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

Eric Jacobson

MARCH 14, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 94

CEO Banking Learning-by-Doing McKinsey 94

Eric Jacobson

JUNE 23, 2022

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 80

CEO Banking Learning-by-Doing McKinsey 80

Eric Jacobson

JANUARY 18, 2023

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

CO2

JANUARY 15, 2020

Getting Honest Feedback From Your Coach It’s hard for CEOs to improve their leadership because they rarely get candid feedback from their subordinates who fear possible retribution. It takes considerable effort to recognize when someone is operating from a different mental model than yours. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting Honest Feedback From Your Coach It’s hard for CEOs to improve their leadership because they rarely get candid feedback from their subordinates who fear possible retribution. It takes considerable effort to recognize when someone is operating from a different mental model than yours. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

It’s hard for CEOs to improve their leadership because they rarely get candid feedback from their subordinates who fear possible retribution. It takes considerable effort to recognize when someone is operating from a different mental model than yours. It’s no wonder leaders get stuck in their mental models and can’t make progress.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

The Practical Leader

SEPTEMBER 28, 2011

This leads to sizeable cost overruns, missed deadlines, disrupted operations, unhappy customers, and stressed out employees. Reporting on the largest global study of IT change ever conducted (1,471 projects), an Oxford University Said Business School professor and McKinsey & Co.

Project 55

Project McKinsey Emotional Intelligence Price 55

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

Chartered Management Institute

DECEMBER 2, 2013

At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. It often helps if the executive in charge is not from IT, but from operations or marketing, and that there are close links with customer-facing and other operational roles.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Persuasive Powerhouse

JANUARY 19, 2011

With a lot of wisdom and good things to say about leadership – hop over to his blog and be sure to subscribe. The navy’s leadership knew training everyone to replace anyone was a core success and survival factor. He regularly blogs about leadership on The thoughtLEADERS Blog. We had a similar mindset during my army days.

Training 257

Training Blog Greenleaf Maslow 257

Harvard Business Review

MARCH 13, 2013

Captive offshore operations centers — company-owned delivery units located in low-cost countries such as India and the Philippines — have come a long way. Originally designed to provide labor cost arbitrage, they are now on the brink of being a source for strategic advantage. But that's not by accident.

Offshoring 8

Offshoring Cost Benchmarking Operations 8

HR Digest

SEPTEMBER 21, 2023

They also reported an average $340 per week cost to send a child to a daycare facility. The report also indicated that employers with children who are three and below can cost employers $1,150 per year as a result of inadequate child care, and a total business loss of $12.7 McKinsey reported that working mothers were 1.5

GDP 98

GDP McKinsey Participative Report 98

Harvard Business Review

FEBRUARY 16, 2016

Such sleep deficiencies can undermine important forms of leadership behavior and eventually hurt financial performance. This article will explore the link between sleep and leadership before discussing solutions that can improve both individual well-being and organizational efficiency and effectiveness. What organizations can do.

Leadership 8

Leadership McKinsey Stress Creativity 8

Harvard Business Review

DECEMBER 21, 2016

But, according to McKinsey research , only 16% of merger reorgs fully deliver their objectives in the planned time, 41% take longer than expected, and in 10% of cases, the reorg actually harms the newly-formed organization. As a part of your M&A plan, you should consider the benefits, costs, and timing of the reorg.

Process 8

Process McKinsey Due Diligence Cost 8

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. Yet, as obviously logical as that finding turns out to be, McKinsey was right to frame it as counterintuitive.

McKinsey 15

McKinsey Efficiency Long-term Analysis 15

Harvard Business Review

MARCH 30, 2016

Research by McKinsey shows that, on average, 30% of corporate earnings are at stake when it comes to a company’s relationships with society. As a global survey conducted by McKinsey shows, only 21% of business executives think their company frequently engages successfully. The current model is not working.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

NOVEMBER 22, 2017

Increasing value in health care is a top priority for health systems, payers, and policy makers across the globe, as health care costs continue to escalate and consume an ever-greater proportion of national expenditures. 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

AUGUST 16, 2017

How can you make core business operations more sustainable? And what type of leadership will take us there? Global Managing Partner, McKinsey & Co. The cost of doing nothing is also clear: Climate change is expensive for businesses. Business leaders who responded to our call: Dominic Barton. Marc Benioff.

Project 8

Project Henderson Supply Chain Short-term 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. But whether we're talking about Romney or not, it's important to question whether consulting is good preparation for leadership.

