Eric Jacobson

MARCH 20, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Leading Blog

MARCH 31, 2016

How technology is creating a new world of work via @McKinsey. 6 Ways to Stay Productive When You’re Completely Overwhelmed by Karin Hurt at @LetsGrowLeaders. What’s Your Organization’s Values Operating System? Dysfunctional Leadership: 10 Thinking Habits to Avoid by @MarcelSchwantes. by @scedmonds.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

Eric Jacobson

JANUARY 30, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

N2Growth Blog

SEPTEMBER 28, 2020

To be recognized on the 2020 Top CHRO List, the words leadership, team, succession, purpose, culture, governance, and diversity are not just buzzwords – they represent who a CHRO is, what they believe, and where they work every day. Prior to joining Microsoft in 2003, Hogan was a partner at McKinsey & Co.

Human Resources 477

Human Resources Globalization Resources Diversity 477

LDRLB

OCTOBER 4, 2011

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. And as usual, the illustrations come from new product development and business strategy. In response to real change and challenges, the administrative and production areas of most companies have been prepared only to react.

Wilde 101

Wilde Innovation Resistance Leadership 101

Experience to Lead

AUGUST 27, 2024

A digital tsunami: According to a 2023 survey by McKinsey & Company, remote work adoption increased threefold during the pandemic, with around 20–25% of the global workforce working remotely multiple days a week. Communication and collaboration suffered without the spontaneous interactions of an office setting.

Osborne 52

Osborne Efficiency Training Environment 52

LDRLB

OCTOBER 4, 2011

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. And as usual, the illustrations come from new product development and business strategy. In response to real change and challenges, the administrative and production areas of most companies have been prepared only to react.

Wilde 90

Wilde Innovation Resistance Leadership 90

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. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. They define your shared belief system.

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. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. They define your shared belief system.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Skip Prichard

MAY 22, 2019

It is a practical guide to how AI and Machine Learning are impacting not only how businesses, brands, and agencies innovate, but also what they innovate: products, services and content. In this world of product and pricing parity, the delivery of superior service experience has become the new marketing, and the new real competitive edge.

Content 94

Content Innovation Creativity McKinsey 94

HR Digest

OCTOBER 22, 2018

Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. The CHRO functions should be recognized as imperative in building and assigning talent and as the appropriate channel to unleash the organization’s workforce in the most productive sense. That’s absolutely wrong.

CEO 63

CEO CFO McKinsey Human Resources 63

HR Digest

JANUARY 6, 2024

While the thought of a 3-day workweek sounds almost like a pleasant system, it remains tinged by the fear of AI and job redundancies. McKinsey ’s research into AI and its predictions about the future of work has a lot of useful insight to offer. Shorter Workweeks: Where Do We Stand? trillion to $5.8 trillion in annual value.

Hedge 52

Hedge McKinsey Technology Learning-by-Doing 52

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. Google, for example, uses human capital analytics to encourage a coaching style among managers – because the analysis reveals this to be the most effective leadership style. The reason?

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Marshall Goldsmith

NOVEMBER 4, 2013

The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. The challenge of leadership is growing.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Mills Scofield

APRIL 15, 2014

We also need to trust systems. The Lean Startup movement encourages a Minimal Viable Product (MCP), building what’s critical and leaving the non-critical for a later. Technology does not do much in a complex interaction (per McKinsey´s articles on interaction). Personal leadership and character become more important.

Efficiency 132

Efficiency Energy Senge Resources 132

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. By gaming the system for short-term gains, they destroyed decades of trust overnight.

Company 50

Company Competitive Advantage Open-book Long-term 50

Leading Blog

NOVEMBER 3, 2023

systems, air travel feels a bit more like a chore than like a treat. system to delivering the product via logistics operations, to collecting the cash from customers. Assign a leader to this organization and establish a leadership team to support that person. In the U.S., logistics, and finance. finance, I.T.,

Industry 276

Industry Stage-Gate Organization Company 276

Harvard Business Review

OCTOBER 17, 2012

Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it's the competitive advantage. Yet more often than not, when innovation occurs, it's a "happy accident" rather than the product of a deep-rooted innovation competence. Want some hard evidence? This is hardly surprising.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

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.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Strategy Driven

DECEMBER 8, 2010

This book will show you, as an employee, customer or partner, how to use new social technologies, make yourself heard, and produce better products and services. Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners.

