Harvard Business Review

NOVEMBER 20, 2015

According to estimates from McKinsey, consumers in these markets could be worth $30 trillion by 2025 — a significant step up from the 2010 value of $12 trillion. Third, the goals cannot be realized without business participation. This can make the case for innovating in sustainable development more challenging.

Goal 8

Goal Supply Chain Development Globalization 8

HR Digest

APRIL 4, 2024

The idea of creating an experimental workplace culture sounds quite inviting at first glance—creative ideas, engaged workers, a reputation for being the center of innovation—what’s not to like? A report by ZipDo indicated that about 30 percent of large companies prefer to have a partnership with businesses that showcase innovation.

Innovation 52

Innovation Project McKinsey Learning-by-Doing 52

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

AUGUST 21, 2012

On the contrary, they may become the most powerful tools yet developed to raise the productivity of high-skill knowledge workers — the kind of workers who help drive innovation and growth, and who are going to be in increasingly short supply. The total potential value at stake in these sectors is $900 billion to $1.3

Media 16

Media Productivity Products Technology 16

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

JULY 9, 2018

Because these firms tend to have slim margins and cannot pay Silicon Valley salaries, many have had to get creative in their recruiting and employee development. Talent development also needs to be framed in terms of the overall business strategy. And they can create a lot of value by generating new business.

Bottom-up 9

Bottom-up Operations Training Efficiency 9

Harvard Business Review

JUNE 17, 2015

These organizations are facing a legion of issues that include the need to become more global, the need to simultaneously become more frugal and more innovative, the need to manage new and different stakeholders, and the need to cope with political uncertainty, energy issues, and other factors over which they have no control.

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

JULY 15, 2013

Workflows and innovation initiatives have been artfully reorganized around "projects" to facilitate faster, cheaper and easier contingent participation. A recent McKinsey & Co. Technology doesn''t just facilitate automation and innovation; it makes contingent, temporary and part-time job markets more efficient and effective.

Human Capital 9

Human Capital Real Estate Human Resources Disruptive Innovation 9

Harvard Business Review

FEBRUARY 16, 2016

Previous McKinsey research has highlighted a strong correlation between leadership performance and organizational health, itself a strong predictor of a robust bottom line. At McKinsey, we’ve been working on this issue with our own colleagues as well as with business leaders.

Leadership 8

Leadership McKinsey Stress Creativity 8

Harvard Business Review

OCTOBER 30, 2014

McKinsey research shows that companies with advanced marketing and sales capabilities tend to grow their revenue two to three times more than the average company within their sector. That starts with developing a deep understanding of how customers behave and make decisions. Collaborate around the customer decision journey.

Marketing 11

Marketing Guidelines B2C Analysis 11

Harvard Business Review

DECEMBER 13, 2011

From his first days at the helm of the billion-dollar open source software company, which lives, breathes, and bleeds the values of open source development (not least: the best ideas win, no matter where they come from), Whitehurst realized "if I'm not called an idiot at least once a day, then something's wrong.". The effect?

COO 12

COO Learning-by-Doing Bureaucracy Strategy 12

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

Ask Atma

JANUARY 2, 2011

They develop action plans. Specific objectives for each member, Participative decision making, Explicit time period, and. Move towards developing a long-term relationship with a single supplier. Training and development. Fundamentals of being a manager : They ask “what needs to be done?”. They ran productive meetings.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

JUNE 16, 2011

One of the driving principles of the Harvard Business Review/McKinsey M-Prize for Management Innovation is that everyone wins when everyone shares. As you design your hack or start to think about your innovation story, the first question to ask yourself is: does it tackle a root cause or a deeply embedded pathology of organizations?

Management 13

Management Short-term How To Strategic Planning 13

Harvard Business Review

SEPTEMBER 20, 2011

Challenge (the first of three legs of the HBR/McKinsey M-Prize for Management Innovation) here last week. Here are just three lessons from our management innovators about leveraging social technologies to create truly social organizations: Trust your people with the future of the company.

Management 8

Management How To Innovation Bureaucracy 8