Chart Your Course

AUGUST 22, 2014

Only 52 percent of companies spend their time in a way that aligns with their strategic goals, according to a McKinsey survey of 1,500 executives from businesses of all sizes around the world. The most essential time management technology for increasing your productivity is calendar scheduling software. Calendar Management.

Tools 133

Tools Productivity Products Company 133

Lead Change Blog

APRIL 7, 2020

We’re excited to share posts from leadership experts from around the globe on the topics of communication, development, engagement, motivation, productivity, team building, and more. Liz Weber of Weber Business Services provided Can You Lead When Your Team is in Crises? Motivation & Productivity. Communication.

Leadership Development 238

Leadership Development Development Leadership Crisis 238

Leading Blog

MARCH 31, 2016

Do you serve your team or are you a self-serving team member? The Biggest Leap You’ll Ever Make : From Team Member to First-Time Manager by @JesseLynStoner. How technology is creating a new world of work via @McKinsey. 7 Things A Leader Must Do To Build The Perfect Team by @Terry.Starbucker.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

The Practical Leader

DECEMBER 9, 2020

“However, that assumption lacked credible empirical backing — until a team of researchers recently decided to test it. ” Does that bring any painful encounters with, say, communication, technology, entertainment, or insurance companies to mind? ” That money goes straight to the bottom line. .”

McKinsey 124

McKinsey Human Resources Insurance Cost 124

HR Digest

APRIL 17, 2023

While telework has proven to be an effective way of maintaining productivity, it also poses a challenge in terms of collaboration, communication, and maintaining a healthy work-life balance. This can lead to reduced productivity and morale. According to recent data, the federal government employs over 2.7

McKinsey 52

McKinsey Document Morale Tools 52

Eric Jacobson

MARCH 20, 2021

A really good leader makes sure the entire team learns as much as possible from the failures, extracting maximum value from the experience. Consider the case of a large tech company that suffered a very big and embarrassing failure of a new product. All four authors are partners or senior partners at McKinsey & Company.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Eric Jacobson

JANUARY 30, 2021

A really good leader makes sure the entire team learns as much as possible from the failures, extracting maximum value from the experience. Consider the case of a large tech company that suffered a very big and embarrassing failure of a new product. All four authors are partners or senior partners at McKinsey & Company.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

The Horizons Tracker

FEBRUARY 20, 2020

It looked at the role technology plays in economic recoveries, both in terms of economic growth and the number of jobs. The paper examined 19 industries over a similar timeframe to that explored by the LSE team, with all 19 of the industries having introduced industrial robots (as opposed to AI) over that timeframe.

TCO 73

TCO Decentralization CAPEX Industry 73

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.” Reset expectations in a remote team environment.

Efficiency 105

Efficiency Operations Training Diversity 105

Skip Prichard

AUGUST 2, 2019

Complex problem solving is the core skill for 21st century teams. 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. It’s the only way to keep up with rapid change. 2: Disaggregate.

Disaggregation 79

Disaggregation McKinsey Skills Gordon 79

Lead on Purpose

DECEMBER 14, 2013

I’m sure you’ve heard statements like these before: “My team is exceptionally strong. How strong is the team? How exactly – and based on what specific parameters – is your team improving? Starting from your own performance metrics, you have to extend individualized and group metrics for your team. We’ve been improving.

Metrics 190

Metrics Management Katz How To 190

HR Digest

NOVEMBER 20, 2020

While HR teams complete workforce planning, they will keep an eye on auditing current talent capabilities and anticipate future skills, assuring survival and growth, rather than extinction. If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.”

Skills 145

Skills Emotional Intelligence CFO Power 145

HR Digest

NOVEMBER 4, 2023

Whether it’s a fresher role or one that requires experience, Qualee reports that it takes a new hire approximately eight months to reach their full productivity. Without hitting full productivity, employees often move on to the next opportunity, leaving companies to restart the hiring and onboarding process.

Process 59

Process Attrition Trends Training 59

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). It's getting there through the efforts of the entire team.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. The company had become large enough that the ad-hoc decision making was no longer effective, and product development was impeded by political infighting. It categorizes 7 elements that together categorize a company. (See

Organization 36

Organization McKinsey Organizational Behavior System 36

Harvard Business Review

AUGUST 21, 2012

Social technologies — the software and services that make it possible to show off your vacation pictures to all your Facebook friends and follow your favorite team tweet by tweet — are not just giant time sinks that keep your employees from getting their work done. How's this for counter-intuitive? trillion annually.

Media 15

Media Productivity Products Technology 15

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. Had they set out simply to make a profit, Apple likely wouldn’t be the revolutionary technology leader it is today. When leaders inspire and engage their teams, those teams do the same.

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. Had they set out simply to make a profit, Apple likely wouldn’t be the revolutionary technology leader it is today. When leaders inspire and engage their teams, those teams do the same.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

AUGUST 13, 2014

Venture capitalist Chris Dixons declaration , after plunking $50 million down on Buzzfeed, that he was investing in a technology company has been causing a bit of head-scratching and gentle mockery in media circles. When Buzzfeed editors do it, its technology. Which you could, with some justification, call a technology.

