Lead Change Blog

MAY 16, 2018

With the onslaught of AI and other disrupting technologies, the workplace will undergo rapid changes. A McKinsey Global Institute report on future of the workforce shows that between 75 million and 375 million people globally will have to change their occupation and acquire new skills by the year 2030. People are key to such changes.

Management 261

Management Agility How To McKinsey 261

HR Digest

JULY 28, 2021

History, if it has taught us anything at all, has taught us that technology has created large employment and sector shifts, but also widened job opportunities. Organizations are now facing a learning curve as managers scramble to lead their teams virtually. Coronavirus has changed the way Americans work. What should companies do now?

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

HR Digest

JUNE 16, 2023

The pivotal role played by the HR for any organizations future has been likened to no other. All eyes are on the role of HR and undoubtedly HR has a unique role to play in building the future of the organization. One of every organization’s crucial components is the HR department. Few of them are explained.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

First Friday Book Synopsis

JULY 1, 2011

In case you missed them, see which articles have been most popular with The McKinsey Quarterly‘s readers in the second quarter of this year. Here are the first five. To learn which articles ranked #6-10 and read any/all of the ten articles, please click here. * * * 1. STRATEGY Sparking creativity in teams: [.].

McKinsey 75

McKinsey Creativity Article Strategy 75

The Horizons Tracker

MAY 24, 2022

For all the hype surrounding technologies such as AI, for most of the last few years, there has been precious little return on the investments companies were making. Many AI-related projects were stuck in a research or pilot phase and were subsequently making little real impact on the operations of the business.

Company 89

Company Survey McKinsey Project 89

CO2

FEBRUARY 7, 2024

Whether you’re an emerging leader or an established figure in your field, every step up that proverbial mountain is an opportunity to evolve and elevate not just yourself, but your team and organization as well. The business landscape is continuously evolving, with new technologies, market dynamics, and workforce expectations.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

N2Growth Blog

SEPTEMBER 28, 2020

While Chief Digital/Technology Officers or Chief Marketing Officers are often tagged with the innovator label, it is the CHRO who is the real innovator in 2020. Remember, it’s the people and culture who enable technology and marketing success – not the other way around. ?. Selection Methodology. Many things actually.

Human Resources 469

Human Resources Globalization Diversity Resources 469

Great Leadership By Dan

JUNE 11, 2020

Guest post by Chuck Swoboda : As increasing competition, new technologies and evolving customer expectations continue to disrupt nearly every industry, business leaders are turning to innovation as a way to keep their companies relevant. Most organizations reward employees for their ability to manage. The problem? Why is that?

Innovation 227

Innovation Team How To Uncertainty 227

The Practical Leader

DECEMBER 9, 2020

” A study co-authored by Disney Institute and McKinsey & Company reports that “companies offering an exceptional customer experience can exceed their peers’ gross margin by more than 26 percent. ” Customer service levels sink or soar on the strength of the organization’s culture.

McKinsey 124

McKinsey Human Resources Insurance Cost 124

HR Digest

NOVEMBER 20, 2020

And what skills will matter to you and your organization in the future? . “If If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” Organizations with healthy growth curves rely on their staff to help them sustain a competitive edge.

Skills 145

Skills Emotional Intelligence CFO Power 145

HR Digest

DECEMBER 19, 2023

There are a lot of benefits from the integration of AI technology, a possible 7 percent boost to global GDP according to the report, but when paired with apprehensions about unemployment, it results in an equal amount of worry for the future. can be incorporated into the work that is done at an organization.

Tools 52

Tools Early Adopters GDP Report 52

HR Digest

FEBRUARY 7, 2022

Learning and Development teams of companies are working overtime to figure out ways to keep the organizations functioning in these difficult times. According to Mckinsey & Company , “Leaders have an essential role to play in developing solutions to tackle these challenges.” Training Remote Managers. Working with a hybrid workforce.

Efficiency 105

Efficiency Operations Training Diversity 105

The Horizons Tracker

MARCH 15, 2022

The Covid pandemic has undoubtedly been one of the most disruptive periods in most organizations’ history. Indeed, McKinsey recently argued that one of the few plus points from the pandemic was it reinforced the importance of building change capabilities within our organizations. Becoming future-ready.

Company 99

Company Hofstede Supply Chain Agility 99

Jesse Lyn Stoner Blog

NOVEMBER 15, 2012

Collaborative leaders understand that organizations are networks of relationships and that relationships are the glue that holds them together. The need for collaboration is driven by the issues arising from the current economic crisis and supported by the opportunities afforded by advances in technology, specifically Web 2.0.

Competitive Advantage 282

Competitive Advantage McKinsey Creativity Diversity 282

HR Digest

DECEMBER 27, 2018

The recent explosion of HR technology has driven a major boom in innovative HR solutions. The HR Digest has recognized three (3) major HR technology trends for 2019. The technology will ease HR operations by improving internal workflows, spark productivity, help HR professionals to identify data opportunities, etc.

Human Resources 87

Human Resources Trends Resources Innovation 87

Great Leadership By Dan

AUGUST 6, 2015

Organizational transformation is the complex endeavor of redesigning the organization which significantly impacts all or most aspects of the business. Per the 2014 McKinsey research study of 1323 companies involved in organization redesign, less than a quarter of those transformation efforts succeeded.

Leadership 120

Leadership Stage-Gate Critical Success Factor Objective 120

First Friday Book Synopsis

APRIL 21, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Flat Army: Creating a Connected and Engaged Organization Dan Pontefract The Idea Factory: Bell Labs and the Great Age of American Innovation Jon Gertner To Save Everything, Click Here: The Folly of Technological Solutionism Evgeny Morozov [.].

