The Horizons Tracker

MAY 25, 2021

The authors highlight that low-skilled workers not only operate in roles that are more vulnerable to automation, but they’re also less likely to have the skills to make transferring to any new jobs that emerge particularly easy. “Without proper action, automation could cause further deep distress, ” they say.

Skills 95

Skills McKinsey Trends Short-term 95

HR Digest

NOVEMBER 20, 2020

Power Skills and Hard Skills Defined. Power skills , frequently referred to as soft skills or people skills involve common sense and the ability to navigate interpersonal relationships. Power skills are long-lasting, transferable across a number of work environments and roles, and can developed.

Skills 145

Skills Emotional Intelligence CFO Power 145

Experience to Lead

JANUARY 29, 2024

Each episode explores the powerful intersection of heart-led leadership and business success, featuring interviews with a range of great leaders, business owners, and psychologists. The podcast is available on major platforms including Spotify and Apple Podcasts, as well as on the McKinsey Insights app.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

The Horizons Tracker

JANUARY 19, 2022

Indeed, as Martin Weitzman argued in a celebrated paper from 1998, recombination is not only the bedrock of knowledge production, but takes its cue from the kind of work Gregor Mendel famously did when he mixed and matched peas to uncover the power of genetics. They are societies with countless thousands of entrepreneurs.”.

Diversity 121

Diversity Entrepreneur Innovation Gordon 121

Experience to Lead

JANUARY 25, 2022

Both blogs offer powerful stories and resources relevant to today’s leaders and organizations. This robust leadership blog from INSEAD features incisive pieces on strategy, operations and management. The McKinsey Podcast. Great for business and management insights from leading experts at McKinsey. INSEAD Knowledge.

Blog 52

Blog Leadership McKinsey Globalization 52

Eric Jacobson

NOVEMBER 3, 2022

When Piyush Gupta recounted how he turned around the Singapore bank DBS, now the largest in southeast Asia, with an audacious vision of becoming the Alibaba of the banking sector – a technology company that delivers financial services, not vice versa – it was very powerful.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

Eric Jacobson

MARCH 14, 2022

When Piyush Gupta recounted how he turned around the Singapore bank DBS, now the largest in southeast Asia, with an audacious vision of becoming the Alibaba of the banking sector – a technology company that delivers financial services, not vice versa – it was very powerful.

CEO 93

CEO Banking Learning-by-Doing McKinsey 93

Eric Jacobson

JUNE 23, 2022

When Piyush Gupta recounted how he turned around the Singapore bank DBS, now the largest in southeast Asia, with an audacious vision of becoming the Alibaba of the banking sector – a technology company that delivers financial services, not vice versa – it was very powerful.

CEO 85

CEO Banking Learning-by-Doing McKinsey 85

Eric Jacobson

JANUARY 18, 2023

When Piyush Gupta recounted how he turned around the Singapore bank DBS, now the largest in southeast Asia, with an audacious vision of becoming the Alibaba of the banking sector – a technology company that delivers financial services, not vice versa – it was very powerful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

When Piyush Gupta recounted how he turned around the Singapore bank DBS, now the largest in southeast Asia, with an audacious vision of becoming the Alibaba of the banking sector – a technology company that delivers financial services, not vice versa – it was very powerful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

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. Generation Z , which includes anyone born between 1997 and 2012, influences your business more each day as the generation enters the workforce and its purchasing power increases.

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. Generation Z , which includes anyone born between 1997 and 2012, influences your business more each day as the generation enters the workforce and its purchasing power increases.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

JANUARY 15, 2020

As Caterina Bulgarella (PhD) writes , studies show that accruing power comes at the cost of disconnecting from others and losing the ability to take perspective; leaders in high positions are generally more insulated from contextual signals from their environment. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

As Caterina Bulgarella (PhD) writes , studies show that accruing power comes at the cost of disconnecting from others and losing the ability to take perspective; leaders in high positions are generally more insulated from contextual signals from their environment. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

As Caterina Bulgarella (PhD) writes , studies show that accruing power comes at the cost of disconnecting from others and losing the ability to take perspective; leaders in high positions are generally more insulated from contextual signals from their environment.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. The values of the organization, (propagated by the founder/CEO) did not reward operational issues, or believe in customer feedback. Chapter 3: The Corporation, The Real American Idol Part 7 – UPDATED 8/10.

Organization 36

Organization McKinsey Organizational Behavior System 36

The Horizons Tracker

JULY 1, 2020

While data is most powerful when it’s used across the organisation – from management and administration through to frontline workers – few organisations are actively investing in their employees’ ability to confidently use data.” ” A new report from EIT Health and McKinsey therefore offers a timely opportunity to gauge progress.

Skills 87

Skills Report Technology Long-term 87

Eric Jacobson

MAY 25, 2016

Clearly and powerfully define your company's contribution to society -- which must be at the heart of the company's purpose, not a side operation. People’s tools of communication and organization—from smartphones to social media—are more powerful than ever before. Apply world-class management to traditionally "soft" societal topics.

Company 50

Company Competitive Advantage Open-book Long-term 50

Mills Scofield

JUNE 23, 2015

I was in awe of the power of the Brown community operating not just beyond these gates, but half-way around the world. Researchers have demonstrated the power of unconscious bias. ” Throughout our time at Brown, we’ve thrown ourselves into transformative conversations that have been both uncomfortable and powerful.

Class 70

Class Education Construction McKinsey 70

Mills Scofield

JUNE 23, 2015

I was in awe of the power of the Brown community operating not just beyond these gates, but half-way around the world. Researchers have demonstrated the power of unconscious bias. ” Throughout our time at Brown, we’ve thrown ourselves into transformative conversations that have been both uncomfortable and powerful.

