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

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. Such improvements could help cut the costs of traffic congestion ( about 1% of GDP globally ), road accidents ( 1.25

Transportation 11

Transportation Technology GDP Policies 11

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). Sadly, chief executives aren’t the only ones with this negative perception.

Human Capital 14

Human Capital Charan Human Resources Cost 14

Harvard Business Review

JULY 25, 2012

Most executives teams are surprisingly weak when it comes to strategy thinking, note Michael Birshan and Jayanti Kar in McKinsey Quarterly. By the time most executives reach the upper echelons, they've been exposed to a set of core strategy frameworks, whether in business school, corporate training, or on the job.

Strategy 13

Strategy CIO McKinsey Industry 13

Harvard Business Review

APRIL 16, 2015

A 2012 McKinsey Report shows that over a 15 year period companies that shifted more than 56% of their capital across their business units during that period delivered annual return to shareholders that were a third higher than those delivered by companies that allocated roughly the same amount of capital per unit as they had the previous year.

CEO 8

CEO ROIC Cost of Capital Merton 8

Harvard Business Review

FEBRUARY 28, 2018

Moreover, long-term investments — such as reducing carbon emissions, developing blockbuster drugs, or training workers — benefit more than just shareholders. This is taught in any Finance 101 class, and is presumably what McKinsey advises its clients. But causality could easily run the other way.

Price 8

Price CEO Short-term Long-term 8

Harvard Business Review

SEPTEMBER 4, 2014

Previously it focused on quantitative analysis in areas such as finance and operations, with little emphasis on other aspects of organizational life. But the ability to provide quality training in these areas is unevenly distributed across MBA programs. How have they benefited from this training?

Supply Chain 19

Supply Chain Reputation Education Learning-by-Doing 19

Harvard Business Review

APRIL 14, 2017

And in January 2017, McKinsey’s research arm estimated AI-driven job losses at 5%. So that year, AP began working with an AI firm to train software to automatically write short earnings news stories. “Machine-to-machine” transactions are the low-hanging fruit of AI, not people-displacement.

Company 13

Company Survey Finance Engineering 13

Harvard Business Review

MARCH 29, 2011

However, special to TFA is its focus on creating a talent pipeline of a new, make-no-excuse generation of reformers, like Usdin, Feinberg, Levin, and Rhee, with the training and experience needed to be agents of change outside, and inside, the classroom.

Entrepreneur 14

Entrepreneur Education McKinsey Sample 14

Harvard Business Review

SEPTEMBER 18, 2013

These businesses have powerful disruptive potential because they can provide consulting at a fraction of the cost of traditional models, largely because they do not need to carry expensive fixed costs like recruiting, training, consultant “beach” time, and expensive real estate. based consulting firm started by a pair of McKinsey alumni.

McCallum 9

McCallum Consultative Disruptive Innovation Real Estate 9

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.

Innovation 8

Innovation P&L ROI Long-term 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 9

Entrepreneur Politics Policies Budgeting 9

Harvard Business Review

JANUARY 27, 2017

McKinsey, Bain, and BCG are the management models here. The firm effectively trains its people to hire and work with the world’s best and brightest algorithms. They use machine learning software to better train machine learning software. The Autonomous/Autonomy Advisor.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 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

HR Digest

NOVEMBER 9, 2023

percent of senior managerial and directorial roles , according to McKinsey. This can also be a great way to plan out training and support for your employees to ensure they are able to match up to the market. Offer education and training stipends that employees can use to invest in professional development opportunities.

System 52

System How To Benchmarking Diversity 52

Harvard Business Review

MAY 11, 2016

By ignoring the distribution, that statistic masks a more important trend: As the McKinsey Global Institute has documented , variance in corporate earnings has increased substantially as well. As McKinsey’s researchers write in their report : The most digitized sectors in the U.S.

McKinsey 8

McKinsey Document Engineering Outsourcing 8

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.” That’s how you maintain your competitive edge. It’s the essence of agility. Final Thoughts.

Agility 50

Agility Process Management McKinsey 50