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

Eric Jacobson

NOVEMBER 3, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

Eric Jacobson

MARCH 14, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 94

CEO Banking Learning-by-Doing McKinsey 94

Eric Jacobson

JUNE 23, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 82

CEO Banking Learning-by-Doing McKinsey 82

Eric Jacobson

JANUARY 18, 2023

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

HR Digest

SEPTEMBER 14, 2023

Amidst all the revenue numbers and share valuations that companies wear as a badge of honor, the concept of employee relationship management has emerged as another undeniable sign of a successful organization. The employer should be clear about the function of the employee and the goals of the organization.

Schein 98

Schein Industry Long-term Automotive 98

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

Lead Change Blog

APRIL 7, 2020

Karin shares: “One of the true delights during this challenging time of social distancing is watching the creative use of technology—not only as we work from home, but in our personal lives as well. ” This post considers four key areas to help your employees succeed in the virtual environment.

Leadership Development 238

Leadership Development Development Leadership Crisis 238

Marshall Goldsmith

DECEMBER 19, 2011

By enabling professionals to establish strong networks both inside and outside the company, organizations can gain a huge competitive advantage and the loyalty of their workers. Professional networking enables people to expand their knowledge and bring back new knowledge to the organization.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

The Horizons Tracker

JULY 1, 2020

” A new report from EIT Health and McKinsey therefore offers a timely opportunity to gauge progress. It suggests that for the technology to achieve its full potential, not only will staff require strong data and analytics skills, but even basic digital skills will become a pre-requisite. ” Developing the skills.

Skills 96

Skills Report Technology Long-term 96

Coaching Tip

APRIL 14, 2012

It's not really about the products made, the technology developed or the financial instruments that are bought and sold. He approached consulting out of his profound wisdom and insight," says Ron Daniel, Managing Director of McKinsey & Company (1976-1988). Make people believe in themselves, in their team, and in the organization.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

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. Some examples include new technologies, changes in customer preferences, new ways of serving customers, and disruptive threats. 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

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. Insight Center. The Next Analytics Age.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

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. These are up-and-comers expected to fill the organization’s top management positions. But your work environment is also a chief concern. High-potential future leaders.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

MARCH 28, 2017

With unemployment rates in most developed nations at the lowest levels since the Great Recession, and with new skill sets required to keep pace with head-spinning technological advances, it’s no surprise the talent acquisition environment is incredibly competitive. How to Develop Leaders Who Can Drive Strategic Change.

Content 8

Content Survey Talent Management McKinsey 8

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

NOVEMBER 22, 2017

From bundled payments to accountable care organizations, value-based payment models incentivize providers to deliver high-quality care—efficiently. Brandon Carrus, a senior partner at McKinsey & Co. HROs are high-risk organizations that manage to be safe and reliable, such as nuclear power plants and naval aircraft carriers.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

Harvard Business Review

AUGUST 21, 2012

Social technologies — the software and services that make it possible to show off your vacation pictures to all your Facebook friends and follow your favorite team tweet by tweet — are not just giant time sinks that keep your employees from getting their work done. How's this for counter-intuitive? trillion annually.

Media 15

Media Productivity Products Technology 15

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. But making the most of flexible talent-access platforms is not as simple as adding a solution into an existing organization.

Content 8

Content Katz Forrester Budgeting 8

Harvard Business Review

JANUARY 3, 2017

“Digital is coming and it’s coming fast”; “No industry sector is immune to disruption”; “One thing is certain about digital transformation: It will be a big change for your entire organization”; “Digital will disrupt your industry.” Network effects: The winner does not always take all.

McCallum 10

McCallum Competitive Advantage Business Model Consultative 10

Harvard Business Review

DECEMBER 21, 2016

But, according to McKinsey research , only 16% of merger reorgs fully deliver their objectives in the planned time, 41% take longer than expected, and in 10% of cases, the reorg actually harms the newly-formed organization. Business performance can suffer and key employees can start to look for opportunities elsewhere.

Process 8

Process McKinsey Due Diligence Cost 8

Harvard Business Review

MAY 9, 2012

After Barbara Minto joined McKinsey as the firm's first ever female consultant, she found that many management consultants had trouble communicating information effectively. She developed the Minto Pyramid Principle to help colleagues structure their writing, and after gaining support within McKinsey, took the framework to other firms.

Minto 13

Minto How To McKinsey Software 13

Harvard Business Review

JANUARY 31, 2013

Increasingly, customers demand more after-sale service; this is the norm now in business-to-business sales, but will spill over to consumer goods, too, thanks to some of the technology advances we'll talk about below. McKinsey has identified more than 20 distinct submarkets in China, for example.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8

Harvard Business Review

JANUARY 27, 2017

McKinsey, Bain, and BCG are the management models here. They frequently find the technologies are less of a hassle than the people. In this enterprise environment, smart software is seeded wherever computational autonomy can measurably supplement, or supplant, desired outcomes. The Autonomous/Autonomy Advisor. All-In Autonomy.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

JUNE 17, 2015

The technological advances of the digital age have allowed the global workforce to be better connected, more collaborative, and have greater personal impact than ever before. The question of how to motivate people in organizations has been of interest to scholars and practitioners since the time of Frederick Taylor. Or are they?

Management 8

Management Globalization Drucker Uncertainty 8

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. All too often, new ideas are cooked up in a hothouse environment, like the executive inner sanctum or an invitation-only innovation offsite, and not shared widely until they've been sanctioned from on high.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

NOVEMBER 30, 2010

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15

Harvard Business Review

FEBRUARY 12, 2016

People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. social media users actively seek customer service through social media, according to Nielsen and McKinsey Incite , we’ve made getting globally aligned one of GM’s priorities.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

MARCH 8, 2013

As Steve Davis, former lead in McKinsey's Social Innovation practice and president of the global health NGO, Path, has said: "The best social innovations are not necessarily widely adopted. Can you drive both new opportunities and new behavior within your organization while achieving social impact? The Innovation Continuum.

Entrepreneur 8

Entrepreneur Porter Team Innovation 8

Harvard Business Review

MARCH 14, 2016

What links the world together has changed fundamentally — and for many companies, succeeding in this new operating environment will require rethinking many past decisions and assumptions. Recent research from the McKinsey Global Institute explores this new era of digital globalization. It’s gone digital.

Globalization 8

Globalization Supply Chain GDP Operations 8

Harvard Business Review

NOVEMBER 9, 2017

As was the case at Wells Fargo, VW’s culture — specifically, its executives’ lack of tolerance for pushback from people lower in the organization — seems to have played a major role in its diesel-emissions fiasco. Of course, embracing a learning approach at the top of the organization is not a new idea.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. 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. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

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