HR Digest

JULY 28, 2021

In a recent McKinsey Global Survey on the future of workforce needs, nearly nine in ten executives and managers say their organizations either face skills gap already or expect gaps to develop within the next five years. According to McKinsey, AI and automation will displace between 400 million and 800 million individuals by 2030.

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

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. After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world.

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. After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world. Ernst & Young.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Eric Jacobson

NOVEMBER 3, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

HR Digest

NOVEMBER 20, 2020

Workers who adapt and grow with the organization in a time of accelerated change will be able to launch products and services that meet market needs. When I was a technology marketing exec in 2009, I heard the words nurture marketing. When I was a technology marketing exec in 2009, I heard the words nurture marketing.

Skills 145

Skills Emotional Intelligence CFO Power 145

LDRLB

OCTOBER 4, 2011

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. The fact is that most companies spend a surprising amount of effort actually resisting innovation in so-called non-creative functions like operations, finance, customer service, and sales. McKinsey Quarterly (free subscription).

Wilde 101

Wilde Innovation Resistance Leadership 101

Eric Jacobson

MARCH 14, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 94

CEO Banking Learning-by-Doing McKinsey 94

Eric Jacobson

JUNE 23, 2022

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 85

CEO Banking Learning-by-Doing McKinsey 85

Eric Jacobson

JANUARY 18, 2023

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

LDRLB

OCTOBER 4, 2011

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. The fact is that most companies spend a surprising amount of effort actually resisting innovation in so-called non-creative functions like operations, finance, customer service, and sales. McKinsey Quarterly (free subscription).

Wilde 90

Wilde Innovation Resistance Leadership 90

In the CEO Afterlife

JUNE 10, 2015

As a critical success factor, strategy turned into a lucrative industry for a host of consulting firms such as McKinsey & Company , and the Boston Consulting Group. Culture, strategy, leadership, branding, innovation, customer orientation and employee centricity must co-exist. Most leaders and managers know this. Intentionally So.

Strategy 100

Strategy Critical Success Factor McKinsey Retail 100

Chart Your Course

AUGUST 22, 2014

Only 52 percent of companies spend their time in a way that aligns with their strategic goals, according to a McKinsey survey of 1,500 executives from businesses of all sizes around the world. Some executives lost time by wasting too many hours online. Others got distracted by meetings, motivating their staff, or handling chronic emergencies.

Tools 133

Tools Productivity Products Company 133

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. It turned out that the unit was driving profits by raising prices and cutting marketing and advertising expenditures. About the Authors.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Chartered Management Institute

DECEMBER 2, 2013

At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. It often helps if the executive in charge is not from IT, but from operations or marketing, and that there are close links with customer-facing and other operational roles.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Marshall Goldsmith

FEBRUARY 8, 2018

Jim Kim (President of the World Bank), Peter Drucker (founder of modern management), Paul Hersey (noted author, teacher, and personal mentor of mine), and Warren Bennis (one of the world’s greatest leadership thinkers of his time). Has been recognized as the World’s #1 Leadership Thinker. Co-founder Partners in Health.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Marshall Goldsmith

MAY 19, 2013

” The traditional hierarchical model of leadership will not work effectively for major organizations in tomorrow’s changing world. Many organizations have historically operated on the “there is one best way” school of management. The leader of the future will be a person who knows how to ask.” Pretty well!

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

HR Digest

SEPTEMBER 21, 2023

McKinsey reported that working mothers were 1.5 McKinsey ’s survey also showed that working mothers were 6 percent more likely to be dealing with mental health concerns than their male counterparts. times more likely to spend 3 additional hours on their household responsibilities than working fathers.

GDP 98

GDP McKinsey Participative Report 98

Harvard Business Review

DECEMBER 16, 2016

Back in 2011, the McKinsey Global Institute published a report on the transformational potential of big data—and it would take a supercomputer to process all of the articles that have appeared since then urging companies to get on board before some digital disruptor renders them obsolete.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

JANUARY 22, 2015

Despite studies showing that succession is an essential part of strategic planning, many companies ignore leadership development to focus on more immediate challenges. Establish a set of clear and defined leadership competencies , so HR and other stakeholders know whom to fast track for leadership. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Ask Atma

JANUARY 2, 2011

And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.). Measuring Value- Valuation.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

AUGUST 8, 2018

According to research by McKinsey , up to half of new-leader transitions fail within two years. A senior director of marketing reports to an executive with broader responsibilities, who in turn reports to the global VP of marketing. This reality can hamper your leadership effectiveness if you have no plan to address it.

