Learn more about the five core components of a resilient finance operating system and how this new lens enables your organization to focus on growth in the face of unexpected shocks—and drive organizational success.
Content: Article | Authors: Affan Mian, Christopher Napoli, Jeff Postma, Tawfik Jamjoum | Source: “Kearney” | Subject: Finance
If the time between the signing and close of M&A deals feels like it’s taking longer, it’s not just you. However, companies can use this time to their advantage. The M&A golden period provides an opportunity to prepare for the combination. In doing so, executives can better ensure a smooth transition and help the future entity be more successful.
Content: Article | Authors: Angus Hodgson, Han Liem, Pablo Morillo, Vincenzo Sposato | Source: “Kearney” | Subject: Mergers & Acquisitions
It’s common nowadays for companies to have a chief sustainability officer and team in place. This bundles the responsibility and often capabilities for sustainability-related topics in one place.
But while establishing clearly defined responsibilities is key to kickstarting the road to sustainability, one function alone cannot drive every sustainability-related decision that needs to be taken, day in, day out, or manage all of the trade-offs required … [ Read more ]
Content: Quotation | Authors: Arndt Heinrich, Denis Huebner, Jannik Trapp, Maximilian Rauh | Source: “Kearney” | Subject: Social Responsibility (ESG)
Over the past 10 years, innovation has become a buzzword.
The use of the word has doubled during the earnings calls of S&P 500 firms and, according to the World Economic Forum, the top global corporate R&D spenders increased their investments in innovation by 10 percent in 2020. Yet, despite this frenetic activity, only 20 percent of CEOs believe their innovation investments generate value, according to … [ Read more ]
Authors: Nigel Andrade, Peter Munro, Viv Ronnebeck | Source: “Kearney” | Subject: Innovation
The leading companies are harnessing the power of data to lessen the impact of inflation on their business and maintain profit margins.
Content: Article | Authors: Cristobal Lowery, Jean-Paul Savelkoul, Remko de Bruijn, Roger van Engelen | Source: “Kearney” | Subjects: Finance, Operations
Most organizations are set up for productivity and predictability. However, in today’s environment, where volatility and opportunity reign, this seems counterintuitive at best.
As the saying goes, it’s hard to teach an old dog new tricks, even if you have the best leadership and capabilities at your disposal. But everything we are seeing today, along with certain shifts that we have been tracking for some years, … [ Read more ]
Content: Article | Authors: Gillis Jonk, Johan C. Aurik | Source: “Kearney” | Subject: Organizational Behavior
Corporate America continues to face a gender equity gap at its highest levels of leadership, especially for women and people of color.
Content: Article | Authors: Dominique Harris, Douglas Sandy MacKenzie, Kristen Robinson, Preethi Prasad | Source: “Kearney” | Subjects: Corporate Governance, Diversity, Human Resources
Organizations are shifting their focus to inclusion and equity in order to advance beyond the state in which the workforce is demographically diverse, but opportunities remain unequal and voices go unheard. In an inclusive work environment, employees feel included and valued as their authentic selves, actively engaged in the organization and recognized without judgment for their contributions. Equity means that systemic barriers and unfair advantages … [ Read more ]
Content: Quotation | Authors: Ira Gaberman, Neeti Bhardwaj, Steven Berger | Source: “Kearney” | Subjects: Diversity, Human Resources, Organizational Behavior
Over the past 10 years or so, “purpose” has become something of an organizational watchword. It’s everywhere—not least in the mission statements and brand identities of most major corporations. And in this era of stakeholder capitalism and pandemic soul-searching, purpose has evolved into a leadership imperative, a signal to those demanding action that the company can do business with this business, because it shares some … [ Read more ]
Content: Article | Authors: Abby Klanecky, Alex Liu, Bob Willen, Matt Lubelczyk | Source: “Kearney” | Subjects: Management, Organizational Behavior
This briefing explores what convenience truly means to consumers and the implications for brands seeking to embrace convenience as core to their DNA.
