Leading Blog

MARCH 24, 2017

The problem as Mohasseb sees it is that many leaders are stuck in their approach to planning and execution. Your planning and execution needs to be more dynamic than that. The market is shifting. It’s not the analytics, but the execution. Erase the line between planning and execution. You can evolve over and over.

Agility 157

Agility Uncertainty Competitive Advantage McKinsey 157

Coaching Tip

MAY 7, 2012

In the executive suite, the idea is no longer even controversial. When McKinsey & Co. asked senior executives at 60 big companies recently why they are trying to advance women, "they laughed at us," says Dominic Barton, McKinsey's global managing director. John Agno: Decoding the Executive Woman's Dress Code.

McKinsey 112

McKinsey Leadership Career Diversity 112

First Friday Book Synopsis

JULY 29, 2012

Here is the executive summary of a recent report featured online by The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company. MGI was established in 1990 to develop a deeper understanding of the evolving global economy.

McKinsey 75

McKinsey Technology Productivity Products 75

Strategy Driven

MARCH 3, 2020

The results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes. Unfortunately, many talent plans were written at a time when the labor market wasn’t nearly as tight as it is today. When you are eighty percent there, execute your plan. Three years ago? Five years ago?

Strategy 67

Strategy Company Talent Management McKinsey 67

The Horizons Tracker

MARCH 15, 2022

Indeed, McKinsey recently argued that one of the few plus points from the pandemic was it reinforced the importance of building change capabilities within our organizations. The importance of organizational agility was reaffirmed in a second report , from the Institute for Management Development’s (IMD) Future Readiness Centre.

Company 104

Company Hofstede Supply Chain Agility 104

Lead on Purpose

AUGUST 14, 2009

Today’s post is a link to Stewart Rogers ‘ blog the Strategic Product Manager , which contains several great leadership quotes from McKinsey. Take a few minutes and learn about Leadership Lessons from McKinsey. 2 Responses Stewart Rogers , on August 18, 2009 at 6:40 am said: Thanks for the mention!

Rogers 100

Rogers McKinsey Leadership Taylorism 100

ExactHire - Leadership

JUNE 3, 2022

According to McKinsey , companies succeeding at diversity are 35 percent more likely to enjoy profit margins above the median for their industry. While that may seem like a nebulous requirement for an employer, it’s clear your company needs to develop a culture that humanizes your employees in order to attract new graduates.

Company 98

Company Diversity Career Quality 98

Marshall Goldsmith

FEBRUARY 8, 2018

Teaches leadership to executives and emerging leaders around the world. Tammy Erickson – McKinsey award-winning author. Deepa Prahalad – Focused on design and emerging markets. 14th Administrator, United States Agency for International Development. Corporate Executives. World authority on project management.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

ExactHire - Leadership

JUNE 3, 2022

According to McKinsey , companies succeeding at diversity are 35 percent more likely to enjoy profit margins above the median for their industry. While that may seem like a nebulous requirement for an employer, it’s clear your company needs to develop a culture that humanizes your employees in order to attract new graduates.

Company 52

Company Diversity Career Quality 52

LDRLB

OCTOBER 4, 2011

And as usual, the illustrations come from new product development and business strategy. One of the most frustrating experiences you can have in business is seeing a great product or strategy die a slow death due simply to operational resistance and unimaginative execution. McKinsey Quarterly (free subscription).

Wilde 101

Wilde Innovation Resistance Leadership 101

Strategy Driven

JULY 8, 2019

With the customers demanding faster deliveries, field service businesses are now looking to develop a more time-definite supply chain. With the omnichannel approach to e-commerce gaining ground, there is a major need for distribution centers to be located near urban markets. Operation Costs Have to Be Reduced. Conclusion.

Transportation 50

Transportation Parcell Supply Chain Management 50

Strategy Driven

JULY 13, 2011

Filled with in-depth insights from experts at McKinsey & Company, this reliable resource takes a much more qualitative approach to what the authors consider a lost art. It turned out that the unit was driving profits by raising prices and cutting marketing and advertising expenditures.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

LDRLB

OCTOBER 4, 2011

And as usual, the illustrations come from new product development and business strategy. One of the most frustrating experiences you can have in business is seeing a great product or strategy die a slow death due simply to operational resistance and unimaginative execution. McKinsey Quarterly (free subscription).

Wilde 90

Wilde Innovation Resistance Leadership 90

Chartered Management Institute

DECEMBER 2, 2013

They can sound geeky, but they are developments that every manager needs to understand. At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. There is no point developing vast systems that gather deep information that is rarely, or ineffectively used.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Strategy Driven

NOVEMBER 22, 2016

Below I’ve listed a few stakeholders and corresponding Core Ideas to pitch to them regarding the European market entry: VP of Sales: “We should enter the Italian and German markets because we can generate $XMM in sales.”. I’m making a pitch for entering the Italian and German markets no matter who my stakeholder is.

Metrics 50

Metrics CFO Chief Financial Officer Marketing 50

Marshall Goldsmith

MAY 19, 2013

Next, if the person was skilled and/or lucky, more promotions followed until he or she eventually became an executive who could tell lots of people what to do. For example, imagine that AT&T Wireless needed to make major changes because of problems in a local market, but before the changes could be made: 1. What would happen?

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Strategy Driven

JULY 23, 2015

That new look at the 'how' of their results will help you coach and develop them more effectively. He’s the managing director of thoughtLEADERS, LLC – a leadership development training firm. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., part 2 of 6.

