Strategy Driven

JULY 13, 2011

They don’t tell you how well the business is positioned for future growth and ROIC improvement. Value: The Four Cornerstones of Corporate Finance by Tim Koller. 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.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

The Horizons Tracker

JULY 1, 2020

Yet, in the space of a month, telehealth has grown to the point that 90% of primary care appointments were being delivered virtually, with apps being developed to provide remote monitoring of people as they monitor and manage their symptoms of the virus. One of the core challenges identified in the report is the time required to train.

Skills 96

Skills Report Technology Long-term 96

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. Tammy Erickson – McKinsey award-winning author. million times.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

JANUARY 11, 2016

The 1990s saw the rise of the strategic CFO, and more recently many companies have created a chief strategy officer (CSO) position. In our experience at McKinsey, creating this ideal partnership usually requires the CFO to become more directly and deeply involved in strategy development. There are two reasons for this.

Strategy 8

Strategy CFO Finance Short-term 8

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

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 9

CFO Charan Intangible Assets Human Resources 9

Harvard Business Review

SEPTEMBER 13, 2017

McKinsey and Bloomberg New Energy Finance have estimated that in 50 metropolitan areas worldwide, a rapid transition to advanced mobility systems could yield $600 billion in societal benefits through 2030. The shift to next-generation mobility systems, however, won’t be easy for cities to manage.

Transportation 8

Transportation Technology GDP Policies 8

Harvard Business Review

DECEMBER 17, 2013

(“Leadership That Gets Results” provides a useful roadmap here, highlighting the styles that have the greatest positive impact or are used less frequently by managers.). He revamped his role, delegating almost all of the tasks on his to-do list to his senior managers and had them do the same to their direct reports.

Goleman 10

Goleman Supply Chain Leadership Styles McKinsey 10

Harvard Business Review

MARCH 29, 2011

In a recent article published in EducationNext, "Creating a Corps of Change Agents," Jennie Weiner, Wendy Robison, Rick Hess and I analyzed the career histories of founders and top management team members of organizations identified as "entrepreneurial" in education and found that TFA is overly represented in the career histories of both groups.

Entrepreneur 14

Entrepreneur Education McKinsey Sample 14

Harvard Business Review

SEPTEMBER 4, 2014

Practical leadership and management skills. Management education has changed significantly over the last few decades. Previously it focused on quantitative analysis in areas such as finance and operations, with little emphasis on other aspects of organizational life. How well-established are these courses?

Supply Chain 15

Supply Chain Reputation Education Learning-by-Doing 15

Harvard Business Review

MAY 14, 2013

In an opinion piece , Deloitte CEO Barry Salzberg says that millennials are increasingly thinking of finance, consulting, and corporate jobs as a "a tragedy of wasted minds." Instead, they want "a career that actually matters" and "to know how they will make a positive difference in the world if they join your business."

Trends 8

Trends McKinsey Career Marketing 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

JULY 2, 2013

On the positive side, Greece has tidied up its balance sheet (at least the privately held debt), and nearly balanced its budget, excluding interest payments. The fact is that Greece is monstrously inefficient as a manager of public services. Change management is the current imperative for Greece. It is past time.

Politics 8

Politics Restructuring Crisis McKinsey 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. For most governments, financing the global goals campaigns will be a stretch; governments have already reneged in the past on commitments for similar targets.

Goal 8

Goal Supply Chain Development 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

Many leaders arrive into the C-suite having grown up in functions like Marketing or Finance and lean too heavily on instincts and cognitive biases shaped by their ascent within those disciplines. Exceptional executives have deep knowledge of how the pieces of the organization fit together to create value and deliver results.

Execution 8

Execution Supply Chain Analysis Learning-by-Doing 8

Harvard Business Review

MARCH 7, 2012

Today, 710,000 fewer Americans work for multinationals than a decade ago, and their position in the U.S. multinationals by the McKinsey Global Institute. Foreign expansion can fuel employment growth at home in areas like manufacturing, logistics, R&D, design, marketing, finance, and management. A Vital Contribution.

Globalization 9

Globalization Rivkin Supply Chain Trends 9

HR Digest

NOVEMBER 9, 2023

Employees who believe they are paid fairly are more willing to give back to the organization and retain their position there. percent of senior managerial and directorial roles , according to McKinsey. The main reason for creating effective pay structures is obvious—employee satisfaction. Those who feel unfairly compensated move on.

System 52

System How To Benchmarking Diversity 52

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us. The returns to society and the overall economy were equally impressive.

Long-term 8

Long-term EPS Short-term Management 8

Harvard Business Review

OCTOBER 27, 2015

Of these, only three, Switzerland, Ireland, and Estonia, made it to a commendable “Stand Out” category – which means that their high levels of digital development are attractive to global businesses and investors and that their digital ecosystems are positioned to nurture start ups and internet businesses that can compete globally.

Crisis 8

Crisis McKinsey Policies Globalization 8