N2Growth Blog

OCTOBER 25, 2021

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. Step 4: Operations alignment. Step 2: Culture alignment. Step 3: Strategy alignment. And why is that?

CTO 389

CTO Shaw Short-term Agility 389

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

CEO Insider

JUNE 6, 2023

A recent McKinsey article titled “Actions the Best CEO’s are taking in 2023,” showed a renewed focus by CEO’s on performance, citing clear intent to automate work and reduce administrative burden in the hopes of making work easier to do.

Productivity 94

Productivity Products McKinsey Magazine 94

Experience to Lead

JANUARY 29, 2024

CEO School Essential for women seeking guidance and inspiration on their leadership journey to the top. The CEO School podcast, specifically tailored for women’s leadership, is a vibrant platform offering empowerment, strategies, and insights for women in business.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

Eric Jacobson

MARCH 20, 2021

Today, they’re a leader in their new field, but the CEO says they would never have gotten there if they had followed their first instincts. The CEO got out front and immediately apologized for the offense. Another CEO we know makes failure part of the review process, asking executives to describe recent failures.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Eric Jacobson

JANUARY 30, 2021

Today, they’re a leader in their new field, but the CEO says they would never have gotten there if they had followed their first instincts. The CEO got out front and immediately apologized for the offense. Another CEO we know makes failure part of the review process, asking executives to describe recent failures.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

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

N2Growth Blog

OCTOBER 8, 2023

Data compiled by McKinsey shows that nearly half of all leadership transitions fail, and just two years after executive transitions, up to 46% of them “are regarded as failures or disappointments.” If executives are the best of the best, shouldn’t they be able to succeed on their own accord?

Execution 317

Execution Succession How To Process 317

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. Millennials and Gen Z want to know that the businesses they engage with have a social purpose and are behaving in a responsible manner. Transparency.

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

Leading Blog

MARCH 31, 2016

Here are a selection of tweets from March 2016 that you might have missed: Max DePree: North America’s First CEO Design Thinker by Michael Graber @southerngrowth. How technology is creating a new world of work via @McKinsey. How technology is creating a new world of work via @McKinsey. by @JesseLynStoner. by @scedmonds.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

Experience to Lead

JANUARY 25, 2022

This robust leadership blog from INSEAD features incisive pieces on strategy, operations and management. The show features in-depth discussions with CEOs and leadership experts on how they have navigated some of their greatest challenges. The McKinsey Podcast. INSEAD Knowledge. Tanveer Naseer Leadership.

Blog 52

Blog Leadership McKinsey Globalization 52

The Practical Leader

APRIL 5, 2023

The CEO sent me their draft agenda for the session. Hmm…oh, oh… Looking at the typical approach they’ve used before, four common strategic planning problems immediately popped out: The agenda was loaded with about 17 project/operational presentations/reviews and updates. Nap by PowerPoint. Nap by PowerPoint.

Planning 52

Planning Strategic Planning How To Operations 52

CO2

JANUARY 15, 2020

Ever wonder why great CEOs like Steve Jobs, Jack Welch, Eric Schmidt, and Bill Gates hire an executive coach? In fact, 79 percent of the time, it is CEOs themselves who seek out coaching. Why Hire Executive Coach as a CEO? But most CEOs aren’t trained in navigating interpersonal conflicts.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Ever wonder why great CEOs like Steve Jobs, Jack Welch, Eric Schmidt, and Bill Gates hire an executive coach? In fact, 79 percent of the time, it is CEOs themselves who seek out coaching. Why Hire an Executive Coaching as a CEO? But most CEOs aren’t trained in navigating interpersonal conflicts.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

By: Gary Cohen Ever wonder why great CEOs like Steve Jobs, Jack Welch, Eric Schmidt, and Bill Gates hire an executive coach? In fact, 79 percent of the time, it is CEOs themselves who seek out coaching. But most CEOs aren’t trained in navigating interpersonal conflicts. It’s usually not because their boards recommended it.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

The Idolbuster

SEPTEMBER 12, 2012

Harry has the pedigree to back it up: a thirty-year history that includes a stint at McKinsey and management positions at a string of successful companies. As the CEO in two different organizations, Harry was quite cognizant of the values he wished to instill in the organization. But I find myself always learning.”.

