Six Disciplines

FEBRUARY 16, 2011

According to the McKinsey article " Brilliant Strategy, But Can You Execute? ", there were two basic kinds of strategies: transformational and operational. BOTTOMLINE: Companies should think about strategy in terms of what is possible for them - where their core competencies lie.

Operations 98

Operations Strategy Core Competence McKinsey 98

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. Core competency: What do we do well that helps us meet our stakeholders’ needs?

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. Used to set priorities around core competencies. Tangible and measurable.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

MAY 6, 2011

Mapping knowledge assets according to how structured and how diffused they are is the basis for developing a powerful knowledge-directed strategy based on strategic combinations among the quadrants we introduced in our last post : Bottom left: In this quadrant lie the company's core competencies.

Tacit Knowledge 14

Tacit Knowledge McKinsey Core Competence Document 14

Harvard Business Review

OCTOBER 17, 2012

In one recent McKinsey study, only 24% of respondents felt that their company wouldn't benefit from a more robust pipeline of new ideas. To that end, we're launching the HBR/McKinsey M-Prize: Innovating Innovation Challenge. Want some hard evidence? The innovation process is in need of some innovation itself.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. To do this, Goldman used its competencies in understanding markets, convening needed expertise and business networks. Talk about "results" without measuring them.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

MAY 11, 2016

By ignoring the distribution, that statistic masks a more important trend: As the McKinsey Global Institute has documented , variance in corporate earnings has increased substantially as well. As McKinsey’s researchers write in their report : The most digitized sectors in the U.S. Others will try and fail.

McKinsey 8

McKinsey Document Engineering Outsourcing 8