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

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

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? The Dilemma Of The Servant Leader by @LollyDaskal. by @scedmonds.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

N2Growth Blog

SEPTEMBER 28, 2020

Find HR’s hand (in a good way) in everything as an enabler and contributor to operations flowing all the way through to customer/client satisfaction. With a diverse background in human resources, information technology, and operations, his business and leadership acumen is only exceeded by his commitment to making others better.

Human Resources 477

Human Resources Globalization Resources Diversity 477

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.

Diversity 137

Diversity Entrepreneur Innovation Gordon 137

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

HR Digest

OCTOBER 22, 2018

But more CEOs rarely understand the true position of their CHROs, let alone giving them the necessary backup to operate in the required capacity. Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. This breeds dissatisfaction of CHRO roles and HR functions in general.

CEO 63

CEO CFO McKinsey Human Resources 63

LDRLB

OCTOBER 4, 2011

And as usual, the illustrations come from new product development and business strategy. The fact is that most companies spend a surprising amount of effort actually resisting innovation in so-called non-creative functions like operations, finance, customer service, and sales. McKinsey Quarterly (free subscription).

Wilde 101

Wilde Innovation Resistance Leadership 101

LDRLB

OCTOBER 4, 2011

And as usual, the illustrations come from new product development and business strategy. The fact is that most companies spend a surprising amount of effort actually resisting innovation in so-called non-creative functions like operations, finance, customer service, and sales. McKinsey Quarterly (free subscription).

Wilde 90

Wilde Innovation Resistance Leadership 90

HR Digest

DECEMBER 8, 2020

A recent Mckinsey & Company survey shows that since 2015, America has seen only a modest growth in women’s well paid jobs representation in the corporate pipeline. They mostly operate out of grocery and drugstore pharmacies, others are employed in hospitals or in clinical settings. Computer and information systems managers.

Human Resources 52

Human Resources Chemicals Software Engineering 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. 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. The reason?

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. Moreover, this “idol worship” brings with it adoption of a value system other than the universal value system espoused by the Golden Rule *. Moreover, this “idol worship” brings with it adoption of a value system other than the universal value system espoused by the Golden Rule *. See the image).

Organization 36

Organization McKinsey Organizational Behavior System 36

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

Marshall Goldsmith

NOVEMBER 4, 2013

Many leaders will be operating more like the managing director of a consulting firm. At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. Selling a product to customers is simpler than providing an integrated solution.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Leading Blog

NOVEMBER 3, 2023

systems, air travel feels a bit more like a chore than like a treat. That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. In the U.S., Recall how the U.S.

Industry 276

Industry Stage-Gate Organization Company 276

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. John Browne : When it comes to relationships with external stakeholders, research conducted by McKinsey shows that on average, 30 percent of a company’s value is at stake.

Company 50

Company Competitive Advantage Open-book Long-term 50

HR Digest

NOVEMBER 9, 2023

As 2023 draws to a close and companies begin to settle on the wages and hikes for the next year, the question of how to create an equitable compensation system might flash in everyone’s mind—if briefly. Building a conscious pay system requires conscious policies and practices that support such an initiative. percent of the U.S.

System 52

System How To Benchmarking Diversity 52

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

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

JULY 9, 2018

But it’s particularly difficult for large, traditional firms , especially those which operate in consolidated, non-growth industries (think pulp and paper, steel, airlines) and which are often located away from the metropolitan areas where data scientists live. There were no processes in place to share the learning.

Bottom-up 10

Bottom-up Operations Training Efficiency 10

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

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 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

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. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

DECEMBER 4, 2017

Toffel: I thought Paul Polman was spot-on when he was breaking down the challenge of corporate sustainability into tactical and systemic issues. But then more pressingly, I think, he talks about the need for system change. Winston : I agree with Mike that the focus on system change was notable. Winston : Absolutely.

Project 8

Project Advice Henderson Short-term 8

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

APRIL 1, 2016

When business leaders talk about going digital, many are uncertain about what that means beyond buying the latest IT system. Recent research from the McKinsey Global Institute (MGI) looked at the state of digitization in sectors across the U.S. The most digital companies see outsized growth in productivity and profit margins.

Industry 8

Industry Benchmarking Supply Chain Health Care 8

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

JUNE 9, 2011

It's time to radically rethink how we mobilize people and organize resources to productive ends. Along with MIX, Harvard Business Review and McKinsey have now joined together to create The Harvard Business Review/McKinsey M-Prize for Management Innovation. The first phase of the competition, the Management 2.0

Hamel 15

Hamel Company McKinsey Innovation 15

Harvard Business Review

JANUARY 21, 2016

Yet according to recent research from the McKinsey Global Institute, the U.S. economy operates at only 18% of its digital potential, and the sort of productivity gains that digital technologies should be enabling are not showing up in the broader economy. Why is that? We calculate that if the U.S.

Company 8

Company Technology Innovation GDP 8

Harvard Business Review

JANUARY 12, 2018

Marketing and sales, manufacturing, recruiting (including people assessment), customer service, and support are all fields that can benefit from artificial intelligence according to McKinsey’s recent research. Companies are both operators and investors. In fact, it is doubling every 14 months and it will reach 10.5 ZB by 2020.

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

MARCH 14, 2016

What links the world together has changed fundamentally — and for many companies, succeeding in this new operating environment will require rethinking many past decisions and assumptions. Recent research from the McKinsey Global Institute explores this new era of digital globalization. It’s gone digital.

Globalization 8

Globalization Supply Chain GDP Marketing 8

Harvard Business Review

FEBRUARY 18, 2015

According to McKinsey, youth unemployment in Africa’s largest economy, Nigeria, is around 50%. Despite the inventiveness of these entrepreneurs, some operate in the informal economy, without government registration, IP rights, or access to banking. But participants are poorly trained and produce low quality products.

Innovation 8

Innovation Engineering Entrepreneur Banking 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

JULY 29, 2014

As growth became a competitive imperative, business leaders began seeing the firm as a system of investment rather than a system of production. While we disagree with Charan’s solution, we think he’s on to something when he asserts that the best CHROs have line and/or operational business experience. Bring on the quants.

CFO 12

CFO Charan Intangible Assets Human Resources 12

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. McKinsey reports that the value at stake from sustainability concerns can be as a high as 70% of earnings before interest, taxes, depreciation, and amortization. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8