Learning Curve 14

Learning Curve McKinsey Goal Planning 14

Harvard Business Review

OCTOBER 17, 2012

Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it's the competitive advantage. In one recent McKinsey study, only 24% of respondents felt that their company wouldn't benefit from a more robust pipeline of new ideas. Innovation is the only insurance against irrelevance.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

Harvard Business Review

JULY 17, 2017

Eastman Kodak is the textbook case for failing to prioritize an innovation agenda; business schools around the world study the ramifications of the company’s ill-fated decision to ignore the digital photography market until it was too late. Some industries, like photography and media, were impacted earlier.

Industry 13

Industry Short-term Planning Long-term 13

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

MARCH 28, 2017

The same study found that identifying people with the right skills in a rapidly changing market is the top issue impacting recruiting. But it’s not just technology and markets that are changing—workers are changing too. Read more from Korn Ferry: How Organizations Can Thrive in the Digital Economy.

Content 9

Content Survey Talent Management McKinsey 9

Harvard Business Review

SEPTEMBER 4, 2014

I earned my MBA from Stanford’s Graduate School of Business in 2000, and since 2007 I’ve been an Instructor and an internal coach back at the GSB, helping hundreds of students develop their leadership and interpersonal skills. Practical leadership and management skills. Here’s how I respond to those inquiries.

Supply Chain 19

Supply Chain Reputation Education Learning-by-Doing 19

Harvard Business Review

NOVEMBER 9, 2017

One of us (Paul) is a strategy scholar and economist; the other (Amy) studies organizational behavior and operations management. We call this approach “strategy as learning,” which contrasts sharply with the view of strategy as a stable, analytically rigorous plan for execution in the market.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

SEPTEMBER 11, 2017

Instead of having a committee vet ideas, they need a process that operates with speed and urgency , and that helps innovators and other stakeholders to curate and prioritize problems, ideas, and technologies. One of the quickest ways to sort innovation ideas is to use the McKinsey Three Horizons Model.

Process 14

Process Innovation Incubator Committee 14

Harvard Business Review

FEBRUARY 12, 2016

In 1933, General Motors President and CEO Alfred Sloan established the automobile industry’s first full-time consumer research department under the direction of Henry “Buck” Weaver, a pioneer in market-based decision making. Because of the exponential growth of social media in recent years, and the fact nearly half of U.S.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

DECEMBER 20, 2011

Running a country calls for a sophisticated array of leadership skills — from shaping strategy to building a team to managing day-to-day operations. But whether we're talking about Romney or not, it's important to question whether consulting is good preparation for leadership.

Consultative 15

Consultative Management Welch Objective 15

Harvard Business Review

JULY 29, 2014

Break up a strategic function in response to underperformance in the wake of severe market disruptions? Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Lynanne Kunkle, VP-Global Talent Development and HR-Asia for Whirlpool, is a case in point. Bring on the quants.

CFO 12

CFO Charan Intangible Assets Human Resources 12

Harvard Business Review

SEPTEMBER 1, 2015

The Google/Alphabet metamorphosis has catapulted Sundar Pichai into one of the highest profile leadership jobs in Silicon Valley. After stints at Applied Materials and McKinsey, he joined Google just a little over 10 years ago. The old Google had always been a tricky leadership challenge. Find new growth markets – fast.

CEO 8

CEO Engineering Advertising Technology 8

Harvard Business Review

MAY 3, 2011

corporate boardroom representation , despite solid evidence that greater women's representation in corporate leadership correlates directly with improved business performance. These corporations understand that cracking the last glass ceiling will give them a significant competitive advantage in talent markets the world over.

Competitive Advantage 15

Competitive Advantage McKinsey Resistance Crisis 15

Harvard Business Review

JUNE 24, 2014

In the late 1990s, Steven Hankin of McKinsey provoked a lot of discussion when he coined the phrase “the war for talent.” In the United States, and in West European markets, the challenges center around talent replenishment and knowledge transfer to assure that productivity remains high even as the Baby Boomer population starts to retire.

Long-term 8

Long-term Globalization McKinsey Education 8

Harvard Business Review

SEPTEMBER 28, 2012

That's as true for a Walmart or a JCPenney as it is for a McKinsey & Co. But that mind-set's simply too focused and operational. Truly strategic leaderships — and their boards — should treat Brin's "worst idea" as their most provocative thought experiment for revisiting how they recognize and value data. More >>.

Hedge 15

Hedge Core Competence CFO ROI 15