The Practical Leader

JUNE 16, 2021

Research shows that they determine 50% to 70% that climate, in turn, determines 20% to 30% of a company’s performance. A McKinsey Quarterly survey of 1,147 executives found that the five elements of centered leadership (meaning, framing, connecting, engaging, and energizing) are mutually reinforcing. Emotions are contagious.

Positioning 109

Positioning Emotional Intelligence Goleman Competitive Advantage 109

QAspire

MAY 2, 2016

I read 2016-1 edition of McKinsey Quarterly with great interest. Effective situational leadership adapts to these changes by identifying and marshaling the kinds of behavior needed to transition a company from its present state to a stronger, healthier one. It is a rich resource with insights on theme “Organizing for the Future”.

Leadership 70

Leadership McKinsey Situational Leadership Quality 70

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’. The report went on to note “society is demanding that companies, both public and private, serve a social purpose”. And this genuinely has to go all the way.

Brand 189

Brand Supply Chain Ethics Reputation 189

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

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

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

Skip Prichard

MAY 22, 2019

In this world of product and pricing parity, the delivery of superior service experience has become the new marketing, and the new real competitive edge. With AI, companies can harness the power of data, personalization and on-demand availability at the touch of an intelligent button. AI to the Rescue. Read the rest of this post.

Content 88

Content Innovation Creativity McKinsey 88

The Practical Leader

SEPTEMBER 28, 2011

Reporting on the largest global study of IT change ever conducted (1,471 projects), an Oxford University Said Business School professor and McKinsey & Co. consultant provides examples of entire companies that have failed because of badly implemented IT system changes.

Project 55

Project McKinsey Emotional Intelligence Price 55

Leading Blog

NOVEMBER 3, 2023

airline companies have pointed fingers at the Federal Aviation Administration (FAA) as the biggest cause of outages, even as the FAA has fired back at airlines. And just to make things interesting, do it in a decentralized organizational construct where laws, standards, and procedures aren’t as tightly controllable as within a single company.

Industry 272

Industry Stage-Gate Organization Company 272

Coaching Tip

JUNE 3, 2011

Consider the executive who briefed his top management team on the company's plans for the coming year, referencing products launches, pricing pressures, and analyst concerns. By Michael Useem, Author of The Leader's Checklist. I have also become convinced that with leadership, as with much else, brevity is the soul of wit.

Leadership 129

Leadership McKinsey Sample Download 129

Harvard Business Review

JULY 2, 2012

What's the fastest way to profitably sell more of whatever it is your company sells? I argue that it's better pricing. Think about how your company sets prices: Are you confident that your prices capture the value of your products and services? Second, small changes in price can lead to big profits.

Price 14

Price Strategy P&L Incentives 14

Marshall Goldsmith

NOVEMBER 4, 2013

At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. As companies have become larger and more global, there has been a shift from buying stand-alone products to buying integrated solutions. ” Outside the Organization.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Harvard Business Review

FEBRUARY 28, 2018

They are egged on by short-term shareholders, who care only about making a quick buck, rather than growing the company for the long term. A recent McKinsey study found that a “long-termism” index (including how much a firm invests) is correlated with future long-term stock returns, suggesting that long-termism pays off.

Price 8

Price CEO Short-term Long-term 8

Harvard Business Review

APRIL 14, 2017

And in January 2017, McKinsey’s research arm estimated AI-driven job losses at 5%. My own firm released a survey recently of 835 large companies (with an average revenue of $20 billion) that predicts a net job loss of between 4% and 7% in key business functions by the year 2020 due to AI. Just 6% are using AI in pricing.

Company 12

Company Survey Finance Engineering 12

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. Indeed, when the news broke that Volkswagen had been accused of cheating emissions standards tests last year, its share price fell by almost 35% in the next two days of trading.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

MAY 31, 2018

The pharmaceutical company Valeant raised the price of Cuprimine — invented in 1956 and used to treat Wilson’s disease, a rare condition in which the body cannot process copper — from about $500 to about $24,000 for a 30-day supply, causing outrage from consumers. How to make your company more nimble and responsive.

CEO 8

CEO Short-term Long-term McKinsey 8

Harvard Business Review

MARCH 24, 2014

While retailers and cable companies moved their businesses online years ago, many insurers, struggling with legacy technology and outmoded organizational structures, are playing catch up. In a recent McKinsey survey of the digital practices of more than 30 leading U.S.

Insurance 8

Insurance Company Maturity Decentralization 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 17, 2014

A five-day work week consisting of eight-hour days happens to be the social norm in many of our societies at present, but I have long thought that a company that disrupts that kind of social norm in its industry could potentially build a momentous competitive advantage out of it. This allows the firm to hire good employees at a good price.

