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. I also work with Gary in the strategic planning process on an annual basis, which has been catalytic.

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. I also work with Gary in the strategic planning process on an annual basis, which has been catalytic.

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. I also work with Gary in the strategic planning process on an annual basis, which has been catalytic.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

First Friday Book Synopsis

JULY 12, 2011

Here is an excerpt from another outstanding article, written by Richard Rumelt and featured by The McKinsey Quarterly online. To read the complete article, please click here. * * * Bad strategy abounds, says UCLA management professor Richard Rumelt. Horatio [.].

Strategy 80

Strategy McKinsey Article Execution 80

Strategy Driven

NOVEMBER 22, 2016

You can get a copy of their goals or strategic plan. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., For other stakeholders the button might not be self-evident. The metric they emphasize the most in those documents is their button.

Metrics 50

Metrics CFO Chief Financial Officer Marketing 50

Harvard Business Review

JULY 17, 2017

Banks are feeling the crunch; according to McKinsey , legacy financial institutions will see profits decline 20%–60% by 2025 if they fail to evolve digitally. Signals abound: Fintech companies are launching at unprecedented rates, with improved user experiences and more-transparent practices.

Industry 12

Industry Short-term Planning Long-term 12

Harvard Business Review

DECEMBER 13, 2016

Their boards push aggressively on quarterly sales goals. In my experience, these are the four main ways to drive that change: Ensure that your strategic plan is still appropriate, clear, and embraced by the team. Visually represent sales numbers as the result of strategic execution, not the goal.

Strategy 8

Strategy Short-term Long-term Metrics 8

Strategy Driven

DECEMBER 8, 2010

Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners. While men are singlemindedly focused on meeting linear goals, women are building bridges that may serve them in the future. Men are competitive, combative, and individually centered.

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Harvard Business Review

NOVEMBER 21, 2012

Aspiring to double revenues by 2020 may be a terrific stretch goal, but it is not a strategy. Companies that integrate innovation into strategic planning, budgeting and resource allocation are six times more likely to achieve desired financial targets.

Innovation 9

Innovation Incubator Disruptive Innovation McKinsey 9

Harvard Business Review

AUGUST 1, 2011

In this first leg of the HBR/McKinsey M-Prize for Management Innovation , we asked the most progressive thinkers and radical doers from every realm of endeavor to share a story, a hack, a disruptive idea, or an experimental design that illustrates how the web can help overcome the limits of conventional management and create Management 2.0.

Management 14

Management Innovation Storytelling Bottom-up 14