Harvard Business Review

JANUARY 27, 2017

Charismatic CEOs enjoy leading and inspiring people, so they don’t like delegating critical business decisions to smart algorithms. Computational autonomy requires that C-suites revisit the hows and whys of delegation. McKinsey, Bain, and BCG are the management models here. Who wants clever code bossing them around?

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

JANUARY 3, 2011

Their thinking: If they implement enough best-practice bundles here or there to remove the problem and hire enough outsiders to lead improvement projects, things should get good enough. Those most senior have to lead the charge and cannot delegate the responsibility to a continuous-improvement staff.

Health Care 15

Health Care Kaizen McKinsey Operations 15

Harvard Business Review

JANUARY 19, 2017

“I would feel like I was being selfish by spending that time on my career — for example, by staying late at the office to finish an important project — rather than doing something I knew needed to be done around the house,” she told me. Reluctance to delegate. Jane isn’t alone — far from it.

Delegation 8

Delegation Outsourcing Insurance Loyalty 8

Harvard Business Review

MARCH 18, 2013

Companies like GE and McKinsey are rigorous about promotion standards, but they are the exceptions. However, how you interact with others on group projects can be an important "preview of coming attractions" in terms of showcasing your interpersonal and people management skills to your company's management.

Proposal 8

Proposal Maturity McKinsey Delegation 8