Technology 8

Technology Company Venture Capitalist Media 8

Mills Scofield

APRIL 15, 2014

To create great music you need an ensemble — a trio, quartet, basically a team of players with complementary strengths, skills and vulnerabilities and a willingness to listen to each other and a common goal. Technology does not do much in a complex interaction (per McKinsey´s articles on interaction).

Efficiency 132

Efficiency Energy Senge Resources 132

Eric Jacobson

MAY 25, 2016

Today, technology is making all business activity more transparent. John Browne : When it comes to relationships with external stakeholders, research conducted by McKinsey shows that on average, 30 percent of a company’s value is at stake. 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

SEPTEMBER 11, 2017

There is no burden on those who proposed a new idea or technology to talk to customers, build minimal viable products, test hypotheses or understand the barriers to deployment. Most importantly, minimal viable products and working prototypes will have been tested. As the head of the U.S.

Process 13

Process Innovation Incubator Committee 13

Harvard Business Review

JANUARY 21, 2016

But how can you, as a manager, help the members of your team handle their feelings of stress, burnout, or disengagement? In our high-pressure workplaces, staying productive and engaged can be challenging. Takeaway: understand and prioritize activities that promote well-being for yourself and your team. Further Reading.

Stress 8

Stress Team Management Survey 8

Ask Atma

JANUARY 2, 2011

They ran productive meetings. The benefit of this is: costs decrease because of less rework, fewer mistakes, fewer delays, and better use of time and materials; productivity improves; market share increases with better quality and prices. Processes, products, and services should be improved constantly; reducing waste.

Management 40

Management CRM Objective Human Resources 40

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. McKinsey, Bain, or Boston Consulting Group). Set objectives and size. Work on discrete projects.

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

DECEMBER 11, 2018

.” A 10-year McKinsey study on flow found that top executives are up to 500% more productive when they’re in a state of flow. The Modern Organization Sabotages Productivity. How to Foster a Shorter, More Productive Workday. ” Fried agreed, saying that he gets into flow for about half the day.

Outsourcing 15

Outsourcing Stress Productivity Products 15

Harvard Business Review

JUNE 5, 2012

Everyone in the room who is fully satisfied with their IT staff and has no concerns about finding and recruiting new technology talent raise your hand. If you can't find 'em, you better keep 'em and train 'em, say three McKinsey consultants writing in their firm's eponymous quarterly. OK, you way in the back, you can leave.

Development 13

Development McKinsey CFO Competitive Advantage 13

Harvard Business Review

NOVEMBER 30, 2017

Even more striking, new research from the McKinsey Global Institute analyzes firm-level financial results and finds a stark contrast in performance between the biggest U.S. Past work by McKinsey found that inefficiencies in manufacturer-supplier interactions add up to roughly 5% of development, tooling, and product costs in the auto industry.

Supply Chain 8

Supply Chain McKinsey Incentives Bottom-up 8

Harvard Business Review

JANUARY 16, 2013

But some 70% of the extra profit to be made through social technologies has nothing to do with marketing. Examples of enterprise social-technology use are cropping up all the time: TD bank relies on a social network for employee communication, and at Unisys, social communities provide specialized expertise to resolve technical problems.

Media 9

Media McKinsey Supply Chain Telecommunications 9

Harvard Business Review

DECEMBER 16, 2016

Back in 2011, the McKinsey Global Institute published a report on the transformational potential of big data—and it would take a supercomputer to process all of the articles that have appeared since then urging companies to get on board before some digital disruptor renders them obsolete. Insight Center. The Next Analytics Age.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Called "Why US Productivity Can Grow Without Killing Jobs," it takes as a given that this would strike readers as counterintuitive. it's a fallacy to suggest that there's a trade-off between unemployment and productivity." What a conundrum!

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

JANUARY 5, 2018

USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

FEBRUARY 12, 2016

People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. Here are some of the lessons we’ve learned: Centralize your social media team. How technology is changing the way we work. But where and how do you start?

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

MARCH 2, 2011

On the one hand, membership in the top bracket — the lofty heights occupied by the likes of McKinsey & Co. Meanwhile behemoths such as McKinsey and BCG, to maintain their above-industry-average growth rates and keep their global office networks humming, have broadened what they do and moved down the food chain. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

MARCH 21, 2012

It calls on manufacturers to design products that can be disassembled at the end of their product life and recycled at a high level. Through a closed loop system the products are returned and the materials either recycled to make new high value products or put back into the earth through the biosphere.

Strategy 10

Strategy McKinsey Chemicals Armstrong 10

Harvard Business Review

OCTOBER 30, 2014

McKinsey research shows that companies with advanced marketing and sales capabilities tend to grow their revenue two to three times more than the average company within their sector. From the sales side, teams need to be trained to take the insights generated by marketing and act on them. They really know what the customer wants.”.

Marketing 11

Marketing Guidelines B2C Analysis 11

Harvard Business Review

JULY 9, 2018

For example, in Berlin alone, the list includes Axel Springer, Bayer, Lufthansa, McKinsey, Boston Consulting Group, EON, RWE, Deutsche Bahn, Metro and ProSieben — all have established accelerator programs that aim to cultivate an entrepreneurial mindset and disrupt existing business models. Seeing bottom-up initiatives through.

Bottom-up 9

Bottom-up Operations Training Efficiency 9