CEO 42

CEO McKinsey Follow-up Consultative 42

In the CEO Afterlife

JUNE 10, 2015

As a critical success factor, strategy turned into a lucrative industry for a host of consulting firms such as McKinsey & Company , and the Boston Consulting Group. We used to call this mode of operation, “doing business by the seat of the pants.” In the new economy, culture is the poster child of corporate success.

Strategy 100

Strategy Critical Success Factor McKinsey Retail 100

The Horizons Tracker

OCTOBER 21, 2020

Indeed, a central theme of Lumina Foundation CEO James Merisotis’ latest book, Human Work , is that we often struggle to truly understand what skills we have, and indeed what skills we need to have in order to thrive in the modern labor market. around its introduction.”

Govindarajan 73

Govindarajan Technology Hammer Process 73

Marshall Goldsmith

NOVEMBER 4, 2013

While these advantages are easy to see from the vantage point of the CEO, they can be difficult to execute. Many leaders will be operating more like the managing director of a consulting firm. At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner.

Short-term 107

Short-term Long-term Trends Telecommunications 107

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. Non-profit CEOs. Former CEO, Covestor and CircleLending.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. The values of the organization, (propagated by the founder/CEO) did not reward operational issues, or believe in customer feedback. Chapter 3: The Corporation, The Real American Idol Part 7 – UPDATED 8/10.

Organization 36

Organization McKinsey Organizational Behavior System 36

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. After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world.

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. After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world. Ernst & Young.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

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

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

Eric Jacobson

MAY 25, 2016

Clearly and powerfully define your company's contribution to society -- which must be at the heart of the company's purpose, not a side operation. 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.

Company 50

Company Competitive Advantage Open-book Long-term 50

N2Growth Blog

OCTOBER 12, 2020

Along with two other co-founders, Oliver Kharraz left the posh world of strategy consulting (McKinsey) and set out to solve a problem that had been nagging him—and millions of other patients for decades—the dread and hassle of booking a new doctor appointment. It’s a decision that has resonated with their customers, suppliers, and investors.

McKinsey 221

McKinsey Entrepreneur Technology Learning-by-Doing 221

Harvard Business Review

SEPTEMBER 26, 2011

I'd advise CEOs to start where they can make an immediate difference: change how they communicate to and engage with their investor base. Caterpillar , for example, publishes its dealer sales statistics by region each month, while the Spanish bank Santander puts out a newsletter with key operating results and commentary. In the U.S.,

Long-term 8

Long-term CEO Short-term McKinsey 8

Persuasive Powerhouse

JANUARY 19, 2011

He has been a tank platoon leader, a McKinsey consultant, a senior executive, and now runs thoughtLEADERS – a leadership development and training firm. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. Leave a Reply Click here to cancel reply.

Training 257

Training Blog Greenleaf Maslow 257

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 18, 2018

Recently, the CEO of Deutsche Bank predicted that half of its 97,000 employees could be replaced by robots. Yet the CEO and founder of Fetch Robotics, Melonee Wise, cautions against that way of thinking: “For every robot we put in the world, you have to have someone maintaining it or servicing it or taking care of it.”

Creativity 15

Creativity Strategy Venture Capitalist McKinsey 15

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 23, 2015

McKinsey research suggests that the most effective directors are meeting these challenges by spending twice as many days a year on board activities as other directors do. We recently discussed some of these tensions with board members and executives at Prium, a New York-based forum for CEOs (in which McKinsey participates).

McKinsey 8

McKinsey CEO Participative Automotive 8

Harvard Business Review

SEPTEMBER 1, 2015

As the new CEO of Google, he has been handed the keys to one of the world’s most valuable brands , the top website to open to get to other websites , the most popular operating system for smartphones , and the most desirable employer for engineering or business graduates. Born in Chennai, India, he came to the U.S.

CEO 8

CEO Engineering Advertising Technology 8