Consultative 15

Consultative Management Welch Objective 15

Harvard Business Review

JANUARY 3, 2011

The cause was not malfeasant individuals; it was inadequately designed and operated systems of care delivery. The only reasonable explanation for this disparity between effort and outcome is that health care leaders are not investing in the right operational changes to achieve excellence in safety, affordability, and capacity.

Health Care 15

Health Care Kaizen McKinsey Operations 15

Harvard Business Review

SEPTEMBER 28, 2012

That's as true for a Walmart or a JCPenney as it is for a McKinsey & Co. But that mind-set's simply too focused and operational. Truly strategic leaderships — and their boards — should treat Brin's "worst idea" as their most provocative thought experiment for revisiting how they recognize and value data. More >>.

Hedge 15

Hedge Core Competence CFO ROI 15

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 20

Supply Chain Reputation Education Learning-by-Doing 20

Harvard Business Review

NOVEMBER 9, 2017

One of us (Paul) is a strategy scholar and economist; the other (Amy) studies organizational behavior and operations management. Bob Lutz, who held leadership roles at General Motors, BMW, Ford, and Chrysler, describes a “reign of terror” that had long prevailed at VW. Take the notable failure at Wells Fargo last year.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

OCTOBER 24, 2016

In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail. The CEO was perpetuating the very problem he sought to fix.

Organization 8

Organization Self-aware Constraint Resistance 8

Harvard Business Review

FEBRUARY 12, 2016

social media users actively seek customer service through social media, according to Nielsen and McKinsey Incite , we’ve made getting globally aligned one of GM’s priorities. Because of the exponential growth of social media in recent years, and the fact nearly half of U.S. Keep it simple. Be active listeners.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

JANUARY 27, 2017

McKinsey, Bain, and BCG are the management models here. In reality, “handoffs” and transitions prove to be significant operational problems. Human leadership defers to demonstrable algorithmic power. Autonomy is both the organizational and the operational center of gravity for innovation and growth.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

JULY 20, 2011

It has also become a laboratory for reinventing some of the most intractable operating practices of "modern" management. The product, called Rite-View, was based on ideas and technology Lavoie and the leadership of the company would never have put together (and would never have invested in) without Mutual Fun. The Newport, R.I.-based

Innovation 13

Innovation Webinar Proposal Hamel 13

Ask Atma

JANUARY 2, 2011

If the person(s) responsible for managing are able to look at the eighteen points above and determine they are more or less in place, they are operating at the most fundamental or beginner’s level of management. Managing for Value – Governance, change management, organizational culture, communication, leadership. Labor relations.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

DECEMBER 22, 2016

Obama nominated Robert McDonald , an Army veteran and experienced executive who had honed his leadership skills during a 33-year career at Proctor and Gamble, to attempt the difficult turnaround. The leadership team had to work through vestiges of VA’s rule-based past. Could the organization turn itself around?

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 8

Harvard Business Review

MARCH 23, 2016

More than half of the vital perspectives we heard expressing dire concerns about company practices, leadership behavior, confusion over strategy, resentment over unfairness, or fear about the future had never been voiced to leaders who had the power to act upon them. This has real costs.

Company 8

Company McKinsey Survey COO 8

Harvard Business Review

SEPTEMBER 1, 2015

The Google/Alphabet metamorphosis has catapulted Sundar Pichai into one of the highest profile leadership jobs in Silicon Valley. After stints at Applied Materials and McKinsey, he joined Google just a little over 10 years ago. The old Google had always been a tricky leadership challenge.

CEO 8

CEO Engineering Advertising Technology 8

Harvard Business Review

MARCH 20, 2014

Creating a new leadership position focused on safety is a double-edged sword. Simply appointing a safety chief will not create this culture unless he and the CEO model a certain kind of leadership. Failures must be exposed as early as possible to enable learning in an efficient and cost-effective way. Reward problem detection.

Report 8

Report Learning-by-Doing Crisis Management CEO 8

Harvard Business Review

APRIL 27, 2015

In a McKinsey poll , 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance. Balance: the mix of different types of innova­tion (product, service, pricing, distribution, operations, etc.); And it’s not just your company. Hiring and promoting for creativity.

Innovation 8

Innovation Company Engineering Supply Chain 8

In the CEO Afterlife

JUNE 10, 2015

As a critical success factor, strategy turned into a lucrative industry for a host of consulting firms such as McKinsey & Company , and the Boston Consulting Group. Culture, strategy, leadership, branding, innovation, customer orientation and employee centricity must co-exist. Most leaders and managers know this. Intentionally So.

Strategy 100

Strategy Critical Success Factor McKinsey Retail 100