The Horizons Tracker

MARCH 15, 2022

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. There was then a gap to access to finance and a non-supportive policy environment. The existential difficulties posed by Covid were also reflected, with 43.8%

Company 104

Company Hofstede Supply Chain Agility 104

Strategy Driven

MARCH 15, 2019

This isn’t a marketing issue, this is a business-wide issue, involving every facet of the organisation, hence leadership being so important. With good leadership at the core of these businesses, all members of the organisation are enabled to understand and demonstrate ‘why they do it, what they do and how they do it’.

Supply Chain 75

Supply Chain Brand Advertising PR 75

Strategy Driven

JULY 13, 2011

Value: The Four Cornerstones of Corporate Finance by Tim Koller. While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Discusses the four foundational principles of corporate finance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Marshall Goldsmith

FEBRUARY 8, 2018

Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. Has been recognized as the World’s #1 Leadership Thinker.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Leading Blog

NOVEMBER 3, 2023

Between surging demand, labor shortages, outdated air traffic management, and travel reservation I.T. Even worse, functional processes — finance, human resources, sales, etc. Synchronize siloed processes : Imagine if ATC activities were standard but siloed off from other aviation processes, such as airport gate management.

Industry 267

Industry Stage-Gate Organization Company 267

Harvard Business Review

MAY 15, 2015

New reports from McKinsey and PwC paint a very bleak picture of C-suite succession practices in today’s corporations. Both consultancies have useful advice to help fix the problem: McKinsey describes how to set up effective integration plans, while PwC describes best practices for CEO transitions. Of course not.

Succession 8

Succession Human Capital McKinsey Committee 8

Harvard Business Review

DECEMBER 17, 2013

But when we carry this mindset into our first leadership roles, we confuse doing with leading. Suddenly we need to expand our behavioral repertoire to incorporate new leadership styles as a means of influencing others effectively. This emphasis on leading and not merely doing has had a profound impact on management education.

Goleman 13

Goleman Supply Chain Leadership Styles McKinsey 13

Harvard Business Review

SEPTEMBER 4, 2014

I earned my MBA from Stanford’s Graduate School of Business in 2000, and since 2007 I’ve been an Instructor and an internal coach back at the GSB, helping hundreds of students develop their leadership and interpersonal skills. Practical leadership and management skills. Practical leadership and management skills.

Supply Chain 19

Supply Chain Reputation Education Learning-by-Doing 19

Harvard Business Review

OCTOBER 31, 2014

Human-capital issues are top-of-mind for CEOs around the world — but their regard for the HR function remains perilously low: In a PwC study , only 34% said that HR is well prepared to capitalize on transformational trends (compared with 56% for finance). These managers also bring a valuable perspective to the table.

Human Capital 14

Human Capital Charan Human Resources Cost 14

Harvard Business Review

JULY 29, 2014

In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.

CFO 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

MARCH 29, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. When it comes to the work histories of the other top management team members at the organizations on our list, TFA again stands out.

Entrepreneur 14

Entrepreneur Education McKinsey Sample 14

Harvard Business Review

JANUARY 27, 2017

At some of the world’s most successful enterprises — Google, Netflix, Amazon, Alibaba, Facebook — autonomous algorithms, not talented managers, increasingly get the last word. Elite MBAs (Management by Algorithm) are the new normal. Top management would have to trust its computationally brilliant bidding software.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

JANUARY 1, 2014

Rahul and Noelle both made the transition into public service through Fuse Corps—a social sector start-up launched in 2011 with the support of companies like McKinsey, GE, and Starbucks to provide a pathway for talented professionals who wish to contribute to the public sector but don’t know where to begin. At over $140 billion, the U.S.

Entrepreneur 8

Entrepreneur Politics Budgeting Policies 8

Harvard Business Review

JANUARY 17, 2014

By 2018, the United States alone could face a shortage of as many as 190,000 people with deep analytical skills according to a study by the McKinsey Global Institute. million managers and analysts who understand big data and how to apply it to business operations. The study also found a looming need for over 1.5

Information Technology 8

Information Technology Technology McKinsey Globalization 8

Harvard Business Review

SEPTEMBER 28, 2012

Google may not have a hedge fund, but it's unlikely that high IQ hedge funds aren't using Google's data to better manage their own situational awareness and risk. That's as true for a Walmart or a JCPenney as it is for a McKinsey & Co. An HBR Management Puzzle. These novel data opportunities indeed reflect "fundamental value."

Hedge 15

Hedge Core Competence CFO ROI 15

Harvard Business Review

JANUARY 19, 2016

As part of our ten-year longitudinal study on executive transitions, which included more than 2,700 leadership interviews, we did a rigorous statistical analysis (including more than 90 regression analyses) to isolate the skills of the top-performing executives. Making good decisions seems to be a comparatively rare skill.

Execution 8

Execution Supply Chain Analysis Learning-by-Doing 8

First Friday Book Synopsis

DECEMBER 31, 2012

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Tap Dancing to Work: Warren Buffett on Practically Everything Carol J. Loomis The Leaders We Need: And What Makes Us Follow Michael Macoby The Tao of Twitter: Changing Your Life and Business 140 Characters at a Time [.].

Blog 80

Blog Review Books McKinsey 80

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.” Take inventory management, for example. 4 They Focus More on Developing Leadership Than Managing Staff. . #4

Agility 50

Agility Process Management McKinsey 50