Leading Blog

JUNE 1, 2023

In How To Work with (Almost) Anyone , Michael Bungay Stanier shares a tested process that sets up working relationships for the best possible success. Why do those experiences keep happening? Particularly when we’ve also experienced the opposite: great working relationships that soar.

Books 308

Books Leadership McKinsey Learning-by-Doing 308

Strategy Driven

MAY 2, 2019

But what does it mean to adopt agile and rapid team-based problem solving, where strategy becomes a problem solving process? In these settings the most effective teams follow the 7 steps process for bulletproof problem solving, by asking themselves the following questions: 1. Are we carefully synthesizing our findings?

Process 73

Process Strategy Disaggregation Agility 73

N2Growth Blog

OCTOBER 25, 2021

It is essential to have someone with a bird’s-eye view of the whole process to orchestrate it successfully. He highlighted the need for change as the main prerequisite of a successful transformation; being ex-McKinsey and a public official before this current role, Boris’s whole career revolved around extensive transformation processes.

CTO 392

CTO Shaw Short-term Agility 392

Rich Gee Group

OCTOBER 8, 2023

Understanding AI's Impact At its core, AI mimics human intelligence processes using algorithms, data, and machine learning. A report by McKinsey Global Institute estimates that AI could add $13 trillion to the global economy by 2030. But why is AI so important, and how can executives effectively harness its potential? Let's dive in.

Supply Chain 195

Supply Chain Ethics Case Study Handbook 195

Great Results Team Building

SEPTEMBER 5, 2022

Way back in January 2014, in an issue of McKinsey Quarterly , a group of researchers attempted to answer this question: “Why do so many leadership development programs fail?” And the McKinsey article has been validated by other research… . The process of becoming an EFFECTIVE LEADER addresses each of those issues.

Leadership Development 147

Leadership Development Development Leadership McKinsey 147

Leading Blog

OCTOBER 27, 2023

The intent of our self-talk is to prepare and process, but it’s not necessarily oriented toward achieving +outcomes. She was formerly with McKinsey, working with MNCs and local companies in the US, China, and India. We have a lot of internal conversations occurring in our heads.

Influence 351

Influence Positioning Self-aware CEO 351

Strategy Driven

NOVEMBER 20, 2023

Operational Excellence is a systematic approach to improving business processes and performance. A McKinsey survey found that 82% of companies don’t believe they recruit highly talented people, and only 7% think they can retain top talent once hired. However, many companies struggle with attracting and retaining such talent.

Operations 119

Operations Loyalty Efficiency Human Capital 119

HR Digest

JULY 28, 2021

In a recent McKinsey Global Survey on the future of workforce needs, nearly nine in ten executives and managers say their organizations either face skills gap already or expect gaps to develop within the next five years. According to McKinsey, AI and automation will displace between 400 million and 800 million individuals by 2030.

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

Great Results Team Building

APRIL 10, 2024

Of course, building a healthy and high-performing workplace culture integration is an ongoing process, not a one-time event. Analyze previous company rituals, communication styles, and decision-making processes. Embrace the dynamic nature of this process and continuously strive for improvement. 7.

Team 162

Team Workshop Team Building Mission Statement 162

QAspire

SEPTEMBER 27, 2021

A lot of companies think of adaptability through short term measures like overhauling organization structure, changing the product strategy, putting new processes in place or bringing new talent.

Short-term 172

Short-term Tactics McKinsey Long-term 172

Leading Blog

FEBRUARY 19, 2020

Considering that most change efforts only succeed 30% of the time, Scott Keller and Bill Schaninger (both McKinsey partners) put forth a change model to increase the odds of success (upwards of 79% of the time) in Beyond Performance 2.0. So, any change effort will be more successful when you focus on both performance and health.

Hamel 279

Hamel Objective McKinsey Learning-by-Doing 279

Leading Blog

JULY 1, 2023

Compassionate Accountability is the process of building connection while getting results. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of managers and their roles. The solution is recognizing that compassion and accountability are not opposites.