Govindarajan 75

Govindarajan Blog McKinsey Bond 75

Skip Prichard

AUGUST 2, 2019

Winning organizations now rely on nimble, iterative problem solving, rather than the traditional planning processes. I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. 2: Disaggregate.

Disaggregation 79

Disaggregation McKinsey Skills Gordon 79

Eric Jacobson

NOVEMBER 3, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

Skip Prichard

MAY 22, 2019

That’s what Chris Duffey, creative technologist says about this incredible technology revolutionizing industries the world over. McKinsey: AI is advancing 10 times faster and at 300 times the scale of the Industrial Revolution. . The Electricity of Our Times. Artificial Intelligence (AI) is the new electricity of our times.

Content 88

Content Innovation Creativity McKinsey 88

First Friday Book Synopsis

JUNE 16, 2013

Raynor Mumtaz Ahmed NewGeography.com Norm Smallwood Pamela Ryckman Paul Willmott Paulett Eberhart (CDI) in “The Corner Office” Progress At Work [comma] But Mothers Still Pay a Price Ron Ashkenas Seven Strategies for Simplifying Your Organization Stephanie Coontz Stiletto Network talent management The American Scholar The do-or-die questions boards (..)

Ulrich 75

Ulrich Blog Micromanagement McKinsey 75

HR Digest

NOVEMBER 4, 2023

Essentially, a 100-person organization with a $50,000 average salary could see replacement costs of over $660,000 to $2.6 Establish Effective Recruitment Strategies and Onboarding A big reason for high attrition rates is the hiring of candidates who are not suited for the organization. million per year.

Process 59

Process Attrition Trends Training 59

Marshall Goldsmith

DECEMBER 19, 2011

By enabling professionals to establish strong networks both inside and outside the company, organizations can gain a huge competitive advantage and the loyalty of their workers. Professional networking enables people to expand their knowledge and bring back new knowledge to the organization.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Chart Your Course

JUNE 16, 2013

Organizations in countries that traditionally exported top talent to the U.S. organizations had employment models based on hiring recruits from college or training programs who were likely to stay with a company throughout their career.Skilled workers are becoming an endangered species.

Talent Management 140

Talent Management Magazine Management Gordon 140

LDRLB

MAY 9, 2012

In their new book, Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got The Right , Thomas Davenport and Brook Manville offer an argument many have been waiting to hear: human judgment is frail, therefore the best decisions involve the collective genius of an entire organization.

McKinsey 128

McKinsey Case Study Participative Media 128

First Friday Book Synopsis

MAY 17, 2012

Here is a brief excerpt from another outstanding article, co-authored by Arne Gast and Michele Zanini and featured online by The McKinsey Quarterly, published by McKinsey & Company. Source: Organization Practice and Strategy Practice [.].

Strategy 85

Strategy McKinsey Article Information 85

HR Digest

OCTOBER 22, 2018

Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. The CHRO functions should be recognized as imperative in building and assigning talent and as the appropriate channel to unleash the organization’s workforce in the most productive sense. That’s absolutely wrong.

CEO 63

CEO CFO McKinsey Human Resources 63

Eric Jacobson

MARCH 14, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations.

CEO 93

CEO Banking Learning-by-Doing McKinsey 93

Eric Jacobson

JUNE 23, 2022

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations.

CEO 85

CEO Banking Learning-by-Doing McKinsey 85

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. One of the biggest implications of 7S is that real change in an organization will not happen unless the shared values of the company change. Chapter 3: The Corporation, The Real American Idol Part 7 – UPDATED 8/10.

Organization 36

Organization McKinsey Organizational Behavior System 36

Eric Jacobson

JANUARY 18, 2023

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

First Friday Book Synopsis

MARCH 26, 2011

Here is an article written by Nora Gardner, William Wolf, and Devin McGranahan for The McKinsey Quarterly website, published by McKinsey & Company. Although the thrust of the material is focused on larger organizations, there are some key points relevant to all organizations, whatever their size and nature may be.

McKinsey 80

McKinsey How To Article Company 80

Lead Change Blog

APRIL 7, 2020

Karin shares: “One of the true delights during this challenging time of social distancing is watching the creative use of technology—not only as we work from home, but in our personal lives as well. Heather considers: “Are there groups of people in your organization who are known for being resistant to change?

Leadership Development 238

Leadership Development Development Leadership Crisis 238

HR Digest

SEPTEMBER 14, 2023

Amidst all the revenue numbers and share valuations that companies wear as a badge of honor, the concept of employee relationship management has emerged as another undeniable sign of a successful organization. The employer should be clear about the function of the employee and the goals of the organization.

Schein 98

Schein Industry Long-term Automotive 98

Coaching Tip

APRIL 14, 2012

It's not really about the products made, the technology developed or the financial instruments that are bought and sold. He approached consulting out of his profound wisdom and insight," says Ron Daniel, Managing Director of McKinsey & Company (1976-1988). Make people believe in themselves, in their team, and in the organization.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

Six Disciplines

FEBRUARY 16, 2011

According to the McKinsey article " Brilliant Strategy, But Can You Execute? ", there were two basic kinds of strategies: transformational and operational. A strategy that fits the organization’s capabilities should be favored over one that appears more elegant in principle, yet is not practical for execution.

Operations 98

Operations Strategy Core Competence McKinsey 98