ExactHire - Leadership

MAY 5, 2021

In 2015, McKinsey and Company found that companies with a diverse workforce performed 15 to 35 percent better than the national industry median. McKinsey followed up with a 2018 report that echoed the finding of the first: diversity is good for the bottom line. Diversity in the workplace is good for the bottom line.

Diversity 111

Diversity Compliance McKinsey Bottom-up 111

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. Addresses how to ensure your company has the right governance, performance measurement, and internal discussions to encourage value-creating decisions.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

The Horizons Tracker

AUGUST 1, 2019

The research was arguably the first study that attempted to predict how technologies such as artificial intelligence and robotics would impact the labour market. Changes to in-work training and employment support, including greater support for lifelong learning and wage insurance to compensate workers for accepting work with lower pay.

Technology 64

Technology Short-term Osborne Long-term 64

Marshall Goldsmith

FEBRUARY 8, 2018

Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Tammy Erickson – McKinsey award-winning author. Formerly a leader in the automotive, retail, restaurant, media innovation and consulting industries. Leads Tuck’s incredibly innovative coaching program.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

MARCH 31, 2011

How many people in your organization are innovative thinkers who can help with your thorniest strategy problems? How many have a keen understanding of customer needs? How many understand what it takes to assure that employees are engaged at work? It doesn't teach how to navigate "what if" questions or unknown futures.

Innovation 21

Innovation Creativity McKinsey Training 21

Harvard Business Review

FEBRUARY 18, 2015

New research , funded by the Tony Elumelu Foundation and conducted by my team at the African Institution of Technology , shows that within Africa, innovation is accelerating and the continent is finding better ways of solving local problems, even as it attracts top technology global brands. Opportunity is on the rise in Africa.

Innovation 8

Innovation Engineering Entrepreneur Banking 8

Harvard Business Review

SEPTEMBER 11, 2012

When we launched the Harvard Business Review/McKinsey M-Prize for Management Innovation last year, we aimed to enlist the most progressive practitioners and thinkers in the collective effort of reinventing what we call "the technology of human accomplishment." Innovating Innovation. Vote on your favorite challenges.

Innovation 8

Innovation McKinsey Management Proposal 8

HR Digest

NOVEMBER 1, 2022

According to a recent McKinsey survey, roughly a quarter of employers think they are keeping more low-performing employees than they were a year ago. When it comes to reducing employee attrition, develop the skills necessary to cover crucial skills shortages, and draw in new talent, employers must be deliberate and innovative.

Attrition 52

Attrition How To McKinsey Survey 52

Harvard Business Review

APRIL 27, 2015

Can you think of any business topic that’s been hotter for longer than innovation? In a McKinsey poll , 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance. And yet when it comes to innovation, the gap between aspiration and accomplishment seems as big as ever.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

OCTOBER 24, 2018

There’s an old story about a tourist who asks a New Yorker how to get to the storied concert venue Carnegie Hall and is told, “Practice, practice, practice.” Take the case of Dominic Barton, who served as the Global Managing Director of McKinsey & Company from 2009-2018. Thomas J Peterson/Getty Images.

Skills 15

Skills McKinsey COO Handbook 15

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. Recent research has shown that “high purpose” companies — those who have a point of view on social issues, innovate with purpose, and have a commitment to society — outperform “low purpose companies.”

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. Recent research has shown that “high purpose” companies — those who have a point of view on social issues, innovate with purpose, and have a commitment to society — outperform “low purpose companies.”

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

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.

Succession 8

Succession Human Capital McKinsey Committee 8

Harvard Business Review

JULY 9, 2018

In our work with a dozen industrial firms in Germany and Scandinavia, we’ve studied how they try to increase the digital skills of their workforces — from creating accelerators to training internal talent — and we’ve observed how some of these common strategies present their own difficulties.

Bottom-up 9

Bottom-up Operations Training Efficiency 9

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. Yet, as obviously logical as that finding turns out to be, McKinsey was right to frame it as counterintuitive.

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

APRIL 14, 2011

We often think that innovation really matters only to a small group of people, like corporate leaders steering their companies through changing industry conditions, entrepreneurs hoping to create the Next Big Thing, and research scientists dutifully developing the technologies to enable both. I joined McKinsey & Co.

Competitive Advantage 13

Competitive Advantage McKinsey Library Entrepreneur 13

Harvard Business Review

SEPTEMBER 20, 2011

Challenge (the first of three legs of the HBR/McKinsey M-Prize for Management Innovation) here last week. Here are just three lessons from our management innovators about leveraging social technologies to create truly social organizations: Trust your people with the future of the company. Paul Green, Jr.,

Management 8

Management How To Innovation Bureaucracy 8

Harvard Business Review

SEPTEMBER 13, 2017

And as innovation brings self-driving cars, electric vehicles, in-vehicle data connectivity, mechanisms for sharing rides and vehicles, and other technologies to more people, getting around cities will become easier, faster, and safer. One is how to tailor new mobility approaches to a city or region’s specific context and challenges.

