Eric Jacobson

MARCH 14, 2022

Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities. The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors.

CEO 94

CEO Banking Learning-by-Doing McKinsey 94

Eric Jacobson

JUNE 23, 2022

Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities. The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors.

CEO 83

CEO Banking Learning-by-Doing McKinsey 83

Lead on Purpose

DECEMBER 27, 2013

In a recent interview with McKinsey & Company , Bill George —Harvard Business School professor and former Medtronic CEO—said the following: “ Anyone who’s willing to postpone the long-term strategies to make the short-term numbers is in route to going out of business. ”.

Long-term 220

Long-term Short-term McKinsey CEO 220

Eric Jacobson

JANUARY 18, 2023

Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities. The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities. The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Coaching Tip

MAY 7, 2012

Business and government leaders have been talking for decades about advancing more women to top leadership and professional roles. When McKinsey & Co. asked senior executives at 60 big companies recently why they are trying to advance women, "they laughed at us," says Dominic Barton, McKinsey's global managing director.

McKinsey 112

McKinsey Leadership Career Diversity 112

Great Leadership By Dan

DECEMBER 6, 2011

I like to look below the hood of these rankings, to see if there's anything new to learn when it comes to leadership development. The companies that excel in leadership development do it better than the rest because they believe in it and take it seriously. McKinsey and Company. McKinsey and Company. General Mills, Inc.

Globalization 229

Globalization Company McKinsey Leadership Development 229

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. “We Interview At CMI, we’re hugely privileged to have contributed to many people’s management and leadership journeys.

Metrics 52

Metrics KPI Diversity Long-term 52

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. Most of these teams struggle to innovate, often delivering incremental improvements at best.

Innovation 227

Innovation Team How To Uncertainty 227

HR Digest

JANUARY 6, 2024

The JPMorgan Chase & Co Chairman and CEO explained his perspective on the vast applications of AI, emphasizing his openness to the possibility that AI might even replace the need a for human labor force. “ McKinsey ’s research into AI and its predictions about the future of work has a lot of useful insight to offer. trillion to $5.8

Hedge 52

Hedge McKinsey Technology Learning-by-Doing 52

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 founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Too often, the focus turns to profit.

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 founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Too often, the focus turns to profit.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Marshall Goldsmith

FEBRUARY 8, 2018

Jim Kim (President of the World Bank), Peter Drucker (founder of modern management), Paul Hersey (noted author, teacher, and personal mentor of mine), and Warren Bennis (one of the world’s greatest leadership thinkers of his time). Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

CO2

AUGUST 8, 2013

Sometimes they’re just starting out, and others haven’t discovered their brilliance; other times, they’re poor marketers or simply not very good at their profession. Plus, my clients are very busy, highly successful executives or CEOs, and they would not like it if I said, “Let’s meet in three weeks.”

McKinsey 110

McKinsey Skills Executive Coaching Reputation 110

Harvard Business Review

OCTOBER 24, 2018

We also explored several decades of research on that subject published in HBR; and we reflected on our own experience in the area of leadership development. Take the case of Dominic Barton, who served as the Global Managing Director of McKinsey & Company from 2009-2018. These are not mysterious and certainly aren’t new.

Skills 15

Skills McKinsey COO Handbook 15

First Friday Book Synopsis

OCTOBER 28, 2012

Here are some recent posts that may be of interest: REVIEWS The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success William N. Thorndike, Jr.

Blog 85

Blog Review CEO Influence 85

Harvard Business Review

NOVEMBER 30, 2016

If CEOs and other leaders want to tap into these benefits, it helps to know the facts and to be skilled at selling the idea of gender balance to colleagues who may be less convinced. As a CEO, do you personally understand why it’s such an important issue — for your workforce and for your customers? The 21st-Century CEO.

CEO 8

CEO Company Bottom-up Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 26, 2011

Volatility has returned to global markets, and consumer and business confidence is once again slipping. I'd advise CEOs to start where they can make an immediate difference: change how they communicate to and engage with their investor base. Here again, CEOs can and should manage that process actively.

Long-term 8

Long-term CEO Short-term McKinsey 8

Leading Blog

NOVEMBER 3, 2023

There’s no single CEO-like entity and no hierarchy for single accountability. A study by McKinsey specific to the business-to-business (B2B) area suggests that businesses that optimize QTC for end-to-end accountability significantly outperform peers that don’t. logistics, and finance. finance, I.T.,

Industry 269

Industry Stage-Gate Organization Company 269

Harvard Business Review

SEPTEMBER 29, 2011

This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. Not long ago, the chief executive of a global telecommunications firm shared with me his frustration that "even in a meeting with the CEO, most institutional investors seek only granular data points to plug into their models.

Long-term 12

Long-term CEO Short-term Asset Management 12

Harvard Business Review

JANUARY 22, 2015

Despite studies showing that succession is an essential part of strategic planning, many companies ignore leadership development to focus on more immediate challenges. Establish a set of clear and defined leadership competencies , so HR and other stakeholders know whom to fast track for leadership. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Harvard Business Review

JUNE 29, 2016

The impact of “social entrepreneurs” — individuals who deploy innovation and market forces to fill social needs — is growing. The research, conducted with analytical support from McKinsey and funding from Omidyar Network, included interviews with 37 investors and 10 social enterprise leaders.

