HR Digest

NOVEMBER 20, 2020

If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” When I was a technology marketing exec in 2009, I heard the words nurture marketing. Behaviors like emotional intelligence, communication, and adaptability are examples.

Skills 145

Skills Emotional Intelligence CFO Power 145

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. For example, they preferred brands that shared their values and treated employees well. Corporate Purpose Example: Salesforce – Salesforce understands its role in our changing 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. For example, they preferred brands that shared their values and treated employees well. Corporate Purpose Example: Salesforce – Salesforce understands its role in our changing world.

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. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 120

CEO Banking Learning-by-Doing McKinsey 120

Experience to Lead

AUGUST 27, 2024

In an era marked by rapid technological advancements, shifting work dynamics and the aftermath of a global pandemic, simply being the most knowledgeable person in the room is no longer enough. New trends and workplace dynamics are a constant source of disruption, with no signs of slowing down.

Osborne 52

Osborne Efficiency Training Environment 52

Skip Prichard

JULY 15, 2024

Decision Risk In the realm of decision-making, the most overlooked risk isn’t tied to economic shifts, technological advancements, or climate challenges. Decision-making is not taught, yet excellence is assumed in leadership echelons and corridors of power. How do these affect leadership decisions? It’s understandable.

Self-aware 78

Self-aware Environment Learning-by-Doing Market Segmentation 78

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. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 83

CEO Banking Learning-by-Doing McKinsey 83

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. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

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. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

HR Digest

SEPTEMBER 14, 2023

What Are Some Employee Relations Examples? Any interaction between an employee and their employer could be an example of employee relations. Feedback Sharing A McKinsey survey of 12,000 managers found that managers believed “candid, insightful feedback” to be crucial to career growth.

Schein 98

Schein Industry Long-term Automotive 98

Marshall Goldsmith

DECEMBER 19, 2011

In leading today's knowledge workers, it is important to invert the pyramid and look at leadership vis-a-vis the wants and needs of the professional - as opposed to the skills of the leader. Leaders also need to "lead by example" and demonstrate this same passion. McKinsey goes out of its way to provide a network for former employees.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Modern Servant Leader

JULY 2, 2024

Servant Leadership Library of Books What are the Best Books About Servant Leadership? This collection of books is a compilation of both servant-leadership focused texts as well as books on other, closely related topics, that pair well with servant-leadership.

Library 100

Library Leadership Greenleaf Servant Leader 100

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 can be mis-used – for example for ‘snooping’ on customers or staff. One example is the capability to slash energy use. Ultimately, technology has to serve us, not the other way around.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

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. This example also speaks to the obligation of management and boards to challenge high-performing units as much as they challenge those that are troubled.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Eric Jacobson

MAY 25, 2016

To achieve " connected leadership " you must: Map your world -- Analyze stakeholders as precisely as your customers, understand trends and discontinuitites, and quantify the value at stake from external relationships. Today, technology is making all business activity more transparent.

Company 50

Company Competitive Advantage Open-book Long-term 50

Leading Blog

AUGUST 3, 2018

N EW TECHNOLOGIES are shifting the way we work and interact. Jobs are being eliminated, and industries are being disrupted as we try to come to grips with how this technology is changing us and how we can use it. By concentrating on convincing people faster with fewer words, you are building a unique skill.” – The McKinsey Edge.

Open-book 222

Open-book Storytelling McKinsey Maturity 222

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. Sponsored by SAS.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

JULY 17, 2017

Despite rapid innovations in data processing and machine learning, many businesses have yet to make the leap from the Industrial Age to the information age, and the gap between technological and organizational progress is widening. Closing this gap requires much more than short-term fixes, like adopting new technologies.

Industry 13

Industry Short-term Planning Long-term 13

Harvard Business Review

MAY 26, 2011

A McKinsey Global Institute study unveiled at e-G8 estimated that Internet economic output is bigger than Spain and growing faster than Brazil. Web-intensive SMEs grow twice as fast, export twice as much, and are more profitable than non-Web-enabled, the McKinsey study concluded. The human side is critical to the use of technology.

McKinsey 16

McKinsey COO Technology CEO 16

Harvard Business Review

DECEMBER 19, 2017

Technological innovations have radically transformed the business landscape in many ways over the last two centuries, from the introduction of steam power to the market conquest of radial-ply tires. Research by McKinsey & Company and the McKinsey Global Institute shows that digitization is having the same radical impact.

Succession 8

Succession Industry McKinsey Business Model 8

Harvard Business Review

OCTOBER 23, 2017

Fortunately, the proliferation of digital communication data and the advancement of sensor technology have enabled us to more precisely measure workplace behavior. Women had the same number of contacts as men, they spent as much time with senior leadership, and they allocated their time similarly to men in the same role.

