A Better Way to Lead Large-Scale Change
In Beyond Performance 2.0 (John Wiley & Sons, 2019), McKinsey senior partners Scott Keller and Bill Schaninger draw on their 40-plus years of combined experience, and on the most comprehensive research effort of its kind, to provide a practical and proven “how to” guide for leading successful large-scale change. This article, drawn from the book’s opening chapter, provides an overview of this approach and explains … [ Read more ]
Content: Article | Authors: Bill Schaninger, Scott Keller | Source: McKinsey Quarterly | Subject: Change Management
Why You Should Apply Analytics to Your People Strategy
Bringing advanced computing power and analytics capabilities to bear on people decisions in an organization is crucial to driving lasting and effective change.
Content: Multimedia Content | Authors: Bill Schaninger, Bryan Hancock, Simon London | Source: McKinsey Quarterly | Subject: Human Resources
Bryan Hancock, Bill Schaninger
We found through our research […] what drives perceived fairness in the performance-management process. One of the drivers of fairness is that you understand how what you’re working on fits in the bigger picture. […] The second driver of fairness is that there’s an ongoing component. “My manager has an ongoing conversation with me about how I’m doing, so I’m not surprised. I know what … [ Read more ]
Content: Quotation | Authors: Bill Schaninger, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior
The Fairness Factor in Performance Management
Many systems are under stress because employees harbor doubts that the core elements are equitable. A few practical steps can change that.
Content: Article | Authors: Bill Schaninger, Bryan Hancock, Elizabeth Hioe | Source: McKinsey Quarterly | Subjects: Human Resources, Management
The Four Building Blocks of Change
Four key actions influence employee mind-sets and behavior. Here’s why they matter.
Content: Article | Authors: Bill Schaninger, Tessa Basford | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior
Leadership in Context
McKinsey’s leadership staircase is a pyramid of behavior analogous to Maslow’s hierarchy of needs. In this hierarchy, like similar ones, some kinds of behavior are always essential. As organizational health improves, quartile to quartile, additional behaviors become apparent. More tellingly, some appear to be differentiators: emphasizing them in different situations can lift the organizational health of a fourth-quartile company to the third quartile, a third-quartile … [ Read more ]
Content: Article | Authors: Bill Schaninger, Chris Gagnon, Michael Bazigos | Source: McKinsey Quarterly | Subject: Leadership
The Science of Organizational Transformations
New survey results find that the most effective transformation initiatives draw upon four key actions to change mind-sets and behaviors.
Content: Article | Authors: Bill Schaninger, Ellen Viruleg, Tessa Basford | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior
The Hidden Value of Organizational Health—and How to Capture It
New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.
Content: Article | Authors: Aaron De Smet, Bill Schaninger, Matthew Smith | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior
Anatomy of a Healthy Corporation
Executives understand that it’s important to monitor and improve the long-term health of their companies, but rarely do. Here’s how they can practice what they preach.
Content: Article | Authors: Aaron De Smet, Bill Schaninger, Mark Loch | Source: McKinsey Quarterly | Subjects: Best Practices, Management
Managing Your Organization by the Evidence
An organization is much more likely to improve its current performance and underlying health by using a combination of complementary practices rather than any one of them alone, according to new McKinsey research.
Content: Article | Authors: Bill Schaninger, Keith Leslie, Mark A. Loch | Source: McKinsey Quarterly | Subject: Management