology, engineering and math (STEM) skills in the workforce. Ambition is crucial: Research from McKinsey finds that most low-performing research-intensive U.S. Yet, there is a problem.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

OCTOBER 19, 2012

For example, in those early co-productions, the North American urban street of the original series was replaced by a plaza in Latin America, a strassa in Germany, or a rue in France. According to the McKinsey Global Institute's "bird of gold" index , India is entering a period of sustained, but unequal, economic growth with 161.1

Globalization 8

Globalization Power Workshop Brand 8

Harvard Business Review

MARCH 8, 2013

As Steve Davis, former lead in McKinsey's Social Innovation practice and president of the global health NGO, Path, has said: "The best social innovations are not necessarily widely adopted. Consider these examples: 1. We worked with a diverse network of partners as part of PopTech's Innovation Accelerator program.

Entrepreneur 8

Entrepreneur Porter Team Innovation 8

Harvard Business Review

SEPTEMBER 26, 2018

Two news stories speak to how companies are facing criticism for the ways they shape their workforces. First, former IBM employees have initiated a class action suit against the company for age discrimination. The suit also names Facebook as a defendant for its role in allowing companies to target specific demographics.

Welch 10

Welch Reputation Diversity Media 10

Harvard Business Review

DECEMBER 7, 2018

It is home to more fast-growing economies than any other region, hundreds of successful big companies, and an urbanizing consumer market whose spending outstrips that of India. How can companies navigate Africa’s many challenges and translate its growth trends into profitable, sustainable enterprises? lucydphoto/Getty Images.

Brand 8

Brand Case Study Marketing Globalization 8