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Called "Why US Productivity Can Grow Without Killing Jobs," it takes as a given that this would strike readers as counterintuitive. it's a fallacy to suggest that there's a trade-off between unemployment and productivity." What a conundrum!

McKinsey 14

McKinsey Efficiency Long-term Analysis 14

Harvard Business Review

MAY 22, 2012

A new McKinsey study (PDF) reports statistically what we already knew from personal experience: that mid-career and senior women tend to be found disproportionally in staff jobs, or "pink ghettos," relative to men. according to the same McKinsey report). They put in mentoring programs, and women's networks and leadership courses.

McKinsey 12

McKinsey Mentor Diversity Report 12

Harvard Business Review

SEPTEMBER 11, 2017

There is no burden on those who proposed a new idea or technology to talk to customers, build minimal viable products, test hypotheses or understand the barriers to deployment. Most importantly, minimal viable products and working prototypes will have been tested. government federal research agencies to turn ideas into products.

Process 14

Process Innovation Incubator Committee 14

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. To reorient themselves around value, health systems must rethink how they deliver care.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

Harvard Business Review

FEBRUARY 2, 2015

But in order to create and foster more such firms, we need to recognize that today’s most cutting-edge industrial players are not monolithic; they straddle the lines between manufacturing and services, and production and innovation. Ambition is crucial: Research from McKinsey finds that most low-performing research-intensive U.S.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

NOVEMBER 23, 2012

Just a few weeks ago Harvard Business Review and McKinsey & Co. The concept of portfolio management is not new, but only a small handful of companies have developed sophisticated yet usable systems to manage their innovation portfolio. That all sounds good, but how can a large organization manage such a system at scale?

Case Study 8

Case Study Uncertainty McKinsey Innovation 8

Harvard Business Review

SEPTEMBER 3, 2018

As a study published in The Leadership Quarterly concludes , this is a response to inequality at the top, not the cause. Work Friends Make Us More Productive (Except When They Stress Us Out). According to a 2016 McKinsey report, Women in the Workplace , white men make up 36% of entry-level corporate jobs, and white women make up 31%.

Power 8

Power McKinsey Attrition Learning-by-Doing 8

Harvard Business Review

JANUARY 3, 2011

The cause was not malfeasant individuals; it was inadequately designed and operated systems of care delivery. In short, system complexity is the essential challenge. For most this is a profoundly different approach, which requires a new style of leadership.

Health Care 15

Health Care Kaizen McKinsey Operations 15

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

FEBRUARY 12, 2016

People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. 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.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. A 2014 McKinsey & Co. Knowledge management Leadership Managing people' Read the rest of the series here.

Drucker 14

Drucker Survey Learning-by-Doing Rogers 14

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? As growth became a competitive imperative, business leaders began seeing the firm as a system of investment rather than a system of production. Let’s think about the realm that the CFO led.

CFO 12

CFO Charan Intangible Assets Human Resources 12

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. McKinsey, for example, recently outlined the “new organizational capabilities” that chemical companies should develop to deal with frequent oil price shocks.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

NOVEMBER 30, 2010

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15

Harvard Business Review

NOVEMBER 9, 2017

Selling additional products to current customers leverages the costs of establishing those relationships in the first place, and serving more and more of their financial service needs (to grab a greater “share of wallet”) is appealing, in theory. See these articles by Jeff Gothelf , McKinsey , and the Boston Consulting Group.).

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

FEBRUARY 15, 2012

We are delighted to announce the winners of the Beyond Bureaucracy Challenge , the second leg of the HBR/McKinsey M-Prize for Management Innovation. More often than not, when organizations shuffle the deck in anticipation of a new strategy or product cycle, the experience is dislocating, dispiriting, and dehumanizing.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

NOVEMBER 26, 2013

But Chinese employees have learned that the management skills and systems in multinationals in China come in many flavors, from the exceptional to the abysmal. The days when Goldman Sachs and McKinsey threw piles of money at overseas-educated returnees are long gone. Today, the “I will do my best” attitude still prevails.

Globalization 8

Globalization Operations McKinsey Mentor 8