Experience to Lead

JANUARY 29, 2024

To help you find the best resources amidst the endless maze of information, here are our top podcasts focusing on leadership strategy and development. Whether you’re an experienced leader or an aspiring one, there’s always room for growth and development by embracing more innovative management styles.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

N2Growth Blog

SEPTEMBER 28, 2020

Take stock of the progressive development plans and programs they’ve made available to the workforce. Find HR’s hand (in a good way) in everything as an enabler and contributor to operations flowing all the way through to customer/client satisfaction. General and specific observations of the culture they’ve had a hand in shaping.

Human Resources 469

Human Resources Globalization Diversity Resources 469

The Horizons Tracker

JULY 1, 2020

Yet, in the space of a month, telehealth has grown to the point that 90% of primary care appointments were being delivered virtually, with apps being developed to provide remote monitoring of people as they monitor and manage their symptoms of the virus. ” Developing the skills. ” Developing the skills.

Skills 87

Skills Report Technology Long-term 87

The Center For Leadership Studies

NOVEMBER 23, 2020

Fortunately, the surgeon operated before the worst could happen and my husband recovered completely. Emotional Intelligence (EI) competencies comprise a skill set they must not only have at moderate to high levels but keep in balance, as well. Several years ago, when we were newlyweds, my husband was diagnosed with the flu.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

HR Digest

OCTOBER 22, 2018

But more CEOs rarely understand the true position of their CHROs, let alone giving them the necessary backup to operate in the required capacity. Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. This breeds dissatisfaction of CHRO roles and HR functions in general.

CEO 63

CEO CFO Human Resources McKinsey 63

CO2

JANUARY 15, 2020

According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. It takes considerable effort to recognize when someone is operating from a different mental model than yours.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. It takes considerable effort to recognize when someone is operating from a different mental model than yours.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Why CEOs want executive coaching According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. All these reasons have to do with people. Coaching clearly pays dividends.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

Chartered Management Institute

DECEMBER 2, 2013

They can sound geeky, but they are developments that every manager needs to understand. At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. At least some of that investment should go on training for data-related skills.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Marshall Goldsmith

NOVEMBER 4, 2013

” Their ideal leader is a person who develops “win-win” relationships and is sensitive to their needs for personal growth and development. Leaders will need to develop skills in negotiation and “win-win” relationships. In return, they feel a responsibility to deliver value back.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Persuasive Powerhouse

JANUARY 19, 2011

Have you given them all the training, skills, and capabilities they will need to succeed in that role? He has been a tank platoon leader, a McKinsey consultant, a senior executive, and now runs thoughtLEADERS – a leadership development and training firm. Develop yourself – and if you can, develop others.

Training 257

Training Blog Greenleaf Maslow 257

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

The Horizons Tracker

OCTOBER 30, 2019

Consulting giant McKinsey recently argued that the talk about Asian economic hegemony has been largely underestimated. The single market was created at a time when most trade was in goods, and reform has not matched the shift towards a service-based economy in much of the developed world. Digital dominance.

Marketing 40

Marketing McKinsey Innovation GDP 40

Strategy Driven

JULY 13, 2011

Filled with in-depth insights from experts at McKinsey & Company, this reliable resource takes a much more qualitative approach to what the authors consider a lost art. Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

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. But your organization’s future success depends on identifying and developing the next generation of its leaders. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Marshall Goldsmith

MAY 19, 2013

Next, if the person was skilled and/or lucky, more promotions followed until he or she eventually became an executive who could tell lots of people what to do. Many organizations have historically operated on the “there is one best way” school of management. Future leadership development will not be like getting in shape.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Harvard Business Review

JUNE 10, 2016

Amelia, the “cognitive agent” developed by IPsoft, can parse natural language to understand customers’ questions, handling up to 27,000 conversations simultaneously and in multiple languages. And because “she” is connected to all the relevant systems, Amelia delivers results faster than a human operator.

Development 8

Development Technology Competitive Advantage Learning-by-Doing 8

Harvard Business Review

JULY 9, 2018

But it’s particularly difficult for large, traditional firms , especially those which operate in consolidated, non-growth industries (think pulp and paper, steel, airlines) and which are often located away from the metropolitan areas where data scientists live. Leveraging digital skills across the organization.

Bottom-up 9

Bottom-up Operations Training Efficiency 9

Harvard Business Review

JANUARY 18, 2018

McKinsey has been studying what kind of work is most adaptable to automation. Economist James Bessen notes , “The problem is people are losing jobs and we’re not doing a good job of getting them the skills and knowledge they need to work for the new jobs.” Humans Are Strategic; Machines Are Tactical.

Creativity 15

Creativity Strategy Venture Capitalist McKinsey 15

Harvard Business Review

APRIL 16, 2015

There are just two ways to increase ROIC: improve operating profit (by increasing revenues or cutting costs) or invest capital more wisely. This, of course, raises an obvious question: Why are so few CEOs skilled at capital allocation? The bottom line?