Books 244

Books Leadership Middle Management Chemicals 244

Leading Blog

OCTOBER 3, 2019

McKinsey alums Charles Conn and Rob McLean teach us how to be bulletproof problem solvers using a simple 7-steps approach. This process is not just applicable to business but is useful in finding solutions for personal problems as well. Yet these skills are rarely taught. That’s where Bulletproof Problem Solving comes in.

Disaggregation 219

Disaggregation Analysis McKinsey Process 219

The Horizons Tracker

MAY 24, 2022

Moving projects from research into production was proving challenging, whether due to the lack of skills, the need for processes to be re-engineered, or various other factors that hampered the scaling of AI successfully. Signs of change. A survey conducted this year by NewVantage suggests things are changing.

Company 114

Company Survey McKinsey Project 114

Lead Change Blog

MARCH 19, 2020

McKinsey & Company’s research suggests that 70 percent of change efforts fall short of their objectives or fail altogether. A clear ask speeds the decision-making process. That creates a challenge for you as a leader to obtain approval for change initiatives, when you are not the ultimate decision-maker. Request a decision.

Due Diligence 211

Due Diligence Cost-Benefit Analysis Proposal How To 211

Terry Starbucker

JUNE 29, 2014

Jeremy has decades of consulting and performance improvement experience in business and government, including McKinsey. Why companies pack “too much air” in their processes and practices. The BIG blind spots in management thinking (and belief) around process and profit improvement.

Benchmarking 248

Benchmarking McKinsey Brainstorming Open-book 248

HR Digest

JUNE 16, 2023

times more likely to report organizational outperformance, McKinsey research has shown. Adopt new organizational models HR can help create an iterative approach by developing core elements of the people-management process, including new career paths for agile teams, revamped performance management, and capability building.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

Lead Change Blog

FEBRUARY 23, 2021

Research from McKinsey indicates that people living “their purpose at work” report five times higher levels of wellbeing and are four times likely to be more engaged in their work, which in turn leads to higher levels of productivity and profitability.

McKinsey 231

McKinsey Crisis Uncertainty Long-term 231

QAspire

SEPTEMBER 27, 2021

A lot of companies think of adaptability through short term measures like overhauling organization structure, changing the product strategy, putting new processes in place or bringing new talent.

Short-term 91

Short-term Tactics McKinsey Long-term 91

Lead Change Blog

MAY 16, 2018

Every industry is in the process of transformation. 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. Traditional jobs are disappearing and new roles are coming up.

Management 261

Management Agility How To McKinsey 261

First Friday Book Synopsis

APRIL 7, 2013

Here is a brief excerpt from an article featured by The McKinsey Quarterly, published by McKinsey & Company, in which Olivier Leclerc and Mihnea Moldoveanu explain how and why tricky problems must be shaped before they can be solved. To start that process, and stimulate novel thinking, leaders should look through multiple lenses.

McKinsey 80

McKinsey Innovation Blog Company 80

Eric Jacobson

MARCH 20, 2021

Another CEO we know makes failure part of the review process, asking executives to describe recent failures. All four authors are partners or senior partners at McKinsey & Company. 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

Another CEO we know makes failure part of the review process, asking executives to describe recent failures. All four authors are partners or senior partners at McKinsey & Company. 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

Lead Change Blog

SEPTEMBER 7, 2017

Post-truth VUCA will be a scramble : lots of practices and processes that have been stuck will get unstuck. I’ll be using the Foresight-Insight-Action Cycle throughout the book to summarize how leaders can take the content of this book and translate it into their own personal process of leading. Unintended consequences will abound.

Leadership 190

Leadership Open-book McKinsey Workshop 190

QAspire

FEBRUARY 2, 2014

They needed a change in mindset and not just techniques, process or best practices in leadership. Views from a McKinsey article titled “ Why leadership-development programs fail ” concur with the reasons stated above. Use of incorrect “make-believe” metrics to gauge effectiveness of leadership development programs.

