Lead Change Blog

OCTOBER 4, 2017

Research conducted by McKinsey and Company found the customer experience, the more likely they will be to return and directly refer you to others. Isn’t the true objective to always satisfy our customers and just give them what they want? Nearly three-quarters of a customer’s loyalty is determined by how that customer is treated.

Customer Loyalty 228

Customer Loyalty Forrester Loyalty McKinsey 228

Leading Blog

SEPTEMBER 12, 2012

Each chapter defines the objective, the context and the challenge—and then what success looks like and the pitfalls you might encounter. There are a number of ways to get the answers to these questions. Max McKeown has created a strategy reference work – The Strategy Book – to guide you to the answers. Well thought out and helpful.

Strategy 282

Strategy Books Balanced Scorecard Mauborgne 282

The Practical Leader

MAY 20, 2020

“Firms of Endearment leaders view stakeholders as partners, not as objects of exploitation or means to their financial ends. “The more that top management wants internal commitment from its employees, the more it must try to involve employees in defining work objectives, specifying how to achieve them, and setting stretch targets.”

Sheth 116

Sheth Argyris Emotional Intelligence Goleman 116

HR Digest

JUNE 16, 2023

times more likely to report organizational outperformance, McKinsey research has shown. Create a strong workforce HR should ensure that the right talent is in place to deliver on basic company objectives. HR’s role is vital in creating correct employee experience.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

Lead Change Blog

OCTOBER 4, 2017

Research conducted by McKinsey and Company found the customer experience, the more likely they will be to return and directly refer you to others. Isn’t the true objective to always satisfy our customers and just give them what they want? Nearly three-quarters of a customer’s loyalty is determined by how that customer is treated.

Customer Loyalty 150

Customer Loyalty Forrester Loyalty McKinsey 150

Lead Change Blog

SEPTEMBER 7, 2017

The Oxford Dictionary Word of the Year for 2016 was “post-truth,” an adjective that they defined as “relating to or denoting circumstances in which objective facts are less influential in shaping public opinion than appeals to emotion and personal belief.” The author or co-author of ten books, Bob is a frequent keynote speaker.

Leadership 190

Leadership Open-book McKinsey Workshop 190

Coaching Tip

SEPTEMBER 15, 2016

Seeing the needs and objectives of others. In fact, according to a study conducted by McKinsey & Company, those who attempt to affect change by concentrating on changing mindset are four times more likely to succeed than those who focus only on changing behavior. Adjusting your work to make it more helpful to others.

McKinsey 70

McKinsey eBook Objective Diversity 70

N2Growth Blog

NOVEMBER 15, 2022

But a study by McKinsey revealed that in today’s business landscape, employees also want to feel valued by their organization. With these assessments, leaders can see from an objective viewpoint how they are performing, where they might be lacking, and how they can improve their performance in different areas of their leadership.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

The Horizons Tracker

SEPTEMBER 26, 2023

In The Ecosystem Economy , McKinsey’s Venkat Atluri and Miklos Dietz paint a picture of the future of education that will see the ways in which we learn transformed.

Education 114

Education Learning-by-Doing Skills McKinsey 114

Great Leadership By Dan

AUGUST 6, 2015

Per the 2014 McKinsey research study of 1323 companies involved in organization redesign, less than a quarter of those transformation efforts succeeded. The success of strategic transformation is gauged by the attainment of strategic objectives, improved organizational performance, and sustenance of the business change.

Leadership 120

Leadership Stage-Gate Critical Success Factor Objective 120

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. Unclear Objectives First, and foremost, most employees simply don’t understand the company’s strategies nor their order of priority.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

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. Unclear Objectives. There are 3 primary reasons why strategic planning fails or prevents effective execution of a company’s plan.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

Strategy Driven

MARCH 3, 2020

Having the right people in the right jobs at the right time is essential for achieving your business objectives. The results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes. I write about this in great detail in my newest book, Evergreen Talent. Three years ago? Five years ago?

Strategy 67

Strategy Company Talent Management McKinsey 67

Great Leadership By Dan

APRIL 10, 2014

Leaders must institutionalize the “obligation to dissent”: a duty to voice fact-based objections to a path that others are supporting. Jeremy has decades of consulting and performance improvement experience in business including at McKinsey & Co. Heinz, and Manpower to reduce costs and increase revenues by millions of dollars.

Mission Statement 270

Mission Statement Document Execution McKinsey 270

First Friday Book Synopsis

JULY 12, 2011

Here is an excerpt from another outstanding article, written by Richard Rumelt and featured by The McKinsey Quarterly online. To read the complete article, please click here. * * * Bad strategy abounds, says UCLA management professor Richard Rumelt. Horatio [.].

Strategy 80

Strategy McKinsey Article Execution 80

Lead Change Blog

APRIL 7, 2020

Jon explains: “McKinsey & Company’s research suggests that 70 percent of change efforts fall short of their objectives or fail altogether. .” Follow Marcella on Twitter at @MarcellaBremer. And More… Jon Lokhorst of Lokhorst Consulting shared How to Make the Business Case for Change.

Leadership Development 238

Leadership Development Development Leadership Crisis 238

HR Digest

SEPTEMBER 14, 2023

As such it is concerned with how to gain people’s commitment to the achievement of an organization’s business goals and objectives in a number of different situations.” Feedback Sharing A McKinsey survey of 12,000 managers found that managers believed “candid, insightful feedback” to be crucial to career growth.

