Blair Epstein, Caitlin Hewes, Scott Keller
The value of working together is intuitive to most leaders. Capturing the full value of operating as one firm, however, is elusive for most. Those who drive integration and standardization from the top down often stifle business-level innovation, entrepreneurship, and client responsiveness, which can further create talent attraction and retention issues. Those who emphasize local autonomy, however, often create massive inefficiencies, competing priorities, and inconsistent … [ Read more ]
Content: Quotation | Authors: Blair Epstein, Caitlin Hewes, Scott Keller | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior
Redefining Corporate Functions to Better Support Strategy and Growth
Striking the right balance between decentralized functions and centralized control starts with addressing the needs of business units.
Content: Article | Authors: Aaron De Smet, Caitlin Hewes, Elizabeth Mygatt, Kirk Rieckhoff | Source: McKinsey Quarterly | Subject: Organizational Behavior
Realizing the Value of Your Merger with the Right Operating Model
Substantial changes to an operating model are often necessary to achieve an organization’s strategic objectives and deliver the promised value of a merger. Making these changes requires a thoughtful, leader-driven process to navigate the unique constraints and risks of the endeavor.
Content: Article | Authors: Caitlin Hewes, Kameron Kordestani, Olivier Rigaud, Rebecca Kaetzler | Source: McKinsey Quarterly | Subjects: Management, Mergers & Acquisitions, Organizational Behavior