Eric Jacobson

MARCH 14, 2022

Take the mindset of “be bold”, for example. When Marillyn Hewson of Lockheed Martin walked us through the lessons she learned as she responded to then President-elect Trump’s tweet to the American public that he felt F-35 costs were out of control, which wiped of $4 billion of market cap in a day, it was both gripping and profound.

CEO 94

CEO Banking Learning-by-Doing McKinsey 94

Eric Jacobson

JUNE 23, 2022

Take the mindset of “be bold”, for example. When Marillyn Hewson of Lockheed Martin walked us through the lessons she learned as she responded to then President-elect Trump’s tweet to the American public that he felt F-35 costs were out of control, which wiped of $4 billion of market cap in a day, it was both gripping and profound.

CEO 80

CEO Banking Learning-by-Doing McKinsey 80

Eric Jacobson

JANUARY 18, 2023

Take the mindset of “be bold”, for example. When Marillyn Hewson of Lockheed Martin walked us through the lessons she learned as she responded to then President-elect Trump’s tweet to the American public that he felt F-35 costs were out of control, which wiped of $4 billion of market cap in a day, it was both gripping and profound.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Take the mindset of “be bold”, for example. When Marillyn Hewson of Lockheed Martin walked us through the lessons she learned as she responded to then President-elect Trump’s tweet to the American public that he felt F-35 costs were out of control, which wiped of $4 billion of market cap in a day, it was both gripping and profound.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

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. For example, they preferred brands that shared their values and treated employees well. Corporate Purpose Example: Salesforce – Salesforce understands its role in our changing world.

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. For example, they preferred brands that shared their values and treated employees well. Corporate Purpose Example: Salesforce – Salesforce understands its role in our changing world.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Chartered Management Institute

DECEMBER 2, 2013

At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. It often helps if the executive in charge is not from IT, but from operations or marketing, and that there are close links with customer-facing and other operational roles.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

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

Leading Blog

NOVEMBER 3, 2023

That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. The biggest challenge for companies when it comes to operational excellence is siloed behavior. Recall how the U.S.

Industry 271

Industry Stage-Gate Organization Company 271

Marshall Goldsmith

MAY 19, 2013

Many organizations have historically operated on the “there is one best way” school of management. A classic example was the old Bell System. A classic example of a new-world organization is AT&T Wireless Services (formerly McCaw Cellular Communications); which AT&T paid twelve billion dollars to acquire.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

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 9

Marketing Guidelines B2C Analysis 9

Harvard Business Review

APRIL 5, 2017

The McKinsey Global Institute, in conjunction with FCLT Global, recently released research stating that long-term-oriented companies perform better than those that focus on short-term results. While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex.

EPS 8

EPS Metrics Depreciation Short-term 8

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 11

Marketing Power Short-term Long-term 11

Harvard Business Review

JANUARY 12, 2018

Robo-advisors, which were introduced in 2008 , are steadily eating up market share from their human counterparts much the way that Amazon and Netflix have taken share from Walmart and Regal Cinemas. Companies are both operators and investors. And, will they shake up the trillion-dollar corporate consulting and advisory industry?

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. Critical contractors.

McKinsey 8

McKinsey Human Resources Reputation Brand 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

JUNE 30, 2011

The company had absolutely no operations in Beijing, and no plans to start operations there. It is a disciplined operator, so this wasn't a junket either. One of the challenges facing market leaders is that transformational trends are only obvious when it is too late. So, what was the company doing in Beijing?

Trends 13

Trends McKinsey Constraint Industry 13

Harvard Business Review

OCTOBER 10, 2017

A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. Another pervasive reason is that senior executives are trained as operators, not innovators. That’s quite a mismatch. It’s not.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

OCTOBER 17, 2012

Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it's the competitive advantage. In one recent McKinsey study, only 24% of respondents felt that their company wouldn't benefit from a more robust pipeline of new ideas. Innovation is the only insurance against irrelevance.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

Harvard Business Review

JULY 3, 2018

It’s easy to see what countries think they have to gain in these efforts: The Ellen MacArthur Foundation , McKinsey , and Accenture believe that enabling CEs will lead to trillions of dollars in savings and is a particularly significant step in protecting the environment.

