Leading Blog

JANUARY 19, 2024

According to McKinsey , the common reasons for failure of transformation programs include a lack of aspiration, lack of a shared vision, lack of engagement, low investment in capability building, and an insufficient structure for the transformation team. This raises some pertinent questions. First, why do these programs fail?

How To 264

How To Agility Diversity Operations 264

Modern Servant Leader

SEPTEMBER 2, 2022

In contrast, Narasimhan began his career with McKinsey & Company, eventually becoming a Director, over 19 years. After McKinsey, Laxman went to Pepsi, where he held multiple roles over a relatively short, 4 years, before joining Reckitt Benckiser (RB) in 2019. .

CEO 130

CEO Leadership Styles McKinsey Short-term 130

Leading Blog

JANUARY 9, 2019

Authors Acha Leke, Mutsa Chironga and Georges Desvaux of McKinsey and Company, take a different view in Africa’s Business Revolution. The authors believe that companies and investors in every part of the world should take a look at Africa and its place in their long-term growth strategy because Africa is a 1.2-billion-person

How To 257

How To Long-term Short-term Business Model 257

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. No longer is it acceptable for CEO’s to focus on short-term gain to line their pockets. In the short term, that is,” he is quoted as saying.

Emotional Intelligence 209

Emotional Intelligence Supply Chain Short-term Leadership 209

Eric Jacobson

JANUARY 26, 2024

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures.

Middle Management 99

Middle Management Development Management McKinsey 99

Lead Change Blog

MARCH 19, 2020

McKinsey & Company’s research suggests that 70 percent of change efforts fall short of their objectives or fail altogether. Outline the consequences of the problem in the immediate as well as the long term. This step assures your superiors that you have a long view of success. Explain the implications.

Due Diligence 211

Due Diligence Cost-Benefit Analysis Proposal How To 211

Leading Blog

FEBRUARY 19, 2020

Considering that most change efforts only succeed 30% of the time, Scott Keller and Bill Schaninger (both McKinsey partners) put forth a change model to increase the odds of success (upwards of 79% of the time) in Beyond Performance 2.0. So, any change effort will be more successful when you focus on both performance and health.

Hamel 280

Hamel Objective McKinsey Learning-by-Doing 280

N2Growth Blog

OCTOBER 8, 2023

What exactly is executive onboarding, and why does it play such a critical role in the long-term success of a new executive placement? 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.”

Execution 340

Execution Succession How To Process 340

QAspire

SEPTEMBER 27, 2021

A lot of companies think of adaptability through short term measures like overhauling organization structure, changing the product strategy, putting new processes in place or bringing new talent. Authors define adaptability as: Adaptability is the ability to learn flexibly and efficiently and to apply that knowledge across situations.

Short-term 91

Short-term Tactics McKinsey Long-term 91

Strategy Driven

NOVEMBER 20, 2023

A McKinsey survey found that 82% of companies don’t believe they recruit highly talented people, and only 7% think they can retain top talent once hired. However, many companies struggle with attracting and retaining such talent. Employee Engagement and Retention Employee engagement is a critical factor in retention.

Operations 120

Operations Loyalty Efficiency Human Capital 120

The Horizons Tracker

MAY 25, 2021

The landscape post-Covid is also assessed in a recent paper from the McKinsey Global Institute, which looks at the labor market implications of the pandemic in the United States, United Kingdom, Germany, France, China, India, Japan, and Spain. ” The post-Covid landscape. ” Accelerating trends. . ” Accelerating trends. .

Skills 124

Skills McKinsey Trends Short-term 124

First Friday Book Synopsis

JUNE 9, 2013

Here is a brief excerpt from an article that appeared a few years ago in The McKinsey Quarterly, published by McKinsey & Company, but one whose key insights remain even more relevant today. The workplace environment may change but human nature doesn’t.

Motivation 75

Motivation McKinsey Short-term Long-term 75

Lead Change Blog

FEBRUARY 23, 2021

During times of crisis, individual purpose acts as a guidepost that can help people face up to uncertainties and navigate them better, and thus mitigate the damaging effects of long-term stress. People who have a strong sense of purpose tend to be more resilient and exhibit better recovery from negative events.

McKinsey 231

McKinsey Crisis Uncertainty Long-term 231

N2Growth Blog

NOVEMBER 15, 2022

Firstly, executive coaching has long been shown to bring ROI to businesses overall, with one study showing that executive coaching produced a 529% ROI and “significant intangible benefits to the business.” This is due to the fact that increasingly, employee values are shifting in the workplace.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

Eric Jacobson

JULY 17, 2023

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures.

Middle Management 65

Middle Management Management McKinsey Talent Management 65

QAspire

FEBRUARY 2, 2014

My experience so far suggests that these time-bound and finite interventions fail over a long run in developing leadership capabilities. I could see a short-term change in people who tried applying those ‘techniques’ but the impact eventually vanished with time and people slipped back into their normal ways of working.

Training 172

Training Development McKinsey Long-term 172

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. Measuring and monitoring EDI can help leaders effectively create the sustainable change that is crucially needed.

Metrics 52

Metrics KPI Diversity Long-term 52

HR Digest

JUNE 16, 2023

Clarifying the organizations moto Any HR that execute the correct purpose of the organization have greater odds of creating long term value generation leading to better financial performance, increased employee engagement, and higher customer trust. times more likely to report organizational outperformance, McKinsey research has shown.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

CO2

NOVEMBER 28, 2011

Joanna Barsh Director at McKinsey & Co. JOANNA BARSH joined McKinsey & Company in 1981 and is a senior partner. Along with her consulting work, she leads the McKinsey Centered Leadership Project, whose goal is to help develop women leaders. To succeed long-term and to accommodate family. along with risks.

