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How to Ensure Your Organization’s Digital Transformation Succeeds

Leading Blog

To illustrate the potential impacts, in 2007, Nokia had a little over half the mobile phone market with an operating profit of about $7.8 Subsequently, its market share plummeted by 90 percent. Nokia just couldn’t keep up. Its phones were quickly viewed as antiquated and difficult to work with for developers.

How To 264
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How Local Business Can Succeed with Digital Marketing in a Post-Pandemic World

CEO Insider

Local businesses have lagged behind their larger brethren in moving to digital marketing, but digital became a lifeline during the pandemic when many traditional forms of marketing were no longer available. The post How Local Business Can Succeed with Digital Marketing in a Post-Pandemic World appeared first on CEOWORLD magazine.

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Speak Your Truth So That Others Can Hear It

Leading Blog

Prior to founding Co-Creation Partners, he was a consultant with McKinsey and Company, most recently as a leader in their Organization Practice in North America. Before McKinsey, he worked in marketing for Pepsi Cola International and Procter & Gamble in Europe, the Middle East, and India.

McKinsey 390
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What a treat! The “Five Best” of The McKinsey Quarterly’s articles published in 2011

First Friday Book Synopsis

For more than half a century, The McKinsey Quarterly has shaped and informed the top management agenda. We’re all marketers now Engaging customers today requires commitment from the entire company—and a redefined marketing organization.more Global cities of the future An interactive [.].

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7 Ways to Manage a Talent Shortage

Analysts from Goldman Sachs to McKinsey are predicting a robust post-pandemic recovery. But it also means your business needs to hire and retain talented people in a highly competitive market. This is great news. Nearly half of the 22 million jobs lost during the early months of the pandemic have been recovered.

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Reskilling the Future of Work

HR Digest

In a recent McKinsey Global Survey on the future of workforce needs, nearly nine in ten executives and managers say their organizations either face skills gap already or expect gaps to develop within the next five years. Organizations are now facing a learning curve as managers scramble to lead their teams virtually.

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Leadership Labyrinth

CO2

Navigating this labyrinth requires more than traditional management skills; it demands a deep understanding of oneself and the ability to inspire and lead others effectively. As markets evolve and new challenges emerge, the ability to adapt and innovate becomes crucial.