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

Strategy Driven

DECEMBER 8, 2010

Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners. And no matter how you interpret them, they come to two general conclusions: Males are aggressive; females are nurturing. Men are competitive, combative, and individually centered.

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Harvard Business Review

NOVEMBER 21, 2012

New markets are created. Apple was the only incumbent in this period to grow by creating new markets repeatedly through disruptive innovation. But innovation at scale seems to be within reach of many more companies than might succeed in creating brand new markets. Game-changing innovation is a beautiful thing.

Innovation 8

Innovation Incubator Disruptive Innovation McKinsey 8

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. The Future of Financial Services.

Industry 11

Industry Short-term Planning Long-term 11

Harvard Business Review

OCTOBER 4, 2011

And this is the interesting opportunity that is emerging: By 2020, 128 million households (600 million people) will have reached the consumer class, according to McKinsey's estimates. I nfluencing stakeholders both internal and external by developing detailed engagement plans. One such is General Electric.

McKinsey 12

McKinsey Health Care Class Transportation 12

Harvard Business Review

JUNE 16, 2011

One of the driving principles of the Harvard Business Review/McKinsey M-Prize for Management Innovation is that everyone wins when everyone shares. Phillippe Beaudette and Eugene Eric Kim took on that last corrosive assumption when they took on strategic planning at Wikimedia , and their idea is now a contender for the current Management 2.0

Management 12

Management Short-term How To Strategic Planning 12

Harvard Business Review

AUGUST 1, 2011

In this first leg of the HBR/McKinsey M-Prize for Management Innovation , we asked the most progressive thinkers and radical doers from every realm of endeavor to share a story, a hack, a disruptive idea, or an experimental design that illustrates how the web can help overcome the limits of conventional management and create Management 2.0.

Management 14

Management Innovation Storytelling Bottom-up 14

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. But your organization’s future success depends on identifying and developing the next generation of its leaders.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Harvard Business Review

DECEMBER 13, 2011

The power of redistributing power came home to Whitehurst (and his fellow Delta alum Jackie Yeaney, head of strategy and marketing at Red Hat) in the course of introducing a formal strategic planning process to the fast-growing company. There's a corollary here: make the work visible — even if it's messy.

COO 12

COO Learning-by-Doing Bureaucracy Strategy 12

Harvard Business Review

DECEMBER 13, 2016

But company leaders, especially those who are still learning to navigate their market, must have a deep, unwavering focus on how they will win over the long run. Over time the company lost relevance in the market, all the good people left (myself included), and the potential acquirers were no longer interested. The result?

Strategy 8

Strategy Short-term Long-term Metrics 8