Content: Article | Author: Katie Thomas | Source: “Kearney” | Subject: Customer Related
As a new era of work emerges in a post-pandemic world, leaders must take proactive action to avoid undoing decades of progress toward diversity, equity, and inclusion.
Content: Article | Authors: Dominique Harris, Kimberly Fulton, Preethi Prasad | Source: “Kearney” | Subjects: Diversity, Human Resources, Organizational Behavior
Expertise is the starting point of any added value. It exists both individually and in teams, both centrally and locally. The key is to identify and then leverage it. Experts should be identified, recognized, and shared wherever they can add value. Some experts are so important that they should spend half their time answering direct requests. They should be mobile, in order to allow delivery … [ Read more ]
Content: Quotation | Authors: Charles-Etienne Bost, Eric Sauvage, Luca Olivari, Samuel Cazin | Source: “Kearney” | Subjects: Human Resources, Management
Companies are often unaware that they have trust issues. In our consulting work, we are frequently engaged to help solve strategic and operational challenges, but nine times out of ten lack of trust emerges as a driving factor of the challenges.
Content: Quotation | Authors: Charles-Etienne Bost, Eric Sauvage, Luca Olivari, Samuel Cazin | Source: “Kearney” | Subject: Organizational Behavior
Traditionally, time and money are invested in nurturing high performers or coaching low performers. But organizations actually get better results from improving the performance of the majority of employees—the average workers. The key is to identify the bright spots in the workforce (those “outliers” whose work exemplifies high performance), focus on what they do differently, and replicate it across the majority. We call this approach “Shifting … [ Read more ]
Content: Quotation | Author: Kristen Etheredge | Source: “Kearney” | Subjects: Human Resources, Management, Training & Development
Industries consolidate faster when the share of fixed costs is high. Slow-moving industries are those with few physical assets, such as restaurants, craftsmen, and medical care. Industries moving at a medium speed include automotive, aluminum, and food. Fast-moving industries have the lowest variable costs and high asset intensity, such as software, telecom equipment, and search engines.
Content: Quotation | Author: Jürgen Rothenbücher | Source: “Kearney” | Subject: Mergers & Acquisitions
How employee transition pools can generate serious benefits for companies—and reduce job losses—during mergers and other moments of transition.
Content: Article | Authors: Brent Ross, Laura Bowen, Rodey Wing, Steven Berger | Source: “Kearney” | Subjects: Human Resources, Mergers & Acquisitions
By gauging consumer sentiment, you’re not guessing what consumers want and tweaking prototypes. Rather, you’re either validating or disproving your assumptions with data that’s already in the marketplace. Compared with surveys, focus groups, and other traditional methods of obtaining customer feedback, sentiment analysis generates better insights faster, allowing you to incorporate those insights into product design more quickly. By shortening the product development cycle, you … [ Read more ]
Content: Quotation | Authors: Bharat Kapoor, Scott Tsangeos | Source: “Kearney” | Subjects: Customer Related, Market Research
Long before people began plastering their likes, dislikes, loves, hates, thumbs up, and thumbs down across the Internet, companies relied on focus groups and surveys to gauge what consumers thought about their products
Content: Article | Authors: Bharat Kapoor, Scott Tsangeos | Source: “Kearney” | Subject: Market Research
Companies divest assets for a variety of reasons, but many miss the boat when it comes to creating value from such events. In fact, more companies lose value than create value following a divestiture. Kearney’s ongoing research focuses on what separates the value creators from the value destroyers.
Content: Article | Authors: Godfred Hansen-Nord, Jason Wehner, Robert Haas | Source: “Kearney” | Subject: Mergers & Acquisitions
Optimizing service after the sale in the world of physical goods can have a significant impact on reducing field service costs.
Content: Article | Authors: Ben Henkes, Colin Glasgow, Jim Pearce, Sumeet Ladsaongikar | Source: “Kearney” | Subjects: Customer Related, Operations