Class 70

Class Education Construction McKinsey 70

Harvard Business Review

APRIL 5, 2017

The McKinsey Global Institute, in conjunction with FCLT Global, recently released research stating that long-term-oriented companies perform better than those that focus on short-term results. While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex.

EPS 8

EPS Metrics Depreciation Short-term 8

Marshall Goldsmith

FEBRUARY 8, 2018

Tammy Erickson – McKinsey award-winning author. a holding company that operates seven distinct business. Black Enterprise Magazine ‘Top 100 Most Powerful Executives in Corporate America’ and ‘50 Most Powerful Women in Corporate America’. Operations Group Baring Private Equity. Former CEOs / Advisors.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

DECEMBER 16, 2016

Back in 2011, the McKinsey Global Institute published a report on the transformational potential of big data—and it would take a supercomputer to process all of the articles that have appeared since then urging companies to get on board before some digital disruptor renders them obsolete. Insight Center. The Next Analytics Age.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

OCTOBER 19, 2012

Sesame Street , in fact, is a great case study of a brand that has managed to remain powerful over decades and across cultures. I was curious to see how Sesame Workshop had continued to grow its operations over the years while remaining true to its mission to improve the lives of kids. Being Willing To Try New Operating Models.

Globalization 8

Globalization Power Workshop Brand 8

Harvard Business Review

MAY 9, 2012

1) Believe in your power to make markets efficient — but abandon the efficient market dogma. Beliefs drive actions and altering our belief systems will ultimately do more than anything else to amplify and reinforce the kinds of behavioral changes that, in the end, are the only measure that counts.

Marketing 11

Marketing Power Short-term Long-term 11

Harvard Business Review

OCTOBER 17, 2018

New research from the McKinsey Global Institute simulates the potential global macroeconomic impact of five powerful technologies (computer vision, natural language, virtual assistants, robotic process automation, and advanced machine learning). The modeling and simulation relies on two important features.

GDP 10

GDP McKinsey Long-term Technology 10

Harvard Business Review

NOVEMBER 18, 2015

But the question deserves better than executive hand-offs to HR, McKinsey, or Myers-Briggs. But, ironically, one of the most powerful and persuasive ways to inspire commitment inside the enterprise is maintaining healthy relationships with high-achievers who’ve left the organization. Insight Center.

McKinsey 8

McKinsey Banking Reference Human Capital 8

Harvard Business Review

NOVEMBER 20, 2013

First, you don’t have a powerful strategy. Though both statements may sound extreme, they are the clear implication of new McKinsey research on how companies create value and allocate resources. McKinsey research finds no evidence that the rewards of greater reallocation taper off. And second, you aren’t doing much about it.

Strategy 8

Strategy McKinsey Strategic Planning Cost of Capital 8

Harvard Business Review

JUNE 9, 2011

While that model delivered an immense contribution to global prosperity, the values driving our most powerful institutions are fundamentally at odds with those of this age. Along with MIX, Harvard Business Review and McKinsey have now joined together to create The Harvard Business Review/McKinsey M-Prize for Management Innovation.

Hamel 15

Hamel Company McKinsey Innovation 15

Harvard Business Review

MARCH 2, 2011

On the one hand, membership in the top bracket — the lofty heights occupied by the likes of McKinsey & Co. Meanwhile behemoths such as McKinsey and BCG, to maintain their above-industry-average growth rates and keep their global office networks humming, have broadened what they do and moved down the food chain. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

OCTOBER 10, 2017

A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. Another pervasive reason is that senior executives are trained as operators, not innovators. That’s quite a mismatch. It’s not.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

JUNE 30, 2011

The company had absolutely no operations in Beijing, and no plans to start operations there. It is a disciplined operator, so this wasn't a junket either. To spot transformational trends early, companies need to follow the guidance of Wharton professor George Day and long-time McKinsey & Co.

Trends 13

Trends McKinsey Constraint Industry 13

Harvard Business Review

APRIL 26, 2013

But what happens behind the cameras isn''t always so delightful, says Brian Stelter, who investigates the power plays and management battles that make the "Today" show seem like the last place you would ever want to work. The plan proceeded anyway, internally dubbed “Operation Bambi.” WE''RE NOT TALKING KEYSER SOZE.

McKinsey 8

McKinsey Diversity Tactics Open-book 8

Harvard Business Review

MARCH 28, 2017

Between 2015 and 2025, the 167 million workers entering the workforce will barely outpace the 166 million workers retiring (McKinsey & Company 2015). Demographics suggest the talent shortage will become more acute in the years ahead.

Content 9

Content Survey Talent Management McKinsey 9

Harvard Business Review

NOVEMBER 22, 2017

The Power of Digitalizing Health Care. Improving access to care, increasing workforce productivity, optimizing clinical operations, and managing population health are important—and interrelated steps. Brandon Carrus, a senior partner at McKinsey & Co. Sensitivity to operations. A reluctance to simplify.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

Harvard Business Review

SEPTEMBER 18, 2012

A McKinsey study released in May 2011 stated that, by using Big Data to the fullest, retailers stood to increase their operating margins by up to 60% — this, in an industry where net profit margins are often less than 2%. Independent retailers are savvy operators and are eager to join the fray if given the opportunity.

Retail 15

Retail Brand Marketing Industry 15

Harvard Business Review

NOVEMBER 12, 2018

By limiting the number of sustainability goals in its incentives, companies can wield huge power to change leaders’ behavior. That doesn’t mean companies should abandon traditional strategies for reducing costs, mitigating risks, and preserving a “license to operate.”

Execution 10

Execution Incentives How To Committee 10