Schein 98

Schein Industry Long-term Automotive 98

Center for Creative Leadership

AUGUST 26, 2019

While industry leaders need to build collaborative relationships with their peers to fulfill key business objectives such as launching a product, Army leaders must do the same when executing key mission objectives such as coalition-based peacekeeping. These results make sense.

Benchmarking 57

Benchmarking Leadership Bottom-up Leadership Pipeline 57

Change Starts Here

JUNE 3, 2014

The 2008 “ Making Change Work ” study by IBM shares a survey of more than 1500 change practitioners, in which they found that 41% of projects met their objectives. The remaining 59% missed at least one objective or failed completely. A few of these corporate change efforts have been very successful.

Kotter 143

Kotter Champy Hammer Short-term 143

N2Growth Blog

SEPTEMBER 28, 2020

The 2020 Leaders25 Top CHRO Award is a list curated by a panel of N2Growth team members ( co-led by Jeffrey Cohn and Mike Myatt ), as well as outside advisory members to ensure objectivity and rigor in our selection process. Prior to joining Microsoft in 2003, Hogan was a partner at McKinsey & Co.

Human Resources 469

Human Resources Globalization Resources Diversity 469

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

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. This is why hire an executive coach! It’s no wonder leaders get stuck in their mental models and can’t make progress.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. This is why hire an executive coach! It’s no wonder leaders get stuck in their mental models and can’t make progress.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey. It’s no wonder leaders get stuck in their mental models and can’t make progress.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

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. Sensors mean that an object on the production line always arrives in an optimal position, reducing waste, energy costs and human intervention. One example is the capability to slash energy use.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

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. The mission can be an effective filter for weeding out distractions that don’t align with your organization’s objectives. Organizational experts Robert E.

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. The mission can be an effective filter for weeding out distractions that don’t align with your organization’s objectives. Organizational experts Robert E.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Eric Jacobson

MAY 25, 2016

One implication for corporate communications and PR professionals is then turning the function from being a downside risk mitigator to being a profit center—a potential capability within the company that enables the business to realize its growth objectives. Robin Nuttall Question: What are the consequences if business leaders don’t?

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

JANUARY 12, 2017

How should innovators with a fierce sense of ambition handle the criticisms and objections that inevitably come their way and make sure that confidence does not turn into bombast? He also talked about his stint at McKinsey & Company, the blue-chip consulting firm, and one subversive takeaway. ” What a powerful image. .

Schein 8

Schein McKinsey Venture Funding Customer Loyalty 8

Harvard Business Review

AUGUST 6, 2012

OBJECTS MAY BE CLOSER THAN THEY APPEAR. Social Media's Untapped Productivity Payoff (McKinsey Global Institute). A new report from McKinsey Global Institute suggests that we haven’t even begun to unlock the productivity value of social technologies. Business Blind Spots (Management Issues). It’s 9:00am.

McKinsey 13

McKinsey Globalization Media Review 13

Harvard Business Review

FEBRUARY 21, 2017

I think we can all agree that corporate functions tend to be a locus of frustration for pretty much all employees — except, of course, the ones from the function that is the object of the frustration in question. ” or “Why is HR’s answer always Our rules don’t allow that ?” ” you are not alone.

Outsourcing 9

Outsourcing McKinsey Conference Cost 9

Harvard Business Review

MAY 15, 2015

New reports from McKinsey and PwC paint a very bleak picture of C-suite succession practices in today’s corporations. Both consultancies have useful advice to help fix the problem: McKinsey describes how to set up effective integration plans, while PwC describes best practices for CEO transitions.

Succession 8

Succession Human Capital McKinsey Committee 8

Harvard Business Review

SEPTEMBER 11, 2015

In-house strategy and consulting groups are growing in popularity , supplementing and increasingly winning business from traditional consulting firms such as McKinsey & Company, Boston Consulting Group and Bain & Company. Set objectives and size. McKinsey, Bain, or Boston Consulting Group). Work on discrete projects.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

NOVEMBER 20, 2013

Though both statements may sound extreme, they are the clear implication of new McKinsey research on how companies create value and allocate resources. A second new McKinsey study delves into the question of what executives are doing about their strategic shortfall, and concludes that most are not doing enough. Test your new strategy.

Strategy 8

Strategy McKinsey Strategic Planning Cost of Capital 8

Harvard Business Review

OCTOBER 25, 2011

They must first select the proper governing objective for their company and then gain the commitment of employees to serve that objective. The Right Objective. The case for embracing the maximization of long-term shareholder value as the governing objective for publicly traded companies has been persuasively argued many times.

Short-term 12

Short-term Long-term Incentives Objective 12

Harvard Business Review

NOVEMBER 12, 2018

As a sign that many executives are thinking along just these lines, a recent McKinsey survey of retailers and consumer goods manufacturers found that almost half of those undertaking sustainability initiatives were pursuing new business or growth opportunities. Do new targets motivate undesirable trade-offs?

Execution 10

Execution Incentives How To Committee 10

Harvard Business Review

DECEMBER 20, 2011

For example, McKinsey alumni Lou Gerstner and Jeff Skillings both went on to lead large corporations. Objectivity and detachment: In difficult situations, consultants need to stay objective and go where the data leads them. Of course there is no absolute answer to this question, and examples can be cited to support either side.

Consultative 15

Consultative Management Welch Objective 15