Policies 8

Policies Asset Management Cost Productivity 8

Harvard Business Review

AUGUST 8, 2018

According to research by McKinsey , up to half of new-leader transitions fail within two years. Lateral relationships will vary by industry, but let’s take one example. A senior director of marketing reports to an executive with broader responsibilities, who in turn reports to the global VP of marketing.

Learning Curve 11

Learning Curve McKinsey Goal Planning 11

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

JULY 17, 2017

Eastman Kodak is the textbook case for failing to prioritize an innovation agenda; business schools around the world study the ramifications of the company’s ill-fated decision to ignore the digital photography market until it was too late. Some industries, like photography and media, were impacted earlier. This focus on people is key.

Industry 10

Industry Short-term Planning Long-term 10

Harvard Business Review

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. Hoping to alleviate their concerns, this article also provides concrete examples of how sustainability benefits the bottom line. These require sophisticated, sustainability-based management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

APRIL 14, 2017

And in January 2017, McKinsey’s research arm estimated AI-driven job losses at 5%. For example, only 2% are using artificial intelligence to monitor internal legal compliance, and only 3% to detect procurement fraud (e.g., “Machine-to-machine” transactions are the low-hanging fruit of AI, not people-displacement.

Company 11

Company Survey Finance Engineering 11

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. The Nike Foundation also leans on its expertise in innovation and scale to find solutions to poverty, while keeping its operations separate from the business.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

DECEMBER 20, 2011

Running a country calls for a sophisticated array of leadership skills — from shaping strategy to building a team to managing day-to-day operations. Of course there is no absolute answer to this question, and examples can be cited to support either side. And while he was sometimes wrong, more often his instincts were on target.

Consultative 15

Consultative Management Welch Objective 15

Harvard Business Review

JANUARY 25, 2012

The data-driven have crafted the best strategies, uncovered wholly new markets, and kept operational costs low. Customer profitability is a terrific example. The McKinsey report on Big Data suggests the U.S. Data-driven managers, departments, and organizations have always enjoyed distinct advantages.

Organization 15

Organization Telecommunications McKinsey Price 15

Harvard Business Review

NOVEMBER 9, 2017

One of us (Paul) is a strategy scholar and economist; the other (Amy) studies organizational behavior and operations management. We call this approach “strategy as learning,” which contrasts sharply with the view of strategy as a stable, analytically rigorous plan for execution in the market.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

NOVEMBER 20, 2015

First, the global goals campaign represents a significant new opportunity for companies that view emerging and frontier markets as their source of long-term growth. 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.

Goal 8

Goal Supply Chain Development Globalization 8

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. One example is Caterpillar’s new S60 smartphone, which comes with built-in thermal imaging capability and is useful for builders, electricians, and utility workers.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

AUGUST 29, 2017

According to a recent McKinsey Global Institute report , the number of people in the global labor force will reach 3.5 What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. Photo by Christine Roy. Translators were employed for cross-border communications.

Succession 14

Succession Globalization Tacit Knowledge GDP 14

Harvard Business Review

JUNE 10, 2016

Purchasing, for example, is moving to automated bots, with 15%–20% of total spend already sourced through e-platforms. For example, AI applications can take over the time-consuming tasks of initiating contact with a sales lead and then qualifying, following up, and sustaining the lead. Operations in a Connected World.

Development 8

Development Technology Competitive Advantage Learning-by-Doing 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. This framework has the potential to reverse the typical role of CSR, currently viewed as a way to "give back" to communities that a business operates in.

Entrepreneur 8

Entrepreneur Porter Team Innovation 8

Harvard Business Review

SEPTEMBER 26, 2011

Volatility has returned to global markets, and consumer and business confidence is once again slipping. Caterpillar , for example, publishes its dealer sales statistics by region each month, while the Spanish bank Santander puts out a newsletter with key operating results and commentary. What examples should we examine in depth?

Long-term 8

Long-term CEO Short-term McKinsey 8

Harvard Business Review

JANUARY 31, 2013

First we see major shifts in demand: developing economies such as China and India are morphing from the world's source of low-cost manufacturing capacity to the world's best market opportunities. McKinsey has identified more than 20 distinct submarkets in China, for example. Innovations Are Changing The Way We Design Products.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8