Great Leadership By Dan

NOVEMBER 27, 2018

Companies have to be consistent in their behaviour, from top to bottom, and right along the supply chain, from the ‘first hand of production to the final hand of the consumer’. This approach very much links to social innovation and indeed conspicuous altruism. And this genuinely has to go all the way.

Brand 189

Brand Supply Chain Ethics Reputation 189

Experience to Lead

JANUARY 29, 2024

Whether you’re an experienced leader or an aspiring one, there’s always room for growth and development by embracing more innovative management styles. This series features a range of expert voices from the world of business and academia, offering deep insights into management, innovation, and strategy.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

CoachStation

AUGUST 26, 2022

When Gallup asked managers why they thought their company hired them for their current role, managers commonly said the organisation promoted them because of their success in a previous non-managerial role, or cited their tenure in their company or field. The fact that you are taking the time to read this blog is a positive example.

Motivation 130

Motivation McKinsey Attrition Influence 130

HR Digest

NOVEMBER 20, 2020

Behaviors like emotional intelligence, communication, and adaptability are examples. Coding, budgeting, and marketing operations are examples. With creativity’s ties to innovation and the global economy experiencing a significant growth mode, this personal ability was transferable across a range of organizational needs.

Skills 145

Skills Emotional Intelligence CFO Power 145

Eric Jacobson

MAY 25, 2016

In order to survive over the long term and gain competitive advantage, companies must learn how to connect profoundly with the world around them -- not only with customers and stakeholders, but also with employees, local communities, politicians, and the environment itself." The life expectancy of a leading U.S.

Company 50

Company Competitive Advantage Open-book Long-term 50

Strategy Driven

MARCH 15, 2019

Companies have to be consistent in their behaviour, from top to bottom, and right along the supply chain, from the ‘first hand of production to the final hand of the consumer’. This approach very much links to social innovation and indeed conspicuous altruism. And this genuinely has to go all the way.

Supply Chain 82

Supply Chain Brand Advertising PR 82

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

Strategy Driven

JULY 13, 2011

Performance measurement typically drives much of the way a large company works. Supplementing profits with ROIC and revenue growth is a step in the right direction to ensure that the profits a business earns are actually creating value, not simply over-consuming capital that another company could better deploy.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

HR Digest

DECEMBER 8, 2020

A recent Mckinsey & Company survey shows that since 2015, America has seen only a modest growth in women’s well paid jobs representation in the corporate pipeline. Here we bring you examples of some professional women’s well paid jobs where they are gaining traction and are earning well: Pharmacists.

Human Resources 52

Human Resources Chemicals Software Engineering 52

Harvard Business Review

OCTOBER 17, 2012

In the creative economy, innovation is more important than ever. Innovation is the only insurance against irrelevance. Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it's the competitive advantage. We all get it: innovation is the lifeblood of every organization.

Innovation 15

Innovation Process Competitive Advantage McKinsey 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. The VW scandal, among others, highlights the continued failure of companies to engage successfully with the world outside the corporation. Shell is an excellent example.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

OCTOBER 24, 2018

Take the case of Dominic Barton, who served as the Global Managing Director of McKinsey & Company from 2009-2018. When I later became head of McKinsey Asia, he helped me see that I had to hire a solid COO to work with me—which substantially increased my leadership effectiveness in that bigger role.”

Skills 14

Skills McKinsey COO Handbook 14

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. Using ONA, the company had originally been looking to identify influential experts in its workforce. Marion Barraud FOR HBR.

Company 8

Company Diversity Analysis Attrition 8

Harvard Business Review

SEPTEMBER 11, 2012

When we launched the Harvard Business Review/McKinsey M-Prize for Management Innovation last year, we aimed to enlist the most progressive practitioners and thinkers in the collective effort of reinventing what we call "the technology of human accomplishment." See the Proposed Challenges for examples.). Innovating Innovation.

Innovation 8

Innovation McKinsey Management Proposal 8

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. FCLT and McKinsey rely on readily available and machine-readable accounting data to measure myopia.

EPS 8

EPS Metrics Depreciation Short-term 8

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

Harvard Business Review

JULY 13, 2016

In this new world, companies need to know which consumers have the purchasing firepower, where they are, what they want to buy, and what drives their spending. Companies will need a more detailed portrait of target customer groups than ever, including their age, income, ethnicity, and shopping preferences. There are surprises.

Marketing 8

Marketing McKinsey Globalization Transportation 8

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 14

McKinsey Self-aware Motivation Report 14

Harvard Business Review

JANUARY 16, 2013

A lot of companies congratulate themselves on having a "social media presence" — by which they mean a Twitter following and Facebook likes and a marketing plan that uses social networks. It's in areas of the company such as knowledge management, innovation, communication, and better integration with the supply chain.