McCallum 13

McCallum Competitive Advantage McKinsey Consultative 13

Marshall Goldsmith

FEBRUARY 8, 2018

Tammy Erickson – McKinsey award-winning author. US News and World Report #1 Best Hospital in the United States – Fortune ‘100 Best Companies to Work For,’ 14 consecutive years. Liz Smith – Chairman and CEO, Bloomin’ Brands (Outback, Flemings, Carrabba’s, Bonefish Grill) – one of the world’s largest casual dining companies.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

MAY 30, 2012

LOCATION, LOCATION, PRICE. The Elusive Emerging Market Consumer (McKinsey Quarterly). Most of us are well aware of the growth potential of emerging-market consumers, an opportunity McKinsey estimates could exceed $20 trillion annually by 2020. BONUS BITS: Present Company Excluded. Do with this as you will.

McKinsey 11

McKinsey Price Tips Budgeting 11

Harvard Business Review

OCTOBER 4, 2013

Because if you just do the same thing as your competitors, they claim, there will be nothing left for you than to engage in fierce price competition, which brings everyone’s margins to zero – if not below. Consider, for example, the case of McKinsey. McKinsey, of course, offers the most uncertain product of all: Strategy advice.

McKinsey 13

McKinsey Mauborgne Competitive Advantage Porter 13

Harvard Business Review

MARCH 2, 2011

The days when you could make a living responding to companies' discovery of strategy, as in "Gosh, we gotta get ourselves one of those," are gone with the 1970s (or maybe the 1990s in the "developing world"). Strategy has triumphed, the installed base is huge, no self-respecting company would be without one. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

FEBRUARY 14, 2013

What Really Happens When You Miss that Earnings Mark (McKinsey Quarterly). Leaders of public companies often cite the pressure to meet or beat consensus earnings estimates as justification for a focus on the short term. But McKinsey's analysis of hundreds of large U.S. THERE GOES THAT EXCUSE. in the ensuing five days.

McKinsey 8

McKinsey Consensus Management Short-term 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. spending on home improvement.

Marketing 8

Marketing McKinsey Globalization Transportation 8

Harvard Business Review

MARCH 24, 2011

What makes the matter fascinating to industry watchers, approximately their equivalent of the Charlie Sheen supernova, is that Gupta served three terms as managing director of McKinsey & Co., There has been no suggestion that Gupta betrayed any client confidences in his McKinsey days. from 1994 to 2003. These are not criminal charges.

McKinsey 14

McKinsey Consultative Waterman Intellectual Capital 14

Harvard Business Review

MAY 12, 2011

Instead, companies need to take satisfaction to the next level and create advocates of their customers. It is a business strategy built upon trust, an enduring competitive advantage which has become increasingly important as companies lose control of the brand message to customers who can reach the masses in an anonymous , everlasting way.

Brand 15

Brand McKinsey Loyalty Competitive Advantage 15

The Practical Leader

APRIL 6, 2022

A recent report by McKinsey and Co. ” Depending on how real or alive these passionate purposes are, they can rally and arouse people to work for, buy from, invest in, or partner with these companies. ” A financial services company: “ Helping our clients build their financial freedom and security.”

Mintzberg 111

Mintzberg Pharmaceuticals Energy McKinsey 111

Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. Customer experience creators.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

NOVEMBER 4, 2016

A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.

Diversity 8

Diversity Team Price Sharpe 8

Harvard Business Review

OCTOBER 25, 2011

They must first select the proper governing objective for their company and then gain the commitment of employees to serve that objective. The case for embracing the maximization of long-term shareholder value as the governing objective for publicly traded companies has been persuasively argued many times. Enlightened Self-Interest.

Short-term 12

Short-term Long-term Incentives Objective 12

Harvard Business Review

JANUARY 12, 2018

If AI-guided investing can work for a person, can it also work for a company? 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.

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

DECEMBER 2, 2010

We have constructed a framework that allows an acquiring company to avoid the bias in valuation that often leads to wrong conclusions. To do this, we combine two separate frameworks: the first is the Three Horizon strategic model developed by McKinsey. The 3 Horizons model breaks down strategy into three parts.

NPV 14

NPV Net Present Value Price Engineering 14

Harvard Business Review

JUNE 16, 2015

” These information-focused leaders emerged as the world changed and the capabilities that companies needed shifted over time. Consider three critical mega-trends: resource constraints and rising commodity prices; climate change and extreme weather; and radical, technology-driven transparency. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. The main effect of higher productivity is to make labor more valuable; therefore it stands to reason that employers would — in the classic logic of "if you liked it that price, you'll love it at this one" — snap up more of it.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

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. the parent company of Google.)

Insurance 10

Insurance Video Long-term Project 10

Harvard Business Review

JULY 3, 2018

With the EU’s passage of the Circular Economy Package in April, many European companies are now facing mandates to reuse the products they create for as long as possible. Yet many companies face serious challenges when it comes to executing on a circular economy strategy. The Three Approaches.

Policies 8

Policies Asset Management Cost Productivity 8