N2Growth Blog

NOVEMBER 15, 2022

One Stanford study revealed that while two-thirds of CEOs say they don’t receive any leadership advice, almost 100% of them want it and welcome executive coaching. But a study by McKinsey revealed that in today’s business landscape, employees also want to feel valued by their organization. CEOs & Entrepreneurs.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

Eric Jacobson

NOVEMBER 3, 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 104

CEO Banking Learning-by-Doing McKinsey 104

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

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 93

CEO Banking Learning-by-Doing McKinsey 93

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 85

CEO Banking Learning-by-Doing McKinsey 85

Lead Change Blog

NOVEMBER 22, 2019

A number of recent surveys from McKinsey research have identified three traits that are becoming leadership imperatives to respond to this growing demand for social accountability. Rather, business leaders need to take a longer term approach, which means no longer being driven by the 90-day reporting cycles of the world’s stock markets.

Emotional Intelligence 209

Emotional Intelligence Supply Chain Short-term Leadership 209

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

First Friday Book Synopsis

OCTOBER 14, 2013

Here is an excerpt from an article co-authored by Richard Dobbs, Jaana Remes, Sven Smit, James Manyika, Jonathan Woetzel, and Yaw Agyenim-Boateng, featured online by McKinsey & Company. Emerging markets are changing where and how the world does business.

Globalization 75

Globalization McKinsey CEO Blog 75

The Horizons Tracker

OCTOBER 30, 2019

Consulting giant McKinsey recently argued that the talk about Asian economic hegemony has been largely underestimated. regulators) together to create the digital world that respects European values, ” Willem Jonker, CEO of EU accelerator EIT Digital said at their recent annual conference in Brussels. Digital dominance.

Marketing 40

Marketing McKinsey Innovation GDP 40

First Friday Book Synopsis

MAY 6, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Customer CEO: How to Profit from the Power of Your Customers Chuck Wall The Referral Engine: Teaching Your Business to Market Itself John Jantsch Disney U : How Disney University Develops the World’s Most Engaged, Loyal, [.].

Kleiner 80

Kleiner Schein Blog McKinsey 80

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

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 Managers need to know what works, and what does not.

Metrics 52

Metrics KPI Diversity Long-term 52

Great Leadership By Dan

DECEMBER 6, 2011

I've always said if there was only ONE wish I could have when it came to leadership development it would be a CEO that was 100% committed to it. and import their leadership development programs, now they are creating their own, in order to reflect their own cultural and market nuances. McKinsey and Company. McKinsey and Company.

Globalization 229

Globalization Company McKinsey Leadership Development 229

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

Coaching Tip

MAY 7, 2012

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. The McKinsey study shows women in general opt at far higher rates than men for staff jobs, sometimes labeled "the pink ghetto."

McKinsey 112

McKinsey Leadership Career Diversity 112

CEO Blog

MAY 30, 2012

The book comes at an important time for large corporations that are facing a challenging global market - how to grow sales. The book is written by three McKinsey and Company partners so the analysis is clean and full of good data but dry. It's about two sales people for a shoe company sent to an emerging market for research.

McKinsey 133

McKinsey Marketing Travel Strategy 133

Marshall Goldsmith

FEBRUARY 8, 2018

Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation. Alan Mulally – Former CEO, Ford and Boeing Commercial Aircraft. CEO Magazine – CEO of the Year. Tammy Erickson – McKinsey award-winning author. Deepa Prahalad – Focused on design and emerging markets.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

MAY 31, 2018

The pressure put on CEOs to deliver quarterly results is greater than ever before. Many CEOs argue that they have no choice but to cave to the demands of activists and others on Wall Street to boost profits quarter after quarter. The McKinsey Global Institute examined the performance of 615 large- and mid-cap U.S.

CEO 8

CEO Short-term Long-term McKinsey 8

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

APRIL 16, 2015

” A quarter century later, not much seems to have changed: fewer than five out of the 100 CEOs on HBR’s 2014 list of best-performing CEOs even mention “return on capital” on their official biography — and none of those five lead companies listed in the Dow Jones Industrial Average (DJIA) or in the EuroStoxx50.

CEO 8

CEO ROIC Cost of Capital Merton 8

Harvard Business Review

OCTOBER 24, 2018

Take the case of Dominic Barton, who served as the Global Managing Director of McKinsey & Company from 2009-2018. When I later became head of McKinsey Asia, he helped me see that I had to hire a solid COO to work with me—which substantially increased my leadership effectiveness in that bigger role.”

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

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

Harvard Business Review

FEBRUARY 16, 2017

McKinsey has a new study out on an important topic — the question of whether corporations systematically take too short a view and do not invest enough for the long term. If they do, as many CEOs believe, this is a serious indictment of current corporate governance arrangements and has important policy implications.

McKinsey 9

McKinsey Short-term Long-term Comparison 9

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 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

MAY 9, 2012

1) Believe in your power to make markets efficient — but abandon the efficient market dogma. The global financial markets are an extraordinary information processing engine. Assuming the market is perfectly efficient, it appears, merely damns it to inefficiency. There can be no contradiction, or so the theory goes.

Marketing 11

Marketing Power Short-term Long-term 11

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

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. It’s more likely that they set out to meet an unmet need in the market. Millennials and Generation Z, who together make up nearly half of the full-time workforce in the U.S.

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. It’s more likely that they set out to meet an unmet need in the market. Millennials and Generation Z, who together make up nearly half of the full-time workforce in the U.S.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

MARCH 24, 2011

What makes the matter fascinating to industry watchers, approximately their equivalent of the Charlie Sheen supernova, is that Gupta served three terms as managing director of McKinsey & Co., There has been no suggestion that Gupta betrayed any client confidences in his McKinsey days. from 1994 to 2003. These are not criminal charges.

McKinsey 14

McKinsey Consultative Waterman Intellectual Capital 14

Harvard Business Review

NOVEMBER 20, 2013

Though both statements may sound extreme, they are the clear implication of new McKinsey research on how companies create value and allocate resources. The rest of the companies, more than 2,400, simply do not have a strategy that effectively outperforms the market. How confident are you that you can ‘beat the market’?

Strategy 8

Strategy McKinsey Strategic Planning Cost of Capital 8

Harvard Business Review

MARCH 2, 2011

Some tentative conclusions: There is not much of a market for stand-alone strategy studies any more. On the one hand, membership in the top bracket — the lofty heights occupied by the likes of McKinsey & Co. Or, sometimes related, they have a new CEO with a mandate to shake things up and make her mark. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

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

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

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). key start-ups, turnarounds, and line roles in key business units or markets)?"

McKinsey 12

McKinsey Mentor Diversity Report 12