Media 8

Media McKinsey Supply Chain Telecommunications 8

Harvard Business Review

JUNE 30, 2011

The other week, I was in Beijing facilitating a company offsite. The company had absolutely no operations in Beijing, and no plans to start operations there. So, what was the company doing in Beijing? Also investigate peripheral companies. It is a disciplined operator, so this wasn't a junket either.

Trends 13

Trends McKinsey Constraint Industry 13

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. How the best companies get up to speed. The consequences for not doing so can be dire. Insight Center.

Industry 10

Industry Short-term Planning Long-term 10

Harvard Business Review

JULY 9, 2018

Finding digital talent is one of the biggest challenges facing companies today. Many companies are creating accelerators or other separate units responsible for boosting their digital capabilities. Many accelerators are located where the digital brainpower resides — often in cities where the companies themselves are not located.

Bottom-up 8

Bottom-up Operations Training Efficiency 8

Harvard Business Review

JUNE 29, 2016

The impact of “social entrepreneurs” — individuals who deploy innovation and market forces to fill social needs — is growing. That social entrepreneurs can make a difference is not in question ( here are dozens of examples). Vincent Tsui for HBR. But there is plenty of potential left to unlock. Fair enough.

Entrepreneur 14

Entrepreneur Glocalization Survey McKinsey 14

Harvard Business Review

MAY 15, 2012

The book expands on Christensen's McKinsey-award-winning HBR article , drawing life lessons from the models that form the basis of his business-oriented writing. When I first met Christensen he was certainly well known due to the 1997 publication of The Innovator's Dilemma , which won the Global Best Business Book award. Persistence.

Christensen 11

Christensen Succession Storytelling McKinsey 11

Harvard Business Review

DECEMBER 4, 2017

Tactics include, for example, labeling claims and how to be clear about what standards we might want to develop, and also about disclosure, when he mentions materiality. But I think the interesting part comes when they start to see it as an opportunity for innovations that are financially beneficial as well as socially beneficial.

Project 8

Project Advice Henderson Short-term 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. Many companies are already putting admirable efforts and resources into strengthening a diverse pipeline of women and minorities. since 2010.

Diversity 15

Diversity McKinsey Incentives Proposal 15

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

DECEMBER 24, 2013

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. Special Forces Innovation: How DARPA Attacks Problems. In the Company of Givers and Takers. Consulting on the Cusp of Disruption.

Management 17

Management Health Care Middle Management Agility 17

Harvard Business Review

APRIL 18, 2017

Driven by a fear of losing out, companies in many industries have announced AI-focused initiatives. They will fail not because AI is all hype, but because companies are approaching AI-driven innovation incorrectly. And this isn’t the first time companies have made this kind of mistake.

Insurance 9

Insurance Video Project Long-term 9

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

FEBRUARY 2, 2015

Steel did in an earlier era of manufacturing, Aquion and innovative firms like it are spearheading economic and employment growth across the country. Indeed, in a world where globalization and rapid technological changes are the norm, manufacturing, high-tech development, and innovation clearly require a different level of support.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

AUGUST 15, 2012

When companies lack a clear stance on when and how to take risks, managers often don't take enough of them, routinely making safe investment choices over ones with higher potential. To begin, say Tim Koller and two co-authors, up the ante on risky projects. They could then encourage further work on these ideas before formally reviewing them.

Exit Strategy 14

Exit Strategy How To McKinsey Project 14

Harvard Business Review

OCTOBER 4, 2016

Nearly 20 years have passed since McKinsey introduced the idea of a war for talent , yet most organizations seem to struggle with their talent management practices. So should companies stop focusing on talent? How talent management is changing. But how much does talent actually matter? Is talent overrated?

Talent Management 12

Talent Management Emotional Intelligence McKinsey Motivation 12

Harvard Business Review

APRIL 1, 2016

Companies do need assets like computers, servers, networks, and software, but those purchases are just the start. Recent research from the McKinsey Global Institute (MGI) looked at the state of digitization in sectors across the U.S. economy and found a large and growing gap between sectors, and between companies within those sectors.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

Harvard Business Review

JANUARY 31, 2013

Second, we see a raft of innovations that will alter how products are designed, manufactured and sold — everything from nanotechnologies to 3D printing. Then, manufacturing's most important role is as a driver of innovation, trade, and productivity. McKinsey has identified more than 20 distinct submarkets in China, for example.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8

Harvard Business Review

MAY 6, 2011

Mapping knowledge assets according to how structured and how diffused they are is the basis for developing a powerful knowledge-directed strategy based on strategic combinations among the quadrants we introduced in our last post : Bottom left: In this quadrant lie the company's core competencies.

Tacit Knowledge 14

Tacit Knowledge McKinsey Core Competence Document 14