Experience to Lead

JANUARY 29, 2024

His engaging storytelling and real-life examples make this podcast an invaluable resource for leaders at all levels seeking to inspire and influence effectively. The podcast is available on major platforms including Spotify and Apple Podcasts, as well as on the McKinsey Insights app.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

CO2

SEPTEMBER 21, 2022

It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. However, not every company operates in a sector where their everyday work lends itself to significant social impact. For example, one of CO2’s most important values is lifelong learning.

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. However, not every company operates in a sector where their everyday work lends itself to significant social impact. For example, one of CO2’s most important values is lifelong learning.

How To 78

How To Long-term Performance Review Mission Statement 78

The Practical Leader

APRIL 5, 2023

Hmm…oh, oh… Looking at the typical approach they’ve used before, four common strategic planning problems immediately popped out: The agenda was loaded with about 17 project/operational presentations/reviews and updates. The session focused on operational and tactical issues. Nap by PowerPoint. How do you know?

Planning 52

Planning Strategic Planning How To Operations 52

Eric Jacobson

NOVEMBER 3, 2022

Take the mindset of “be bold”, for example. Secondly, because the leadership lessons are those forged among the highest profile, highest stakes, and most complex leadership positions, we see that many of the lessons also apply to the vast majority of leadership roles. Viewed through this lens, we hope any leader will find it helpful.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

HR Digest

NOVEMBER 20, 2020

Behaviors like emotional intelligence, communication, and adaptability are examples. Coding, budgeting, and marketing operations are examples. Power skills are long-lasting, transferable across a number of work environments and roles, and can developed. They are often certified or obtained via special programs and degrees.

Skills 145

Skills Emotional Intelligence CFO Power 145

Eric Jacobson

MARCH 14, 2022

Take the mindset of “be bold”, for example. Secondly, because the leadership lessons are those forged among the highest profile, highest stakes, and most complex leadership positions, we see that many of the lessons also apply to the vast majority of leadership roles. Viewed through this lens, we hope any leader will find it helpful.

CEO 93

CEO Banking Learning-by-Doing McKinsey 93

Eric Jacobson

JUNE 23, 2022

Take the mindset of “be bold”, for example. Secondly, because the leadership lessons are those forged among the highest profile, highest stakes, and most complex leadership positions, we see that many of the lessons also apply to the vast majority of leadership roles. Viewed through this lens, we hope any leader will find it helpful.

CEO 83

CEO Banking Learning-by-Doing McKinsey 83

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

Eric Jacobson

JANUARY 18, 2023

Take the mindset of “be bold”, for example. Secondly, because the leadership lessons are those forged among the highest profile, highest stakes, and most complex leadership positions, we see that many of the lessons also apply to the vast majority of leadership roles. Viewed through this lens, we hope any leader will find it helpful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Take the mindset of “be bold”, for example. Secondly, because the leadership lessons are those forged among the highest profile, highest stakes, and most complex leadership positions, we see that many of the lessons also apply to the vast majority of leadership roles. Viewed through this lens, we hope any leader will find it helpful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

HR Digest

DECEMBER 8, 2020

A recent Mckinsey & Company survey shows that since 2015, America has seen only a modest growth in women’s well paid jobs representation in the corporate pipeline. Here we bring you examples of some professional women’s well paid jobs where they are gaining traction and are earning well: Pharmacists. Percentage of women: 68%.

Human Resources 52

Human Resources Chemicals Software Engineering 52

The Practical Leader

SEPTEMBER 28, 2011

This leads to sizeable cost overruns, missed deadlines, disrupted operations, unhappy customers, and stressed out employees. Reporting on the largest global study of IT change ever conducted (1,471 projects), an Oxford University Said Business School professor and McKinsey & Co.