Training 172

Training Development McKinsey Long-term 172

Great Leadership By Dan

JULY 30, 2020

McKinsey predicts that by 2030, over 25 million jobs in the United States will be automated. Exploration Excellence: Excelling at having the courage to go into new areas – the unknown - and to explore and discover the new and the different by using low-risk iterative learning processes is the third key human skill.

Career 231

Career Learning-by-Doing McKinsey Agility 231

Great Leadership By Dan

JUNE 11, 2020

According to McKinsey , many CEOs struggle to identify people good at innovation -- the “intrapreneurs” within their organizations who possess the rare mix of skills, motivation and attitude to successfully bring new ideas to market. The traditional interview process tends to focus on someone’s technical qualifications. The problem?

Innovation 227

Innovation Team How To Uncertainty 227

Great Leadership By Dan

MARCH 12, 2019

A McKinsey article published in April 2018, for example says that AI ‘creates space and time to think by filtering the signal from the noise’. If used effectively both as a leader and employee, it could free up the brain from a huge amount of unnecessary processing and decision making.

Agility 256

Agility Leadership Open-book McKinsey 256

HR Digest

DECEMBER 19, 2023

For this to happen, AI adoption would have to occur on a scale big enough to make job roles redundant, but so far, our technology does seem limited to someone at least being required to supervise or prompt the AI processes.

Tools 52

Tools Early Adopters GDP Report 52

First Friday Book Synopsis

MAY 12, 2012

The most obvious answer is to change the way you develop change leaders if the process you now have isn’t working very well.

McKinsey 80

McKinsey Development How To Article 80

QAspire

FEBRUARY 23, 2016

Organizational transformation initiatives come in many forms – restructuring, cultural transformation, service transitions, rapid innovation, process overhauls, turnarounds and acquisitions to name a few. Studies by universities and consulting firms suggest that 70% or more of transformation initiatives fail. Natural Laws.

McKinsey 70

McKinsey Restructuring System Article 70

The Horizons Tracker

JANUARY 19, 2022

In essence, this is the process by which existing technologies and processes are combined or deployed in new ways. For instance, data from the McKinsey Global Institute reveals that around 35% of those people living outside their country of birth have at least a tertiary education.

Diversity 137

Diversity Entrepreneur Innovation Gordon 137

Women on Business

AUGUST 16, 2012

Glassdoor.com put together a list of the 25 companies that are hardest on potential employees during the interview process. McKinsey & Co. NEWS AND INSIGHTS UPDATE: Which companies require the most interview preparation? – 3.9 BCG (Boston Consulting Group) – 3.8 Oliver Wyman – 3.7 Kearney – 3.7

Company 187

Company McKinsey Consultative Review 187

Chartered Management Institute

AUGUST 2, 2023

McKinsey & Company reported that in 2020 the global market for EDI-related efforts was estimated at $7.5bn, yet at the current rate, it will take another 151 years to close the global economic gender gap. However, in order to see tangible change, EDI needs to have a targeted strategy. Managers need to know what works, and what does not.

Metrics 52

Metrics KPI Diversity Long-term 52

CoachStation

AUGUST 26, 2022

The McKinsey group recently published an excellent resource regarding attrition and the reasons why people leave organisations. 1) Reading the language and results in the McKinsey graphic highlights a few key themes. 2) Five personas: A new way to target the employee value proposition : McKinsey. (3)

Motivation 130

Motivation McKinsey Attrition Influence 130

HR Digest

JANUARY 6, 2024

McKinsey ’s research into AI and its predictions about the future of work has a lot of useful insight to offer. According to their AI predictions, physical tasks in structured environments, data collection services, and data processing jobs could experience the most significant automation shifts. trillion to $5.8

Hedge 52

Hedge McKinsey Technology Learning-by-Doing 52

HR Digest

FEBRUARY 7, 2022

In fact, it were the L&D teams that were instrumental in bringing about wider acceptance of innovative measures, processes and strategies, including reimagining how employees learn to work in a digitized world. According to Mckinsey & Company , “Leaders have an essential role to play in developing solutions to tackle these challenges.”

Efficiency 105

Efficiency Operations Training Diversity 105