Experience to Lead

JANUARY 25, 2022

here’s no shortage of leadership advice on the internet, but figuring out which resources are actually valuable can feel like information overload. To help you cut through the noise, we’ve curated 10 of our favorite leadership blogs and podcasts for 2022 on leadership strategy and development. Tanveer Naseer Leadership.

Blog 52

Blog Leadership McKinsey Globalization 52

Strategy Driven

AUGUST 11, 2023

Amplifying Productivity: Time Saved, Results Gained Time equals money, and investing in effective communication training delivers remarkable returns. An impressive 87% of employees affirm that effective communication accelerates task completion and overall productivity. Your business potential is unleashed through communication.

Training 112

Training Active Listening Bond McKinsey 112

Lead Change Blog

FEBRUARY 23, 2021

Research from McKinsey indicates that people living “their purpose at work” report five times higher levels of wellbeing and are four times likely to be more engaged in their work, which in turn leads to higher levels of productivity and profitability. 2) Onboarding.

McKinsey 231

McKinsey Crisis Uncertainty Long-term 231

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. The most essential time management technology for increasing your productivity is calendar scheduling software. Calendar Management.

Tools 133

Tools Productivity Products Company 133

Eric Jacobson

MARCH 20, 2021

Consider the case of a large tech company that suffered a very big and embarrassing failure of a new product. The Authors : What many leaders often miss is that culture doesn’t just happen; it’s the product of actions and initiatives that can be deliberately implemented, tracked, and adjusted. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Leading Blog

MARCH 31, 2016

How technology is creating a new world of work via @McKinsey. 6 Ways to Stay Productive When You’re Completely Overwhelmed by Karin Hurt at @LetsGrowLeaders. What’s Your Organization’s Values Operating System? Dysfunctional Leadership: 10 Thinking Habits to Avoid by @MarcelSchwantes. by @scedmonds.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

Eric Jacobson

JANUARY 30, 2021

Consider the case of a large tech company that suffered a very big and embarrassing failure of a new product. The Authors : What many leaders often miss is that culture doesn’t just happen; it’s the product of actions and initiatives that can be deliberately implemented, tracked, and adjusted. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

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

The Center For Leadership Studies

NOVEMBER 23, 2020

Fortunately, the surgeon operated before the worst could happen and my husband recovered completely. McKinsey recently noted, “Numerous studies show that in a business-as-usual environment, compassionate leaders perform better and foster more loyalty and engagement by their teams. Emotionally intelligent leaders raise revenue margins.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

The Practical Leader

APRIL 5, 2023

I was asked to facilitate an annual strategic planning retreat with a senior leadership team. Hmm…oh, oh… Looking at the typical approach they’ve used before, four common strategic planning problems immediately popped out: The agenda was loaded with about 17 project/operational presentations/reviews and updates.

Planning 52

Planning Strategic Planning How To Operations 52

LDRLB

OCTOBER 4, 2011

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. And as usual, the illustrations come from new product development and business strategy. In response to real change and challenges, the administrative and production areas of most companies have been prepared only to react. Overcome orthodoxies.

Wilde 101

Wilde Innovation Resistance Leadership 101

LDRLB

OCTOBER 4, 2011

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. And as usual, the illustrations come from new product development and business strategy. In response to real change and challenges, the administrative and production areas of most companies have been prepared only to react. Overcome orthodoxies.

Wilde 90

Wilde Innovation Resistance Leadership 90

CO2

SEPTEMBER 21, 2022

It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. However, not every company operates in a sector where their everyday work lends itself to significant social impact. The good news is that people want to have a purpose in the work they do.

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. However, not every company operates in a sector where their everyday work lends itself to significant social impact. The good news is that people want to have a purpose in the work they do.

How To 78

How To Long-term Performance Review Mission Statement 78

HR Digest

OCTOBER 22, 2018

But more CEOs rarely understand the true position of their CHROs, let alone giving them the necessary backup to operate in the required capacity. Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. This breeds dissatisfaction of CHRO roles and HR functions in general.

CEO 63

CEO CFO Human Resources McKinsey 63

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. Coding, budgeting, and marketing operations are examples. Organizations with healthy growth curves rely on their staff to help them sustain a competitive edge.