Project 55

Project McKinsey Emotional Intelligence Price 55

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. This example also speaks to the obligation of management and boards to challenge high-performing units as much as they challenge those that are troubled.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. It takes considerable effort to recognize when someone is operating from a different mental model than yours.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. It takes considerable effort to recognize when someone is operating from a different mental model than yours.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. It takes considerable effort to recognize when someone is operating from a different mental model than yours.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

Leading Blog

FEBRUARY 10, 2023

McKinsey partners Venkat Atluri and Miklós Dietz illuminate that change in The Ecosystem Economy. Sectors like construction, real estate, automotive manufacturing, financial services, and health care have been thought of as distinct categories, each operating in its own spheres. And this is basically how we think of business today.

Supply Chain 308

Supply Chain Real Estate Automotive McKinsey 308

The Idolbuster

SEPTEMBER 12, 2012

Harry has the pedigree to back it up: a thirty-year history that includes a stint at McKinsey and management positions at a string of successful companies. For example, he abolished his dedicated parking space. The second part, he explains, is “how you treat people. I try to treat people how I’d like to be treated myself.”

CEO 42

CEO McKinsey Follow-up Consultative 42

Eric Jacobson

MAY 25, 2016

Clearly and powerfully define your company's contribution to society -- which must be at the heart of the company's purpose, not a side operation. Essentially McKinsey’s research for the book found that 30% of corporate earnings are at stake from effective connection with these external stakeholders.

Company 50

Company Competitive Advantage Open-book Long-term 50

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. Let me give you an example. The values of the organization, (propagated by the founder/CEO) did not reward operational issues, or believe in customer feedback. See the image).

Organization 36

Organization McKinsey Organizational Behavior System 36

Marshall Goldsmith

NOVEMBER 4, 2013

Many leaders will be operating more like the managing director of a consulting firm. At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. They will be partners leading in a network, not managers leading in a hierarchy. Partnering with suppliers.

Short-term 107

Short-term Long-term Trends Telecommunications 107

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 267

Industry Stage-Gate Organization Company 267

The Horizons Tracker

JULY 1, 2020

” A new report from EIT Health and McKinsey therefore offers a timely opportunity to gauge progress. The report specifically looks at how the human capital available to healthcare providers may be supporting, or undermining, progress with AI in the sector. ” Developing the skills.

Skills 87

Skills Report Technology Long-term 87

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

Persuasive Powerhouse

JANUARY 19, 2011

He has been a tank platoon leader, a McKinsey consultant, a senior executive, and now runs thoughtLEADERS – a leadership development and training firm. Think of parents, for example. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.

Training 257

Training Blog Greenleaf Maslow 257

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

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

JULY 9, 2018

But it’s particularly difficult for large, traditional firms , especially those which operate in consolidated, non-growth industries (think pulp and paper, steel, airlines) and which are often located away from the metropolitan areas where data scientists live. Seeing bottom-up initiatives through.

Bottom-up 9

Bottom-up Operations Training Efficiency 9

Harvard Business Review

JANUARY 12, 2018

Marketing and sales, manufacturing, recruiting (including people assessment), customer service, and support are all fields that can benefit from artificial intelligence according to McKinsey’s recent research. Companies are both operators and investors. In fact, it is doubling every 14 months and it will reach 10.5 ZB by 2020.

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

JANUARY 18, 2018

McKinsey has been studying what kind of work is most adaptable to automation. Yet the CEO and founder of Fetch Robotics, Melonee Wise, cautions against that way of thinking: “For every robot we put in the world, you have to have someone maintaining it or servicing it or taking care of it.”

Creativity 15

Creativity Strategy Venture Capitalist McKinsey 15

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. For example, Vail Resorts, a $1.9

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

MARCH 30, 2016

Research by McKinsey shows that, on average, 30% of corporate earnings are at stake when it comes to a company’s relationships with society. As a global survey conducted by McKinsey shows, only 21% of business executives think their company frequently engages successfully. Shell is an excellent example. Engage radically.

Company 8

Company McKinsey Short-term Long-term 8

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

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. To spot transformational trends early, companies need to follow the guidance of Wharton professor George Day and long-time McKinsey & Co.

Trends 13

Trends McKinsey Constraint Industry 13