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The Difference Between Transformational and Operational Strategies

Six Disciplines

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.

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Corporate Purpose: Monumental Change Starts With Your Leadership

CO2

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. Core competency: What do we do well that helps us meet our stakeholders’ needs? Millennials and Generation Z, who together make up nearly half of the full-time workforce in the U.S.

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Corporate Purpose: Monumental Change Starts With Your Leadership

CO2

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. Used to set priorities around core competencies. Core competency: What do we do well that helps us meet our stakeholders’ needs? Tangible and measurable.

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Have You Trained Your Replacement?

Persuasive Powerhouse

He has been a tank platoon leader, a McKinsey consultant, a senior executive, and now runs thoughtLEADERS – a leadership development and training firm. Make it a New Year’s Resolution to identify and groom your replacement. Your team will thank you for doing so after you leave.

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Stop Obsessing Over Intellectual Property Rights

Harvard Business Review

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.

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Help Us Innovate the Innovation Process

Harvard Business Review

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.

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Three Cases of Better Corporate Philanthropy

Harvard Business Review

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. Back pet charities, not those with a strong track record. Talk about "results" without measuring them. Sadly, this low-impact approach to corporate philanthropy is too common.