Team 50

Team Competitive Advantage McKinsey Energy 50

Harvard Business Review

OCTOBER 30, 2014

Nowhere else in the executive suite of a typical corporation are two functions as closely intertwined as sales and marketing. Yet for all the shared responsibility, the marketing and sales relationship has often been a contentious and lopsided one, with sales dominating in B2B sectors while marketing leads in B2C ones.

Marketing 11

Marketing Guidelines B2C Analysis 11

ExactHire - Leadership

MAY 5, 2021

In 2015, McKinsey and Company found that companies with a diverse workforce performed 15 to 35 percent better than the national industry median. McKinsey followed up with a 2018 report that echoed the finding of the first: diversity is good for the bottom line. Include minorities in your company’s marketing campaigns.

Diversity 111

Diversity Compliance McKinsey Bottom-up 111

Harvard Business Review

JANUARY 22, 2015

Despite studies showing that succession is an essential part of strategic planning, many companies ignore leadership development to focus on more immediate challenges. But your organization’s future success depends on identifying and developing the next generation of its leaders. For example, when a U.S. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

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

SEPTEMBER 26, 2014

Finally, we found that these super geos made it easier for companies to develop growth strategies. These super geos were local profit pools that were concentrated and big enough to offer big ROI upside for marketing and sales. Certain local markets have the right ingredients to ripen demand. What makes them unique?

Marketing 9

Marketing Mass Marketing ROI CRM 9

Harvard Business Review

MARCH 1, 2016

McKinsey & Co. Many companies in my experience have a similar disconnect between their intended market or customer type and their actual client base. There’s a reason you chose those target markets or customer types. It’s a balancing act. When strategy shifts, make sure that sales shifts with it.

Strategy 8

Strategy Execution How To CRM 8

Harvard Business Review

FEBRUARY 16, 2017

McKinsey has a new study out on an important topic — the question of whether corporations systematically take too short a view and do not invest enough for the long term. I was therefore excited to see that McKinsey had a new empirical study that provides evidence in favor of the view that corporations should take longer views.

McKinsey 9

McKinsey Short-term Long-term Comparison 9

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. It’s more likely that they set out to meet an unmet need in the market. Connecting employees’ daily work to the organization’s purpose isn’t just the responsibility of executive leadership.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. It’s more likely that they set out to meet an unmet need in the market. Connecting employees’ daily work to the organization’s purpose isn’t just the responsibility of executive leadership.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

JUNE 10, 2016

Amelia, the “cognitive agent” developed by IPsoft, can parse natural language to understand customers’ questions, handling up to 27,000 conversations simultaneously and in multiple languages. And because “she” is connected to all the relevant systems, Amelia delivers results faster than a human operator.

Development 8

Development Technology Competitive Advantage Learning-by-Doing 8

Leading Blog

NOVEMBER 3, 2023

Execute End-to-End (E2E) processes consistently : Assume that terminal check-in to gate management to ATC processes have been synchronized, but executional discipline is spotty. Add robust fail-safe designs to E2E process execution : Assume that processes from terminal check-in all the way to ATC are well executed.

Industry 267

Industry Stage-Gate Organization Company 267

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. But this passive dynamic of lucky individuals capitalizing only on windfalls of circumstance has changed, with the new paradigm rewarding self-development just as much as birthright.

Globalization 10

Globalization Development Short-term Career 10

Harvard Business Review

MAY 9, 2012

1) Believe in your power to make markets efficient — but abandon the efficient market dogma. The global financial markets are an extraordinary information processing engine. Assuming the market is perfectly efficient, it appears, merely damns it to inefficiency. There can be no contradiction, or so the theory goes.

Marketing 10

Marketing Power Short-term Long-term 10

Harvard Business Review

MAY 30, 2012

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. Though culled from the experiences of entrepreneurs, most of these tips hold value for any executive.

McKinsey 11

McKinsey Price Tips Budgeting 11

Harvard Business Review

NOVEMBER 20, 2013

Two uncomfortable strategic truths face the vast majority of executives and companies – and probably you, too. Though both statements may sound extreme, they are the clear implication of new McKinsey research on how companies create value and allocate resources. Retool your strategy development process.

Strategy 8

Strategy McKinsey Strategic Planning Cost of Capital 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

OCTOBER 17, 2018

New research from the McKinsey Global Institute simulates the potential global macroeconomic impact of five powerful technologies (computer vision, natural language, virtual assistants, robotic process automation, and advanced machine learning). But how will AI impact the economy in broad terms? A race between firms.

GDP 10

GDP McKinsey Long-term Technology 10

Harvard Business Review

JUNE 29, 2016

The impact of “social entrepreneurs” — individuals who deploy innovation and market forces to fill social needs — is growing. The research, conducted with analytical support from McKinsey and funding from Omidyar Network, included interviews with 37 investors and 10 social enterprise leaders.

Entrepreneur 15

Entrepreneur Glocalization Survey McKinsey 15

Harvard Business Review

JANUARY 5, 2018

USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

DECEMBER 17, 2014

The management consulting firm Eden McCallum, from London, does strategy work much like McKinsey, the Boston Consulting Group, and Bain – but with one important exception: none of its roughly 500 consultants are on the payroll. All of them work on a freelance basis. Most certainly not.

McCallum 12

McCallum Competitive Advantage McKinsey Consultative 12