Harvard Business Review

JANUARY 19, 2016

Despite the huge impact executives can have on their organizations, failure rates remain high. So we wondered: If we closely studied the executives who succeed in top jobs once appointed, could we identify distinguishing features that set them apart and defined their success? Prescriptions for what to do continue to fall short.

Execution 8

Execution Supply Chain Analysis Learning-by-Doing 8

Harvard Business Review

JANUARY 11, 2016

Since then, as the composition of top executive teams has changed, responsibility for leading strategy development has been shared by more members of the C-suite. In our experience at McKinsey, creating this ideal partnership usually requires the CFO to become more directly and deeply involved in strategy development.

Strategy 8

Strategy CFO Finance Short-term 8

Harvard Business Review

OCTOBER 31, 2014

Human-capital issues are top-of-mind for CEOs around the world — but their regard for the HR function remains perilously low: In a PwC study , only 34% said that HR is well prepared to capitalize on transformational trends (compared with 56% for finance). Sadly, chief executives aren’t the only ones with this negative perception.

Human Capital 13

Human Capital Charan Human Resources Cost 13

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Lynanne Kunkle, VP-Global Talent Development and HR-Asia for Whirlpool, is a case in point. HR strategy is an expertise that takes years to fully develop.”. Even HR itself agrees.

CFO 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

FEBRUARY 28, 2018

Executives cut investment to hit short-term earnings targets and trigger bonus payouts, the argument goes. Moreover, long-term investments — such as reducing carbon emissions, developing blockbuster drugs, or training workers — benefit more than just shareholders. The narrative is compelling. So does short-termism exist?

Price 8

Price CEO Short-term Long-term 8

Harvard Business Review

APRIL 16, 2015

A 2012 McKinsey Report shows that over a 15 year period companies that shifted more than 56% of their capital across their business units during that period delivered annual return to shareholders that were a third higher than those delivered by companies that allocated roughly the same amount of capital per unit as they had the previous year.

CEO 8

CEO ROIC Cost of Capital Merton 8

Harvard Business Review

JULY 3, 2018

Chamber of Commerce supports companies in developing circular economies (CEs), and China — like Europe — has developed policies and legislation around CEs. Yet many companies face serious challenges when it comes to executing on a circular economy strategy.

Policies 8

Policies Asset Management Cost Productivity 8

Harvard Business Review

SEPTEMBER 4, 2014

I earned my MBA from Stanford’s Graduate School of Business in 2000, and since 2007 I’ve been an Instructor and an internal coach back at the GSB, helping hundreds of students develop their leadership and interpersonal skills. And what alternative means are available to me to develop these practical skills?

Supply Chain 18

Supply Chain Reputation Education Learning-by-Doing 18

Harvard Business Review

OCTOBER 10, 2017

A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. Even if executives try to prioritize it, innovation often gets crowded out by more “urgent” short-term pressures.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

OCTOBER 25, 2018

In our recent research at the McKinsey Global Institute, we examined the superstar phenomenon across firms, as well as sectors and cities. Often when superstar cities fall, they tend to be advanced economy cities, replaced by a developing economy city. Wider dynamics may be at play.

Industry 12

Industry Company GDP Bottom-up 12

Harvard Business Review

SEPTEMBER 11, 2017

One of the quickest ways to sort innovation ideas is to use the McKinsey Three Horizons Model. This prioritization is not done by a committee of executives but by the innovation teams themselves. This quick and dirty development can become unwieldy, difficult to maintain, and incapable of scaling.

Process 13

Process Innovation Incubator Committee 13

Harvard Business Review

JANUARY 1, 2014

One year ago, Rahul Mewawalla was a senior executive building out the mobile arm of Nokia. Put them together and they can design solutions that align the incentives of a wide range of actors to solve our toughest challenges in healthcare, education, economic development, and the environment. Just think about the U.S.

Entrepreneur 8

Entrepreneur Politics Budgeting Policies 8

Harvard Business Review

JULY 2, 2013

True, to the surprise of many analysts, the prime minister, Antonis Samaras, abandoned his earlier populist rhetoric and tried to sort out public finances. The Harvard MBA graduate will need all the skills developed as a McKinsey consultant and a Venture Capital executive — and then some.

Politics 8

Politics Restructuring Crisis McKinsey 8

Harvard Business Review

APRIL 1, 2016

Recent research from the McKinsey Global Institute (MGI) looked at the state of digitization in sectors across the U.S. Right behind it are media, finance, and professional services, all of which have far more sophisticated digital capabilities than the rest of the economy.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

Harvard Business Review

SEPTEMBER 28, 2012

The same investment logic holds for Apple's innovation ecosystem; the flow and fortune of its third-party apps development alone would yield valuable insight. That's as true for a Walmart or a JCPenney as it is for a McKinsey & Co. Any data-driven, analytics-obsessed trader or investor would be thrilled running a Facebook fund.

Hedge 15

Hedge Core Competence CFO ROI 15

HR Digest

NOVEMBER 9, 2023

percent of senior managerial and directorial roles , according to McKinsey. Then develop protocols for making adjustments to address identified pay disparities. Criteria for Progression : Outline the factors, such as skills development, experience, or performance metrics, that contribute to an employee moving within the salary band.

System 52

System How To Benchmarking Diversity 52

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. It started with developing a proprietary Corporate Horizon Index. This has long seemed intuitively true to us.

Long-term 8

Long-term EPS Short-term Management 8

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.” There was a time when executives liked to refer to their companies as well-oiled machines. Final Thoughts.

Agility 50

Agility Process Management McKinsey 50

Harvard Business Review

MAY 1, 2015

McKinsey analyzed more than 3,000 software and online-services firms from a 22-year period, finding that fewer than a third reached $100 million in revenue growth. How many software companies really make it big, at least in terms of revenue? Only a handful of companies reached the elusive $4 billion mark.

Software 8

Software Company McKinsey Incentives 8