Transportation 11

Transportation Technology GDP Policies 11

Harvard Business Review

OCTOBER 4, 2016

How talent management is changing. But how much does talent actually matter? Nearly 20 years have passed since McKinsey introduced the idea of a war for talent , yet most organizations seem to struggle with their talent management practices. Developing Tomorrow’s Leaders. Sponsored by Korn Ferry.

Talent Management 14

Talent Management Emotional Intelligence McKinsey Motivation 14

Harvard Business Review

NOVEMBER 7, 2012

Innovation is one those evergreen themes: it is a rare CEO who doesn't list innovation as one her top four or five priorities. But innovation is an elusive beast. We can look to companies renowned for innovation — like Apple and Google — and try to learn from them. So what to do? But that's a flawed approach.

Company 8

Company Stage-Gate Innovation Bureaucracy 8

Harvard Business Review

DECEMBER 19, 2012

According to a survey of social media users by the joint Nielsen-McKinsey venture NM Incite, 33% of respondents say they'd recommend a brand that offered a quick but ineffective response, nearly double the number (17%) who'd recommend a brand providing a slow but effective solution. How to Find New Competitive Knowledge in Social Media.

Balanced Scorecard 9

Balanced Scorecard McKinsey Media Metrics 9

Harvard Business Review

DECEMBER 5, 2012

A 2010 McKinsey global survey of 2,512 executives found that, when the frontline experiences a sense of ownership of the necessary changes and are engaged in driving the change effort, the success rate rises to astonishing 79 percent. And none of the employees are taking initiative to solving the actual task: how to reorganize the work.

Management 15

Management Resistance McKinsey Quality 15

Harvard Business Review

JANUARY 12, 2015

A number of cities, in particular, have become hotbeds of innovation, in no small part because of the fiscal strains they face. which is spurring rank-and-file workers to view themselves as innovators — a tough thing for many corporations to get right. The first is exemplified by South Bend, Ind.,

Drucker 8

Drucker Katz Innovation Learning-by-Doing 8

Harvard Business Review

DECEMBER 11, 2018

” A 10-year McKinsey study on flow found that top executives are up to 500% more productive when they’re in a state of flow. A study by scientists at Advanced Brain Monitoring also found that being in flow cut the time it took to train novice marksmen up to an expert level in half.

Outsourcing 15

Outsourcing Stress Productivity Products 15

Harvard Business Review

FEBRUARY 15, 2012

We are delighted to announce the winners of the Beyond Bureaucracy Challenge , the second leg of the HBR/McKinsey M-Prize for Management Innovation. And we received a flood of big ideas and game-changing initiatives and experiments from management innovators in all kinds of organizations around the world.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

MARCH 22, 2012

But one must recognize that passively relying on company leadership development programs and training alone may be insufficient. Let people know how to help you. In the past, bringing a multicultural approach to business leadership was often viewed as a lucky accident of birth or upbringing.

Globalization 10

Globalization Development Short-term Career 10

Harvard Business Review

OCTOBER 30, 2014

The joint challenge today for CMOs and heads of sales (or CSOs – Chief Sales Officers) is how they can work together to discover insights that matter, design the right offers and customer experiences based on those insights, and then deliver them effectively to the right people across multiple channels to drive growth.

Marketing 12

Marketing Guidelines B2C Analysis 12

Harvard Business Review

FEBRUARY 11, 2016

In this excerpt from their book, Agile Talent , Younger and Smallwood explain how to align your organization with the needs and expectations of a workforce that is increasingly external, project-based, and flexible. As one logistics company executive told us when we interviewed him: “We know how to manage people in our company.

Agility 8

Agility Organization Resources Fixed Costs 8

Harvard Business Review

OCTOBER 19, 2012

As a case study, she pointed to a venture launched in India in 2006 — Galli Galli Sim Sim — to identify a few of the key drivers for how they've remained a relevant, dynamic global brand: Identifying The Country-Specific Critical Needs First. million (or 67% of its population) gaining access to mass media. Taking The Long View.

Globalization 8

Globalization Power Workshop Brand 8

Harvard Business Review

JUNE 17, 2015

The question of how to motivate people in organizations has been of interest to scholars and practitioners since the time of Frederick Taylor. However, a growing amount of data from Gallup , Bain & Company , the Wall Street Journal , McKinsey , and others is indicating that supervisors play a key role in workforce engagement.

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

MARCH 8, 2017

The fragmentation also affects the workforce, and in particular skills building and training on new tools or approaches that can accelerate productivity. In contrast, many U.S. sectors, including agriculture and manufacturing, have increased productivity tenfold to fifteenfold since the 1950s. Related Video.

Supply Chain 8

Supply Chain Construction How To Engineering 8

Strategy Driven

OCTOBER 25, 2019

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

Agility 50

Agility Process Management McKinsey 50

Harvard Business Review

DECEMBER 22, 2016

.” McDonald’s approach was to pair private sector executives who had fresh perspectives with experienced civil servants who were promoted from within and had a deep understanding of the VA’s dynamics and how to get things done in the federal government.

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. This prescient piece won the McKinsey Award, given each year to the HBR article judged to be the most significant — the first of several that Garvin took home. That quality made him (arguably) the quintessential HBR author.

Management 9

Management Balanced Scorecard NPV Article 9