Eric Jacobson

MARCH 20, 2021

All four authors are partners or senior partners at McKinsey & Company. Arora has held various operational and leadership positions with Apple, Sun Microsystems, 3M Groupon, and Staples. Dahlstrom , based in London, is the global leader for McKinsey Digital’s B2C team. He is based in Paris. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Eric Jacobson

JANUARY 30, 2021

All four authors are partners or senior partners at McKinsey & Company. Arora has held various operational and leadership positions with Apple, Sun Microsystems, 3M Groupon, and Staples. Dahlstrom , based in London, is the global leader for McKinsey Digital’s B2C team. He is based in Paris. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

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. At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. The challenge of leadership is growing.

Short-term 107

Short-term Long-term Trends Telecommunications 107

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. More recently we’re seeing this across a range of broader industries.

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

FEBRUARY 2, 2015

industries: 35 advanced manufacturing industries such as automotive and aerospace manufacturing, pharmaceuticals and semiconductors; three energy industries including electric power generation; and 12 service industries, from software design to telecommunications. Applying this standard, we identified 50 U.S. They employ 12.3

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

SEPTEMBER 29, 2011

Not long ago, the chief executive of a global telecommunications firm shared with me his frustration that "even in a meeting with the CEO, most institutional investors seek only granular data points to plug into their models. This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System.

Long-term 12

Long-term CEO Short-term Asset Management 12