The Horizons Tracker

MARCH 15, 2022

The Covid pandemic has undoubtedly been one of the most disruptive periods in most organizations’ history. 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. Becoming future-ready.

Company 129

Company Hofstede Supply Chain Agility 129

HR Digest

NOVEMBER 20, 2020

And what skills will matter to you and your organization in the future? . “If If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” Organizations with healthy growth curves rely on their staff to help them sustain a competitive edge.

Skills 145

Skills Emotional Intelligence CFO Power 145

Experience to Lead

JANUARY 29, 2024

In an environment that’s constantly evolving, the most effective leaders are those who are ready to transform and adapt seamlessly. Whether you’re an experienced leader or an aspiring one, there’s always room for growth and development by embracing more innovative management styles.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

HR Digest

FEBRUARY 7, 2022

Learning and Development teams of companies are working overtime to figure out ways to keep the organizations functioning in these difficult times. According to Mckinsey & Company , “Leaders have an essential role to play in developing solutions to tackle these challenges.” Reset expectations in a remote team environment.

Efficiency 105

Efficiency Operations Training Diversity 105

Skip Prichard

AUGUST 2, 2019

Winning organizations now rely on nimble, iterative problem solving, rather than the traditional planning processes. I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. 2: Disaggregate.

Disaggregation 82

Disaggregation McKinsey Skills Gordon 82

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. Corporate purpose guides all activities and decisions within an organization. It stems from the organization’s mission, vision, and values. What Is Corporate Purpose?

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. Corporate purpose guides all activities and decisions within an organization. It stems from the organization’s mission, vision, and values. What Is Corporate Purpose?

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

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. Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers. Copyright (c) 2011.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Eric Jacobson

MAY 25, 2016

"Organizations will pay significant consequences if they don't work openly, honestly and proactively with government and society. Tommy Stadlen Question: Why is engaging radically with society increasingly critical in today’s new business environment? Today, technology is making all business activity more transparent.

Company 50

Company Competitive Advantage Open-book Long-term 50

The Horizons Tracker

JULY 1, 2020

” A new report from EIT Health and McKinsey therefore offers a timely opportunity to gauge progress. Saving time – healthcare is a notoriously time-pressed environment, and so the adoption of technology should strive to return time to professionals to deliver better care. ” Developing the skills.

Skills 96

Skills Report Technology Long-term 96

Harvard Business Review

OCTOBER 12, 2011

In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning.

Organization 9

Organization Supply Chain Decentralization Bureaucracy 9

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

JUNE 9, 2011

Why can't we seem to build organizations that are as resilient, inventive, inspiring, and accountable as the people who work within them? It's time to radically rethink how we mobilize people and organize resources to productive ends. The first phase of the competition, the Management 2.0 Challenge the status quo.

Hamel 15

Hamel Company McKinsey Innovation 15

Harvard Business Review

JUNE 14, 2017

Over and over again, organizations are unable to appoint the right leaders. A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt. Even when organizations are good at assessing leaders’ talents (e.g.,

McKinsey 13

McKinsey Self-aware Motivation Report 13

Harvard Business Review

JANUARY 12, 2017

Why would executives at so many iconic organizations — Volkswagen, Wells Fargo, FIFA — tolerate behavior so egregious that it threatens the very future of their organizations? He also talked about his stint at McKinsey & Company, the blue-chip consulting firm, and one subversive takeaway. They feel valuable.

Schein 8

Schein McKinsey Venture Funding Customer Loyalty 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. Those disruptors are right around the corner.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

NOVEMBER 22, 2017

From bundled payments to accountable care organizations, value-based payment models incentivize providers to deliver high-quality care—efficiently. Whatever their approach, the providers shared a common goal of excellence and efficiency in patient care—and a willingness to innovate to get there. Commitment to resilience.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

HR Digest

NOVEMBER 1, 2022

According to a recent McKinsey survey, roughly a quarter of employers think they are keeping more low-performing employees than they were a year ago. When it comes to reducing employee attrition, develop the skills necessary to cover crucial skills shortages, and draw in new talent, employers must be deliberate and innovative.

Attrition 52

Attrition How To McKinsey Survey 52

Harvard Business Review

JULY 20, 2011

For all of the fervor around innovation, far too many organizations are hostile places for new ideas and the people who harbor them. That's exactly the kind of environment Jim Lavoie worked in for 30 years. We think innovation is a 24-7 activity. Don't confuse extroversion with innovation. You behave, you stay.'

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

MARCH 8, 2013

The smartest minds in social innovation are increasingly committed to engaging with the private sector to make significant changes in areas like health, education, and poverty. What happens when you reverse that model and place these investments at the front-end of your corporate innovation strategy? The Innovation Continuum.

