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. Recent research has shown that “high purpose” companies — those who have a point of view on social issues, innovate with purpose, and have a commitment to society — outperform “low purpose companies.”

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. Recent research has shown that “high purpose” companies — those who have a point of view on social issues, innovate with purpose, and have a commitment to society — outperform “low purpose companies.”

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

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. To analyze the superstar dynamics of firms, our metric was economic profit, a measure of a firm’s profit above and beyond opportunity cost. (To Wider dynamics may be at play.

Industry 12

Industry Company GDP Bottom-up 12

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

MAY 22, 2012

That was the question we put to a global community of hackers and innovators in the Long-Term Capitalism Challenge. In just two-and-a-half months, we received some 148 entries from leaders, thinkers, and innovators of all stripes, from every corner of the globe. Management Innovation According to Nature's Genius.

McKinsey 9

McKinsey Innovation Diversity Long-term 9

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

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. Companies in the leading sectors make more extensive use of digital payments, digital marketing, and design-led product development. They take advantage of e-commerce platforms — and may even operate their own.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

Harvard Business Review

MARCH 8, 2016

When it comes to understanding the pace of global digital evolution , the digital growth of developed countries usually has little to tell us about the digital future of developing ones. First, let’s review some of the challenges.

Benchmarking 8

Benchmarking Policies Globalization Long-term 8

Harvard Business Review

MAY 9, 2012

Together with Harvard Business Review and the Management Innovation eXchange, we have issued a challenge calling for the most instructive case studies and provocative ideas that will help us re-imagine capitalism for the long term. This is the way both to achieve higher returns and make the market more efficient.

Marketing 11

Marketing Power Short-term Long-term 11

Harvard Business Review

OCTOBER 21, 2016

McKinsey reports that the value at stake from sustainability concerns can be as a high as 70% of earnings before interest, taxes, depreciation, and amortization. Managing risks therefore requires making investment decisions today for longer-term capacity building and developing adaptive strategies. Fostering innovation.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

FEBRUARY 11, 2016

Google and Intel rely on experts in social science and biomechanics to develop transformative products by better understanding how people think about and use technology. A recent McKinsey global survey found that just 26 percent of surveyed executives say that key change initiatives were successful at sustainably improving the organization.

Agility 8

Agility Organization Resources Fixed Costs 8

Harvard Business Review

APRIL 27, 2015

Can you think of any business topic that’s been hotter for longer than innovation? In a McKinsey poll , 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance. And yet when it comes to innovation, the gap between aspiration and accomplishment seems as big as ever.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

DECEMBER 19, 2012

According to a survey of social media users by the joint Nielsen-McKinsey venture NM Incite, 33% of respondents say they'd recommend a brand that offered a quick but ineffective response, nearly double the number (17%) who'd recommend a brand providing a slow but effective solution. The metrics. HBR Insight Center.

Balanced Scorecard 9

Balanced Scorecard McKinsey Media Metrics 9

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Leading Blog

DECEMBER 7, 2022

Helping people develop their potential—enabling them to articulate and become the self they want to be, are capable of being, and that best serves them and others in the short and long term—is what we as individuals and leaders strive toward. How can you design a successful, sustainable innovation process?—his Blog Post ). Blog Post ).

Books 368

Books Leadership P&L Blog 368

Harvard Business Review

JUNE 13, 2012

We're delighted to announce the winners of the Long-Term Capitalism Challenge , the third leg of the HBR/McKinsey M-Prize for Management Innovation. The athletic apparel giant has also engaged a broad base of partners (and competitors) in innovation toward that goal. It's not enough to change one company.

Organization 14

Organization Cooper McKinsey Long-term 14