CO2

AUGUST 14, 2017

And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study. The budget, incentive structure for the employees, and customer success metrics are not aligned with the strategic plan.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

HR Digest

OCTOBER 22, 2018

Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. Designing the specific metric requires a huge contribution from the CHRO. This breeds dissatisfaction of CHRO roles and HR functions in general. That’s absolutely wrong. 2. Prescribing revenue-generating actions.

CEO 63

CEO CFO McKinsey Human Resources 63

Strategy Driven

JULY 13, 2011

We talked extensively in this book about how accounting profits or profit growth as a sole performance metric doesn’t lead to value creation. 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.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Persuasive Powerhouse

JULY 20, 2015

Monitoring : Leaders are accountable for delivering team goals, so they track team progress against set metrics and milestones. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., Clearing : Leaders help people overcome the roadblocks they face at work. Delivering.

Team 100

Team Leadership McKinsey Efficiency 100

First Friday Book Synopsis

APRIL 7, 2013

Your Survival Instinct Is Killing Youin the 21st Century'

Govindarajan 80

Govindarajan Blog Rogers McKinsey 80

Strategy Driven

NOVEMBER 22, 2016

Ideally the reason it’s exciting is related to a metric or objective that stakeholder cares about. I refer to this component as “the button” – that metric or objective that makes your stakeholder sit up and take notice. The button is the one metric or objective that your stakeholder cares about more than any other.

Metrics 50

Metrics CFO Chief Financial Officer Marketing 50

Harvard Business Review

FEBRUARY 14, 2017

These metrics are useful but miss the big picture, in part because they mistake a program’s cost for its value. For the last two years we have been implementing Generation, a youth employment program that is part of the McKinsey Social Initiative. Debating the utility of specific metrics might seem like a minor thing.

Metrics 11

Metrics TCO Training Cost-Benefit Analysis 11

Harvard Business Review

APRIL 5, 2017

The McKinsey Global Institute, in conjunction with FCLT Global, recently released research stating that long-term-oriented companies perform better than those that focus on short-term results. FCLT and McKinsey rely on readily available and machine-readable accounting data to measure myopia. R&D spending.

EPS 8

EPS Metrics Depreciation Short-term 8

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

Harvard Business Review

FEBRUARY 16, 2017

McKinsey has a new study out on an important topic — the question of whether corporations systematically take too short a view and do not invest enough for the long term. I was therefore excited to see that McKinsey had a new empirical study that provides evidence in favor of the view that corporations should take longer views.

McKinsey 9

McKinsey Short-term Long-term Comparison 9

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

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. Many corporate visions also don’t provide a clear way to know if you’ve reached your goal because they lack tangible metrics.

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. Many corporate visions also don’t provide a clear way to know if you’ve reached your goal because they lack tangible metrics.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

SEPTEMBER 26, 2011

I would advise moving beyond simplistic categories of value investor versus growth investor, or hedge fund versus pension fund and focusing instead on what we at McKinsey & Company call 'intrinsic' investors — those who truly invest based on a deep understanding of company fundamentals. My final thought here is we need better metrics.

Long-term 8

Long-term CEO Short-term McKinsey 8

Harvard Business Review

JUNE 30, 2017

The business model of Generation, a youth employment nonprofit founded by McKinsey & Company, where we both work, is based on that assertion. The metrics we track include: productivity, cost savings in recruitment and training, quality, retention, and speed to promotion. Nor do they quantify the cost of high employee turnover.

Training 11

Training ROI Attrition Metrics 11

Harvard Business Review

NOVEMBER 12, 2018

And at many companies, sustainability efforts are measured with well over 10 internal metrics. In fact, they should insist on seeing ESG metrics in corporate or individual scorecards — assuring that executives act responsibly, mitigate risks, and comply with regulations.

Execution 10

Execution Incentives How To Committee 10

Harvard Business Review

NOVEMBER 18, 2015

But the question deserves better than executive hand-offs to HR, McKinsey, or Myers-Briggs. So smarter “people analytics” operations embrace mission and metrics that assure they’re getting the right kind of ROEE — Return on Ex-Employees: Referrals. That’s because love creates great expectations.

McKinsey 8

McKinsey Banking Reference Human Capital 8

Harvard Business Review

NOVEMBER 5, 2015

We created a metric that reflects the number of ways companies use marketing analytics in 11 areas from customer acquisition to multichannel marketing. Across all companies this “use metric” has a mean of 2.9 standard deviation = 3.22). Our results show that a one-unit change in the use of marketing analytics (i.e.,

Marketing 8

Marketing ROI Metrics B2C 8

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

JULY 15, 2015

McKinsey’s analysis shows that 30% of social media users prefer social care to phoning customer service. Some retailers have been able to increase sales conversions 10-15% by tailoring their social media content based on customers’ previous purchases, according to McKinsey research. in the past two years.