McKinsey 15

McKinsey Survey Content Company 15

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 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

SEPTEMBER 11, 2012

When we launched the Harvard Business Review/McKinsey M-Prize for Management Innovation last year, we aimed to enlist the most progressive practitioners and thinkers in the collective effort of reinventing what we call "the technology of human accomplishment." See the Proposed Challenges for examples.). Proposed Challenges.

Innovation 8

Innovation McKinsey Management Proposal 8

Harvard Business Review

FEBRUARY 2, 2015

This is the kind of technology—and the type of firm—that will make renewable energy more efficient and more cost-effective. Indeed, in a world where globalization and rapid technological changes are the norm, manufacturing, high-tech development, and innovation clearly require a different level of support.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

DECEMBER 24, 2013

The good news is that millennial men are changing the way they define leadership and demanding work that fits around their families. McKinsey may have been hired in 2013 by the Vatican, the Bank of England, and the owners of the Rangers and Knicks, but they’re also acting to stave off threats to their business model.

Management 19

Management Health Care Middle Management Agility 19

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. This helped inform initial design discussions and narrow down the choices open to the new leadership team.

Process 8

Process McKinsey Due Diligence Cost 8

Harvard Business Review

SEPTEMBER 11, 2017

companies can’t fill their open positions, according to a McKinsey Global Institute study that found that analytical, engineering, and management roles are the hardest to fill. Platform Adoption Identify and implement an appropriate technology solution to support the identification, sourcing, and management of independent labor.

Content 9

Content Katz Forrester Budgeting 9

Harvard Business Review

OCTOBER 31, 2014

In its “State of Human Capital” report , McKinsey found that people in HR still largely have “a support-function mindset, a low tolerance for risk, and a limited sense of strategic ‘authorship’” — all of which has led to “low status among executive peers, no budget for innovation, and a ‘zero-defects’ mentality.”.

Human Capital 14

Human Capital Charan Human Resources Cost 14

Harvard Business Review

SEPTEMBER 27, 2018

And they carefully manage leadership transitions, so nothing is lost along the way. For example, Eton appoints its House Masters for 13 years, has a two-year handover between one master and the next, and the old master then stays at Eton for five-plus years to continue offering advice and support.

Organization 12

Organization Learning-by-Doing Open-book McKinsey 12

Harvard Business Review

MAY 24, 2013

For all of the books (thousands) written on leadership, individuals (millions) who have participated in leadership seminars and dollars (billions) invested in leadership development, too many leadership experts still fail to distinguish between the practice of leadership and the exercise of bureaucratic power.

How To 8

How To Bureaucracy McKinsey Seminar 8

Harvard Business Review

MARCH 22, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. Across the world there are several examples of how good teaching can manifest. None seem to have quite delivered results.

Education 15

Education Benchmarking McKinsey Learning-by-Doing 15

Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” Insight Center. The Future of Operations.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

JUNE 17, 2015

The technological advances of the digital age have allowed the global workforce to be better connected, more collaborative, and have greater personal impact than ever before. Managing engagement requires new leadership skills. New leadership skills are required. Or are they?

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

SEPTEMBER 29, 2011

They are not interested in hearing about the technological, regulatory, and societal developments that will determine the long-term, strategic positioning of this company.". And I believe that institutional investors can take actions that will make them more responsible members of society and still earn respectable returns.

Long-term 12

Long-term CEO Short-term Asset Management 12

Harvard Business Review

FEBRUARY 10, 2017

According to one McKinsey study , the success rate for organizational redesign efforts is less than 25%. Repeatable core processes, technology and information sharing platforms, and cross-functional teams are all design options that help create seamless linkages. And yet when it comes to reorganization, they’re the norm.

Competitive Advantage 8

Competitive Advantage Supply Chain Bureaucracy McKinsey 8

Harvard Business Review

NOVEMBER 9, 2017

Bob Lutz, who held leadership roles at General Motors, BMW, Ford, and Chrysler, describes a “reign of terror” that had long prevailed at VW. This, he says, undoubtedly contributed to VW’s ignoring evidence that the claim that the diesel technology could comply with environmental regulations was too good to be true.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

JANUARY 19, 2017

Jane is a marketing director at a technology firm, where she manages a small team, works late, and travels once per quarter. As a leadership coach, I work with many female leaders and managers on improving their time management skills and work-life balance. I’ve changed their names and some details.) Skewed sense of loyalty.

Delegation 8

Delegation Outsourcing Insurance Bottom-up 8