Entrepreneur 15

Entrepreneur Glocalization Survey McKinsey 15

Harvard Business Review

MAY 22, 2012

A new McKinsey study (PDF) reports statistically what we already knew from personal experience: that mid-career and senior women tend to be found disproportionally in staff jobs, or "pink ghettos," relative to men. according to the same McKinsey report). They put in mentoring programs, and women's networks and leadership courses.

McKinsey 12

McKinsey Mentor Diversity Report 12

Harvard Business Review

JULY 4, 2012

Hiring and grooming local talent in key markets makes plenty of sense, but as IESE Business School professor Pankaj Ghemawat explains in McKinsey Quarterly, firms that rely so heavily on localization that they no longer groom expatriates are being shortsighted. Why CEO Loneliness Is Bad for Business (Fortune).

Wireless 11

Wireless How To McKinsey Globalization 11

Strategy Driven

DECEMBER 8, 2010

Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners. Whether you’re a man or a woman, it’s time to start embracing your feminine side (and yes, many women have squelched their natural leadership style for far too long).

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Harvard Business Review

JULY 17, 2017

Eastman Kodak is the textbook case for failing to prioritize an innovation agenda; business schools around the world study the ramifications of the company’s ill-fated decision to ignore the digital photography market until it was too late. CEOs will need to shift their mindset now if they want to avoid their own “Kodak moment.”

Industry 12

Industry Short-term Planning Long-term 12

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.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

FEBRUARY 7, 2013

Manu Chandaria, CEO of Comcrat, the multibillion-dollar Kenyan steel, plastics, and aluminum company, is a longtime observer of the African business landscape. But when asked about his greatest leadership challenge, Chandaria turns personal. “I Conjuring Up the Perfect Team (McKinsey Quarterly). WHAT MAKES TEAMS TICK.

McKinsey 8

McKinsey Retail Politics Sports 8

Harvard Business Review

OCTOBER 31, 2014

Human-capital issues are top-of-mind for CEOs around the world — but their regard for the HR function remains perilously low: In a PwC study , only 34% said that HR is well prepared to capitalize on transformational trends (compared with 56% for finance). Sadly, chief executives aren’t the only ones with this negative perception.

Human Capital 14

Human Capital Charan Human Resources Cost 14

Harvard Business Review

FEBRUARY 12, 2016

In 1933, General Motors President and CEO Alfred Sloan established the automobile industry’s first full-time consumer research department under the direction of Henry “Buck” Weaver, a pioneer in market-based decision making. As with any new endeavor, we have been learning as we go. Sponsored by Accenture.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

SEPTEMBER 28, 2012

Then–Google CEO Eric Schmidt was appalled : "Sergey, among your many ideas, this is the worst." (The That's as true for a Walmart or a JCPenney as it is for a McKinsey & Co. Ignore Costly Market Data and Rely on Google Instead? The legal and regulatory entanglements were apparently deemed too daunting to confront.)

Hedge 15

Hedge Core Competence CFO ROI 15

Harvard Business Review

JANUARY 27, 2017

Charismatic CEOs enjoy leading and inspiring people, so they don’t like delegating critical business decisions to smart algorithms. CEOs need to clarify when talented humans must defer to algorithmic judgment. But the CEO wouldn’t — or couldn’t — pull the autonomy trigger. That’s hard.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

FEBRUARY 25, 2016

According to Forbes, 58% of startups successfully figure out a clear market need for what they have. They have huge advantages in procurement, distribution, and manufacturing, as well as sales and marketing advantages. A McKinsey global survey notes that CEOs spend about 17% of their time with customers. Insight Center.

Company 8

Company Brand Venture Funding Incubator 8

Harvard Business Review

DECEMBER 19, 2017

Technological innovations have radically transformed the business landscape in many ways over the last two centuries, from the introduction of steam power to the market conquest of radial-ply tires. Research by McKinsey & Company and the McKinsey Global Institute shows that digitization is having the same radical impact.

Succession 8

Succession Industry McKinsey Business Model 8

leaderCommunicator

SEPTEMBER 12, 2013

Social media center of excellence leadership skills ; including cross-functional team coordination, policy development and management, and governance, among others. 28% of CEOs say social business is vital to their organizations. – IBM 2012 CEO study. McKinsey 2012, Digital and Executive challenges. Let’s be honest.

Wilde 165

Wilde Media White Paper McKinsey 165

Harvard Business Review

AUGUST 26, 2013

I spent much of the last year writing a book on how CEOs in Africa think about their continental ambitions. Many (really almost all ) of the African CEOs I met with have an enormous appreciation for the US, far outstripping trade and investment flows between the US and Africa. Opportunity. We can sit today with government and.

Brand 9

Brand Entrepreneur Media Globalization 9

Harvard Business Review

JULY 29, 2014

Break up a strategic function in response to underperformance in the wake of severe market disruptions? Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? A recent survey of CEOs reveals that HR is overwhelmingly viewed as the least agile function.

CFO 11

CFO Charan Intangible Assets Human Resources 11