McKinsey 84

McKinsey Leadership Workshop Long-term 84

HR Digest

DECEMBER 19, 2023

It is also quite possible that AI’s impact on employment could perhaps be reversed, potentially creating 133 million new job roles to suit the new world of labor, according to an estimate by the World Economic Forum , as reported by McKinsey.

Tools 52

Tools Early Adopters GDP Report 52

HR Digest

DECEMBER 5, 2023

Coined by Texas A&M University Associate Professor Anthony Klotz in a Bloomberg Businessweek article in 2021, the term “ Great Resignation ” sounds rather grand for the consequences we’ve seen globally since then. The Great Resignation—Why Are We Having a Labor Shortage?

Participative 52

Participative Uncertainty Long-term Trends 52

CoachStation

AUGUST 26, 2022

The McKinsey group recently published an excellent resource regarding attrition and the reasons why people leave organisations. 1) Reading the language and results in the McKinsey graphic highlights a few key themes. 2) Five personas: A new way to target the employee value proposition : McKinsey. (3)

Motivation 130

Motivation McKinsey Attrition Influence 130

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

HR Digest

SEPTEMBER 14, 2023

The term “employee relations” can be defined as the connections within the workplace, focusing on both the employer-employee relationship, as well as the relationship between all employees. This not long after UPS narrowly avoided a strike recently, just a week ahead of when workers were set to walk out. What is Employee Relations?

Schein 98

Schein Industry Long-term Automotive 98

CO2

SEPTEMBER 21, 2022

This represents a huge loss for businesses in a world where employee engagement has become a deciding factor in corporate performance and long-term success. We believe that small, consistent actions are more effective at driving the adoption of purpose statements over the long term than big, performative undertakings. .

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

This represents a huge loss for businesses in a world where employee engagement has become a deciding factor in corporate performance and long-term success. We believe that small, consistent actions are more effective at driving the adoption of purpose statements over the long term than big, performative undertakings.

How To 78

How To Long-term Performance Review Mission Statement 78

The Horizons Tracker

AUGUST 1, 2019

The alarming nature of the statistic understandably triggered considerable discussion, with various other bodies, from the OECD to McKinsey producing similar research complete with their own predictions for the future of work. Adapting to change. go over relatively old ground one more time.

Technology 72

Technology Short-term Osborne Long-term 72

HR Digest

NOVEMBER 20, 2020

The big shift in organizational needs and long-term reliance on digital solutions are creating demand for upskilling and reskilling across the globe. Power skills are long-lasting, transferable across a number of work environments and roles, and can developed. Updated skills are the currency for future-proofing your career.

Skills 145

Skills Emotional Intelligence CFO Power 145

HR Digest

OCTOBER 1, 2020

People have been worried about machines taking over jobs and lives for a long time. John Maynard Keynes warned in 1930 “about the new scourge of technological unemployment”, which he termed as “unemployment due to our discovery of means of economizing the use of labor outrunning the pace at which we can find new uses for labor.”

McKinsey 59

McKinsey Class Short-term Human Resources 59

Harvard Business Review

SEPTEMBER 26, 2011

But three years after the financial crisis broke, I remain more convinced than ever that the fundamental cure for restoring economic growth and repairing societal trust in business is to deepen our ability to manage companies for the long term. Taking a long view doesn't mean companies should go radio-silent.

Long-term 8

Long-term CEO Short-term McKinsey 8

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. Companies also need metrics that indicate the short-, medium-, and long-term health of the business, as shown to the right of the financial metrics.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

First Friday Book Synopsis

APRIL 5, 2011

Here are brief excerpts from two articles featured by McKinsey & Company. I suggest you read them in the order in which they appear here, then click where indicated to read each in its entirety. I presume to suggest, further, that you register to receive email updates on other resources that are also available at [.].

Crisis 80

Crisis McKinsey Resources Article 80

First Friday Book Synopsis

AUGUST 6, 2011

Mendonca and featured by McKinzey & Company’s McKinsey Quarterly (November 2007). Here is an excerpt from an interview of Richard Rumelt co-conducted by Dan P. Lovallo and Lenny T.

McKinsey 80

McKinsey Strategic Planning Planning Strategy 80

N2Growth Blog

SEPTEMBER 28, 2020

Prior to joining Microsoft in 2003, Hogan was a partner at McKinsey & Co. Great CHROs have the courage and long-term vision to make tough decisions that align a with company’s core values, even at the cost of short term profitability”. — Professor Jeffrey Pfeffer, Stanford Graduate School of Business.

Human Resources 469

Human Resources Globalization Diversity Resources 469

Harvard Business Review

SEPTEMBER 29, 2011

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. Some large investors already have a long-term view. Take consumer goods giant Unilever.

Long-term 12

Long-term CEO Short-term Asset Management 12

Great Leadership By Dan

AUGUST 6, 2015

Per the 2014 McKinsey research study of 1323 companies involved in organization redesign, less than a quarter of those transformation efforts succeeded. Organizational transformation is the complex endeavor of redesigning the organization which significantly impacts all or most aspects of the business.

Leadership 120

Leadership Stage-Gate Critical Success Factor Objective 120

The Horizons Tracker

JULY 1, 2020

It’s shown what can be possible when the ‘burning platform’ is sufficiently hot, but the digital skills of NHS staff remains an enduring challenge, not least in terms of their data literacy. The Data Literacy Index , published in 2018, rated healthcare as the worst performing sector in terms of data literacy of staff.

Skills 96

Skills Report Technology Long-term 96