Entrepreneur 8

Entrepreneur Porter Team Innovation 8

Harvard Business Review

JANUARY 31, 2013

Second, we see a raft of innovations that will alter how products are designed, manufactured and sold — everything from nanotechnologies to 3D printing. Then, manufacturing's most important role is as a driver of innovation, trade, and productivity. McKinsey has identified more than 20 distinct submarkets in China, for example.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8

Harvard Business Review

OCTOBER 16, 2014

A 2014 McKinsey & Co. survey found, for example, that fewer than 20% of IT professionals say they are effective at targeting where they can add the most value inside their organizations. “An Virtually every executive is eager to see his or her organization innovate. Build true learning organizations. “If

Drucker 11

Drucker Survey Learning-by-Doing Knowledge Management 11

Harvard Business Review

AUGUST 16, 2017

Global Managing Partner, McKinsey & Co. Regardless of your views on the who, what, when, and why of climate change, the pursuit of sustainable processes up and down supply chains can translate into immediate savings — and opportunities for innovation. Some of this work is in collaboration with other organizations.

Project 8

Project Henderson Supply Chain Short-term 8

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. Realizing the Sustainable Development Goals will improve the environment for doing business and building markets. The case is clear.

Goal 8

Goal Supply Chain Development Globalization 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 trillion annually.

Media 15

Media Productivity Products Technology 15

Harvard Business Review

JANUARY 27, 2017

The bad news: Petabytes of new data and algorithmic innovation assure that “autonomy creep” will relentlessly challenge human oversight from within. McKinsey, Bain, and BCG are the management models here. Autonomy is both the organizational and the operational center of gravity for innovation and growth.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

JANUARY 1, 2014

The program pairs start-ups with government workers to improve government services in areas including transportation, energy, data services, and the environment. She ultimately built a strong private-public sector coalition by convincing existing members to tap their networks and bring other organizations on board.

Entrepreneur 8

Entrepreneur Politics Budgeting Policies 8

Harvard Business Review

JUNE 17, 2015

The question of how to motivate people in organizations has been of interest to scholars and practitioners since the time of Frederick Taylor. Organizations everywhere are coping with unprecedented levels of competition and pressure to perform. Managing engagement requires new leadership skills. New leadership skills are required.

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

FEBRUARY 13, 2013

But this is only possible if the senior executives of our leading institutions are what Dominic Barton, Worldwide Managing Director of McKinsey & Company, refers to as "tri-sector athletes" — leaders able to engage and collaborate across all three sectors. Random Hacks of Kindness ) and city building organizations (e.g.,

Globalization 8

Globalization Career McKinsey Strategic Planning 8

Harvard Business Review

MARCH 18, 2013

Companies like GE and McKinsey are rigorous about promotion standards, but they are the exceptions. They anticipate how the recommended solution will affect other parts of the organization and take steps to build support within those departments. But finding out what else is required is tricky.

Proposal 8

Proposal Maturity McKinsey Delegation 8

Harvard Business Review

JANUARY 11, 2016

In our experience at McKinsey, creating this ideal partnership usually requires the CFO to become more directly and deeply involved in strategy development. CSOs are usually in charge of their organizations’ trend forecasting, which can point to growth opportunities and looming disruptions. There are two reasons for this.

Strategy 8

Strategy CFO Finance Short-term 8

Harvard Business Review

MARCH 22, 2012

Certainly, there are opportunities within organizations to expand global skills. Find environments that encourage global development. In the past, bringing a multicultural approach to business leadership was often viewed as a lucky accident of birth or upbringing.

Globalization 10

Globalization Development Short-term Career 10

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. Fostering innovation. Investing in sustainability is not only a risk management tool; it can also drive innovation. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

DECEMBER 13, 2011

Meanwhile, the parliamentary victories of upstart, off-center (and off-the-wall) political organizations — Exhibit A: the Pirate Party — has brought the sideshow to center stage. The Occupy Wall Street camps may have been cleared from the streets, but the movement continues to gather steam.

COO 12

COO Learning-by-Doing Bureaucracy Strategy 12

Ask Atma

JANUARY 2, 2011

It is important for the person(s) responsible for the organization to honestly and accurately assess their state of managerial needs. Fundamentals of managing an organization : (Forecast & Plan) – Examining the future and drawing up a plan of action. Beginner’s Management [Newbie or Management 1.0].

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

DECEMBER 22, 2016

This mandate, as admirable as it was, clashed with the diminished capacity of the chronically underfunded organization, where in some parts of the country, underpaid physicians were burning out under the weight of rising caseloads. Could the organization turn itself around?

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 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.” Fast-evolving business environments. That’s how you maintain your competitive edge.

Agility 56

Agility Process Management McKinsey 56