Skills 145

Skills Emotional Intelligence CFO Power 145

Marshall Goldsmith

NOVEMBER 4, 2013

The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. Many leaders will be operating more like the managing director of a consulting firm. Selling a product to customers is simpler than providing an integrated solution.

Short-term 107

Short-term Long-term Trends Telecommunications 107

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. They might include sales productivity metrics such as market share, the company’s ability to charge premium prices relative to peers, or sales force productivity.

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

Leading Blog

NOVEMBER 3, 2023

That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. The biggest challenge for companies when it comes to operational excellence is siloed behavior. Recall how the U.S.

Industry 267

Industry Stage-Gate Organization Company 267

Eric Jacobson

MAY 25, 2016

To achieve " connected leadership " you must: Map your world -- Analyze stakeholders as precisely as your customers, understand trends and discontinuitites, and quantify the value at stake from external relationships. Apply world-class management to traditionally "soft" societal topics.

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

FEBRUARY 16, 2016

Such sleep deficiencies can undermine important forms of leadership behavior and eventually hurt financial performance. This article will explore the link between sleep and leadership before discussing solutions that can improve both individual well-being and organizational efficiency and effectiveness. What organizations can do.

Leadership 8

Leadership McKinsey Stress Creativity 8

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

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. Yet more often than not, when innovation occurs, it's a "happy accident" rather than the product of a deep-rooted innovation competence. Want some hard evidence? This is hardly surprising.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Called "Why US Productivity Can Grow Without Killing Jobs," it takes as a given that this would strike readers as counterintuitive. it's a fallacy to suggest that there's a trade-off between unemployment and productivity." What a conundrum!

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

MARCH 13, 2013

Captive offshore operations centers — company-owned delivery units located in low-cost countries such as India and the Philippines — have come a long way. Since 2008, we've benchmarked the performance of nearly 250 operations centers working on both core operations (e.g., But that's not by accident.

Offshoring 8

Offshoring Cost Benchmarking Operations 8

Harvard Business Review

JUNE 14, 2017

According to academic estimates , the baseline for effective corporate leadership is merely 30%, while in politics, approval ratings oscillate between 25% and 40%. A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt.

McKinsey 14

McKinsey Self-aware Motivation Report 14

Harvard Business Review

MARCH 30, 2016

Research by McKinsey shows that, on average, 30% of corporate earnings are at stake when it comes to a company’s relationships with society. As a global survey conducted by McKinsey shows, only 21% of business executives think their company frequently engages successfully. The current model is not working.

Company 8

Company McKinsey Short-term Long-term 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

AUGUST 8, 2018

When Liz was offered a job as a product manager at a growing biotech firm, she was ecstatic. According to research by McKinsey , up to half of new-leader transitions fail within two years. Instead, it’s to select an initial success that motivates the team, can be achieved quickly, and delivers operational or financial results.

Learning Curve 11

Learning Curve McKinsey Goal Planning 11

Harvard Business Review

SEPTEMBER 11, 2017

There is no burden on those who proposed a new idea or technology to talk to customers, build minimal viable products, test hypotheses or understand the barriers to deployment. Most importantly, minimal viable products and working prototypes will have been tested. government federal research agencies to turn ideas into products.

Process 11

Process Innovation Incubator Committee 11

Harvard Business Review

FEBRUARY 12, 2016

People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. social media users actively seek customer service through social media, according to Nielsen and McKinsey Incite , we’ve made getting globally aligned one of GM’s priorities.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

DECEMBER 21, 2016

But, according to McKinsey research , only 16% of merger reorgs fully deliver their objectives in the planned time, 41% take longer than expected, and in 10% of cases, the reorg actually harms the newly-formed organization. The acquiring company wished to retain its operating approach and replicate it within the newly acquired business.

Process 8

Process McKinsey Due Diligence Cost 8

Harvard Business Review

NOVEMBER 22, 2017

Improving access to care, increasing workforce productivity, optimizing clinical operations, and managing population health are important—and interrelated steps. Increase workforce productivity by optimizing the skill set of your workforce while shifting routine work away. Sensitivity to operations.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

Harvard Business Review

MARCH 29, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. The question is whether TFA's seemingly prolific production of entrepreneurs is fact or simple hearsay. The answer appears to be yes.

Entrepreneur 14

Entrepreneur Education McKinsey Sample 14