CRM 8

CRM Company Airlines Guidelines 8

Harvard Business Review

MAY 22, 2012

Along with our partners at HBR and McKinsey, we're delighted to announce those finalists today (in alphabetical order): Progress Out of Poverty: Business Intelligence for Those in the Business of Helping the Poor. We were looking for depth, originality, clarity, and the ability to inspire and instruct in equal measure.

McKinsey 9

McKinsey Innovation Diversity Long-term 9

Harvard Business Review

OCTOBER 23, 2017

The metric we used for this is called weighted centrality. According to McKinsey and LeanIn.org’s 2017 gender report, women with a partner are 5.5 We found that the amount of direct interaction with management was identical between genders and that women were just as central as men in the workplace’s social network.

McKinsey 15

McKinsey Survey Content Company 15

The Center For Leadership Studies

JUNE 16, 2022

As a McKinsey report published late last year made clear that executives and employees had decidedly different perspectives. For example, the number of days per week the members of your team spend in the office is probably the easiest metric to track, but it almost certainly isn’t the most important. Executives.

Power 52

Power Situational Leadership McKinsey Short-term 52

Harvard Business Review

NOVEMBER 19, 2013

The sentiment about including everyone in the company in the use of data is echoed by McKinsey : When business-unit leaders invest in training for managers as well as end users, “pushing for the constant refinement of analytics tools, and tracking tool usage with new metrics,” companies do eventually transform themselves, bringing data-driven thinking (..)

Information 8

Information Information Technology McKinsey Metrics 8

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. Smucker Company.

Brand 13

Brand Strategic Fit Retail McKinsey 13

Harvard Business Review

JULY 2, 2012

McKinsey & Co. While this metric seals deals, it provides little incentive to fight for the highest prices. There are three reasons why "better pricing" should be your company's top priority. First, if your company is not setting the right prices, there are hidden profits waiting to be tapped.

Price 14

Price Strategy P&L Incentives 14

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. Back pet charities, not those with a strong track record. Talk about "results" without measuring them. Sadly, this low-impact approach to corporate philanthropy is too common.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

JUNE 30, 2015

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. “Portal adoption” is in fact one of 10 “sentinel metrics” we benchmark and focus on in support of client performance.

Health Care 8

Health Care Benchmarking Short-term Gordon 8

Harvard Business Review

NOVEMBER 4, 2014

While this metric has its own limitations—among other things, it reflects choices about internal organization and is likely to change very slowly–it does allow us to be systematic as well as relatively up-to-date. Specifically, are companies from advanced economies failing to keep up with the big shift?

Globalization 9

Globalization Altman Sample Analysis 9

Harvard Business Review

JANUARY 22, 2015

Or they rely on subjective metrics, such as likability, loyalty, whether someone is “due for promotion,” etc. This puts you at risk of missing out on true top talent and promoting the wrong people. And it confuses young, promising managers about what skills and behaviors they need to develop to advance their careers.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Harvard Business Review

MARCH 3, 2015

Consider: The most common metrics for evaluating social media are likes, tweets, reviews, and click-through-rates (CTRs) for online ads — not cause-and-effect links between the medium and market results. How convenient: to be evaluated with a metric without tangible marketplace outcomes. There are, as always, opportunity costs.

Media 8

Media Advertising Public Relations Forrester 8

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. economy and found a large and growing gap between sectors, and between companies within those sectors. But the biggest differentiator of all comes from having a digitally empowered workforce.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

Harvard Business Review

FEBRUARY 15, 2013

As Jacques Bughin and David Edelman of McKinsey & Company predict in their submission to the 2020 project , "The need for relevance will drive consumer demand and shape advertising supply. Even digital advertising is versioned with relatively minor variations that most people would have a hard time evaluating as "different". Getting There.

Advertising 9

Advertising Brand Content Agility 9

Harvard Business Review

NOVEMBER 4, 2014

While this metric has its own limitations—among other things, it reflects choices about internal organization and is likely to change very slowly–it does allow us to be systematic as well as relatively up-to-date. Specifically, are companies from advanced economies failing to keep up with the big shift?

Globalization 8

Globalization Altman Sample Analysis 8

Harvard Business Review

JULY 29, 2014

Beth Axelrod, CHRO for eBay and someone who pivoted from consulting on strategy (as a principal at McKinsey & Company) to running an HR function, acknowledges that HR leaders have traditionally set their agendas based on qualitative metrics and shied away from quantitative analytical tools. That needs to change.

CFO 11

CFO Charan Intangible Assets Human Resources 11

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. Marion Barraud FOR HBR. While such statistics are useful, they don’t provide a fully accurate picture.

Company 8

Company Diversity Analysis Attrition 8

Harvard Business Review

FEBRUARY 12, 2016

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. 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