Eric Jacobson

MARCH 20, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

HR Digest

NOVEMBER 20, 2020

If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” When I was a technology marketing exec in 2009, I heard the words nurture marketing. Business development. Software and app developers. Marti Konstant .

Skills 145

Skills Emotional Intelligence CFO Power 145

Skip Prichard

AUGUST 2, 2019

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. Technology change is speeding business up and providing an edge for disruptive innovators. How did you develop it? 3: Prioritize.

Disaggregation 81

Disaggregation McKinsey Skills Gordon 81

Harvard Business Review

FEBRUARY 11, 2016

Leaders recognize that lean and agile business strategies require new ways of accessing talent to fill critical gaps — without necessarily bringing on more full-time employees. Studies of the global agile-talent community vary in their estimates of the size of the population. One of the main problems is decision making.

Agility 8

Agility Organization Resources Fixed Costs 8

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. They already report that the domestic supplier base is hollowed out, depriving them of the agility they need to respond quickly to new market opportunities.

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 8

Media McKinsey Supply Chain Telecommunications 8

Harvard Business Review

DECEMBER 24, 2013

McKinsey may have been hired in 2013 by the Vatican, the Bank of England, and the owners of the Rangers and Knicks, but they’re also acting to stave off threats to their business model. Technology offers real hope for Africa’s economic future. Imagine a Future Where Africa Leapfrogs Developed Economies.

Management 17

Management Health Care Middle Management Agility 17

Harvard Business Review

APRIL 18, 2017

The ones that persisted are incredibly well-positioned today, having transformed their business processes and enabled a level of agility that competitors cannot easily mimic. Already, evidence suggests that early AI pilots are unlikely to produce the dramatic results that technology enthusiasts predict. Insight Center. The Age of AI.

Insurance 9

Insurance Video Project Long-term 9

Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” Insight Center. The Future of Operations.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

DECEMBER 14, 2015

At McKinsey, we are conducting our own research into the impact of automation on jobs and organizations and recently published a brief paper previewing some of our findings. These activities can be automated with currently demonstrated technology, completing the analysis more quickly and accurately than the manager ever could.

Osborne 8

Osborne Technology McKinsey Marketing 8

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. Platform Adoption Identify and implement an appropriate technology solution to support the identification, sourcing, and management of independent labor.

Content 8

Content Katz Forrester Budgeting 8

Harvard Business Review

FEBRUARY 15, 2012

We are delighted to announce the winners of the Beyond Bureaucracy Challenge , the second leg of the HBR/McKinsey M-Prize for Management Innovation. It's a big-ticket shift that is already yielding big impact — from employee engagement to increased agility to real performance gains. Story by Michael Cuthrell.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

SEPTEMBER 15, 2011

Challenge , asking how could technology inform and enable management innovation. What these stories and hacks offer are well-developed, highly-detailed, and battle-tested roadmaps for making that assumption a reality. Just two months ago, we announced the Management 2.0 You can read all of those here. But don't take it from me.

Management 11

Management McKinsey Letter Retail 11

Harvard Business Review

JANUARY 31, 2013

First we see major shifts in demand: developing economies such as China and India are morphing from the world's source of low-cost manufacturing capacity to the world's best market opportunities. They will not, it must be noted, alter how the role of manufacturing evolves as economies develop.

Globalization 8

Globalization Supply Chain Pharmaceuticals McKinsey 8

Harvard Business Review

NOVEMBER 9, 2017

market, its executives formulated a strategy of developing so-called clean-diesel vehicles that leveraged the company’s core competence. This, he says, undoubtedly contributed to VW’s ignoring evidence that the claim that the diesel technology could comply with environmental regulations was too good to be true.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Baseline financial skills are still essential, but international experience, industry knowledge, investor relations acumen, technology expertise, and strategic prowess are now just as much part of the package.

CFO 9

CFO Charan Intangible Assets Human Resources 9

Harvard Business Review

JUNE 2, 2017

These are just some of the many ways technology is transforming the demand and supply of resources. In this new commodity landscape, incumbents and attackers will race to develop viable business models, and not everyone will win. Technology is enabling people to use energy more efficiently in their homes, offices, and factories.

Technology 8

Technology Resources Industry Energy 8

Strategy Driven

OCTOBER 25, 2019

It’s the essence of agility. Why Agility is Important for Your Business. Agility is defined by McKinsey & Company as “… the ability of an organization to renew itself, adapt, change quickly, and thrive in an environment characterized by rapid change, ambiguity, and turbulence.”

Agility 50

Agility Process Management McKinsey 50

Harvard Business Review

FEBRUARY 5, 2018

More recently, however, companies have widened their aperture, recognizing that success with AI and analytics requires not just data scientists but entire cross-functional, agile teams that include data engineers, data architects, data-visualization experts, and—perhaps most important—translators. Why are translators so important?

Supply Chain 8

Supply Chain McKinsey Engineering Agility 8

Harvard Business Review

SEPTEMBER 20, 2011

Challenge (the first of three legs of the HBR/McKinsey M-Prize for Management Innovation) here last week. Here are just three lessons from our management innovators about leveraging social technologies to create truly social organizations: Trust your people with the future of the company. We announced the winners of the Management 2.0

Management 8

Management How To Innovation Bureaucracy 8

Harvard Business Review

JUNE 16, 2011

One of the driving principles of the Harvard Business Review/McKinsey M-Prize for Management Innovation is that everyone wins when everyone shares. That's what a team of management innovators did in an earlier M-Prize-winning hack, Late Night Pizza: Extending Hackathons Beyond Technology.

Management 12

Management Short-term How To Strategic Planning 12