CEO 8

CEO ROIC Cost of Capital Merton 8

Harvard Business Review

MARCH 28, 2017

With unemployment rates in most developed nations at the lowest levels since the Great Recession, and with new skill sets required to keep pace with head-spinning technological advances, it’s no surprise the talent acquisition environment is incredibly competitive. How to Develop Leaders Who Can Drive Strategic Change.

Content 8

Content Survey Talent Management McKinsey 8

Harvard Business Review

NOVEMBER 30, 2017

Even more striking, new research from the McKinsey Global Institute analyzes firm-level financial results and finds a stark contrast in performance between the biggest U.S. Past work by McKinsey found that inefficiencies in manufacturer-supplier interactions add up to roughly 5% of development, tooling, and product costs in the auto industry.

Supply Chain 8

Supply Chain McKinsey Incentives Bottom-up 8

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. And a pool of independent and highly skilled workers who can fill those needs is growing. For instance, 40 percent of U.S.

Content 9

Content Katz Forrester Budgeting 9

Harvard Business Review

OCTOBER 17, 2012

Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it's the competitive advantage. In one recent McKinsey study, only 24% of respondents felt that their company wouldn't benefit from a more robust pipeline of new ideas. Innovation is the only insurance against irrelevance.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

Harvard Business Review

JULY 3, 2018

Chamber of Commerce supports companies in developing circular economies (CEs), and China — like Europe — has developed policies and legislation around CEs. Since JLG had little control over when refurbishable equipment would be returned, it saw little reason to build a refurbishing facility that could operate at scale.

Policies 8

Policies Asset Management Cost Productivity 8

Harvard Business Review

AUGUST 29, 2017

According to a recent McKinsey Global Institute report , the number of people in the global labor force will reach 3.5 billion by 2030 — and yet there will still be a shortage of skilled workers. What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms.

Succession 15

Succession Globalization Tacit Knowledge GDP 15

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

JANUARY 12, 2018

Marketing and sales, manufacturing, recruiting (including people assessment), customer service, and support are all fields that can benefit from artificial intelligence according to McKinsey’s recent research. Companies are both operators and investors. In fact, it is doubling every 14 months and it will reach 10.5 ZB by 2020.

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

DECEMBER 20, 2011

Running a country calls for a sophisticated array of leadership skills — from shaping strategy to building a team to managing day-to-day operations. For example, McKinsey alumni Lou Gerstner and Jeff Skillings both went on to lead large corporations.

Consultative 15

Consultative Management Welch Objective 15

Harvard Business Review

DECEMBER 4, 2013

We don’t declare victory when a great model or application is developed – only when it’s being used to improve business performance and create new value. A May 2011 McKinsey Global Institute study on big data analytics predicted a coming shortfall of around 150,000 people with deep analytical skills – and a shortfall of 1.5

How To 8

How To Competitive Intelligence Information Technology McKinsey 8

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? This transformation took time to play out and involved both displacements of incumbents operating in outdated modes and the emergence of new “feeder” roles for those aspiring to the C-suite.

CFO 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

SEPTEMBER 4, 2014

I earned my MBA from Stanford’s Graduate School of Business in 2000, and since 2007 I’ve been an Instructor and an internal coach back at the GSB, helping hundreds of students develop their leadership and interpersonal skills. Practical leadership and management skills. Here’s how I respond to those inquiries.

Supply Chain 19

Supply Chain Reputation Education Learning-by-Doing 19

Harvard Business Review

JUNE 24, 2014

In the late 1990s, Steven Hankin of McKinsey provoked a lot of discussion when he coined the phrase “the war for talent.” Skill levels vary widely. Our leadership-development centers in Shanghai and Bengaluru (or Bangalore) are therefore very important for us to show our commitment to our talent. Our leaders take this seriously.

Long-term 8

Long-term Globalization McKinsey Education 8

Harvard Business Review

FEBRUARY 16, 2012

. — along with just about every other country — is suffering from a talent mismatch: employers cannot find individuals with the skills and capabilities they need, where and when they need them. There is no mechanism that reliably signals which skills employers need so that individuals and schools can develop those skills.

Marketing 12

Marketing Restructuring McKinsey Education 12

Harvard Business Review

NOVEMBER 23, 2012

Just a few weeks ago Harvard Business Review and McKinsey & Co. The concept of portfolio management is not new, but only a small handful of companies have developed sophisticated yet usable systems to manage their innovation portfolio. Recent research supports the belief that innovation is a skill that can be mastered and managed.

Case Study 8

Case Study Uncertainty McKinsey Innovation 8

Harvard Business Review

NOVEMBER 26, 2013

But Chinese employees have learned that the management skills and systems in multinationals in China come in many flavors, from the exceptional to the abysmal. The days when Goldman Sachs and McKinsey threw piles of money at overseas-educated returnees are long gone. Today, the “I will do my best” attitude still prevails.

Globalization 8

Globalization Operations McKinsey Mentor 8