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

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

OCTOBER 25, 2018

In our recent research at the McKinsey Global Institute, we examined the superstar phenomenon across firms, as well as sectors and cities. To analyze the superstar dynamics of firms, our metric was economic profit, a measure of a firm’s profit above and beyond opportunity cost. (To Wider dynamics may be at play.

Industry 12

Industry Company GDP Bottom-up 12

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

MAY 22, 2012

That was the question we put to a global community of hackers and innovators in the Long-Term Capitalism Challenge. In just two-and-a-half months, we received some 148 entries from leaders, thinkers, and innovators of all stripes, from every corner of the globe. Management Innovation According to Nature's Genius.

McKinsey 9

McKinsey Innovation Diversity Long-term 9

Harvard Business Review

SEPTEMBER 19, 2011

The 114-year-old outfit, based in Orville, Ohio, now sits at #2 on this year's Barron's 500 , which ranks publicly traded companies purely according to growth metrics — not revenue itself but changes in sales, profits, and return on investment. A focus on innovating consumer experiences, not company products. Smucker Company.

Brand 13

Brand Strategic Fit Retail McKinsey 13

Harvard Business Review

JANUARY 22, 2015

Too often, companies demand a laundry list of vague qualities, such as creativity and innovation, which fail to align with organizational needs. Or they rely on subjective metrics, such as likability, loyalty, whether someone is “due for promotion,” etc.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Harvard Business Review

JULY 19, 2017

To gauge the impact of diversity and inclusion efforts, companies typically track metrics on the hiring, attrition, promotion, and composition of the current workforce. In addition, the innovation network had 22% more same-gender ties, and the emotional-support network had 27% more same-gender ties. Marion Barraud FOR HBR.

Company 8

Company Diversity Analysis Attrition 8

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. The Nike Foundation also leans on its expertise in innovation and scale to find solutions to poverty, while keeping its operations separate from the business.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

APRIL 1, 2016

Recent research from the McKinsey Global Institute (MGI) looked at the state of digitization in sectors across the U.S. These usage-related innovations are likely to have profound implications on business models and economics across the value chain in the coming years.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

Harvard Business Review

JUNE 30, 2015

As a result, we can rapidly innovate and improve our products. We can benchmark how each client on the network performs against key metrics, identify high performers, and then, with a little extra research, figure out what those organizations are doing right.

Health Care 8

Health Care Benchmarking Short-term Gordon 8

Harvard Business Review

MARCH 8, 2016

This has big implications for businesses, entrepreneurs, and innovators seeking growth beyond their home markets: there just isn’t a one-size-fits-all app or approach to building scale in the global digital economy. First, let’s review some of the challenges.

Benchmarking 8

Benchmarking Policies Globalization Long-term 8

Harvard Business Review

MAY 9, 2012

Together with Harvard Business Review and the Management Innovation eXchange, we have issued a challenge calling for the most instructive case studies and provocative ideas that will help us re-imagine capitalism for the long term.

Marketing 11

Marketing Power Short-term Long-term 11

Harvard Business Review

OCTOBER 21, 2016

McKinsey reports that the value at stake from sustainability concerns can be as a high as 70% of earnings before interest, taxes, depreciation, and amortization. Fostering innovation. Investing in sustainability is not only a risk management tool; it can also drive innovation. billion in mining projects since 2010.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

FEBRUARY 11, 2016

A recent McKinsey global survey found that just 26 percent of surveyed executives say that key change initiatives were successful at sustainably improving the organization. What metrics are used, and are they reasonable? Failure to deliver results. A fourth challenge is the failure to deliver expected results. objectives and timelines?

Agility 8

Agility Organization Resources Fixed Costs 8

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

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. The metrics. HBR Insight Center.

Balanced Scorecard 9

Balanced Scorecard McKinsey Media Metrics 9

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. Sound familiar?

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

JULY 17, 2013

New school marketers, typically those closer to social marketing channels targeted at Millennials, are telling me they''re having a hard time getting their projects funded internally because old school marketers in the C-suite don''t understand the new context and metrics driving social marketing. So how do you gain footing in this new arena?

Marketing 9

Marketing How To Brand Storytelling 9

Harvard Business Review

DECEMBER 13, 2016

No single metric has more drama surrounding it than quarterly revenue. You push innovation aside, compromise market positioning, turn the product into a dumpster of features, and create a trail of mayhem, making these deals successful post-sale. Make it, and you’re a hero. Miss it, and you may not have a job. The result?

Strategy 8

Strategy Short-term Long-term Metrics 8

Leading Blog

DECEMBER 7, 2022

How can you design a successful, sustainable innovation process?—his Ideaflow : The Only Business Metric That Matters by Jeremy Utley and Perry Klebahn (Portfolio, 2022) We all want great ideas, but few actually understand how they’re born. Innovation doesn’t come from a sprint or a hackathon--it’s a result of maximizing ideaflow.

Books 368

Books Leadership P&L Blog 368

Harvard Business Review

JUNE 13, 2012

We're delighted to announce the winners of the Long-Term Capitalism Challenge , the third leg of the HBR/McKinsey M-Prize for Management Innovation. The athletic apparel giant has also engaged a broad base of partners (and competitors) in innovation toward that goal. Story by Gib Bulloch, Accenture Development Partners.

Organization 13

Organization Cooper McKinsey Long-term 13