1174 Posts found for Source: McKinsey Quarterly

Growth requires the right mix of outlook, strategy, and capabilities. Top leaders achieve their goals by turning five mindsets into action.

Content: Article | Authors: Andy West, Greg Kelly, Jill Zucker, Kate Siegel, Louisa Greco, Michael Birshan, Rebecca Doherty | Source: McKinsey Quarterly | Subjects: Best Practices, Management

If you are defensive, you’re obsessed with being right. If you are open, you’re obsessed with getting it right.

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subject: Personal Development

What we human beings do—if we’re left alone—is go create something out there in the world. Unfortunately, because we love status so much and we love to be involved, we wind up creating ever more elaborate bureaucracies. I think that’s the default that we should expect, unless we deliberately try to trim that back and make sure it never has a chance to latch onto … [ Read more ]

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subjects: Bureaucracy, Organizational Behavior

The norm of science is just a community that has come together to agree on how they’re going to resolve their arguments. They’re going to resolve them with evidence. That norm of evidence-based arguments can be brought into any company and put to work right away. We have to make a decision about what we are going to do next, how the future is going … [ Read more ]

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subjects: Culture, Decision Making, Organizational Behavior

Seek the company of those who search for truth. Run from those who have found it.

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subject: Personal Development

For us, ultra-social human beings, all you need to do to maintain a culture is put in place the pain of social exclusion. Follow the norms, and if you don’t, we’re not going to beat you to a pulp. We’re just going to exclude you. That is legitimately and truly painful to human beings. That’s the glue that holds human cultures together, is that threat … [ Read more ]

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subjects: Culture, Organizational Behavior

Confidence is a great thing for a human being to have. We follow more confident people. We’re more likely to trust them, to listen to them, to ally with them. The data on this are overwhelming. And so what appears to have happened—and this is a theory that I believe; I think it holds up really well—is that we have been wired to be chronically … [ Read more ]

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subject: Organizational Behavior

HIPPO is my new favorite business acronym. It stands for “highest-paid person’s opinion.” And it’s how most companies make most of their decisions. There could be some analysis that the data nerds did, but then they tee it up to the HIPPO. And the HIPPO essentially says, “Look. If the evidence aligns with my prior beliefs, with my intuition, with my big HIPPO gut, great, … [ Read more ]

Content: Quotation | Author: Andrew McAfee | Source: McKinsey Quarterly | Subjects: Decision Making, Organizational Behavior

[Inflation] matters in terms of the distribution of income. Broadly speaking, inflation is a debtor’s friend. And it is the creditor’s nightmare. […] It’s a terrible thing. It’s unfair. It’s not democratic. It’s a terrible thing to unleash from a society. And I think many of us have forgotten what damage it can do.

Content: Quotation | Author: Stephen King | Source: McKinsey Quarterly | Subject: Economics

Inflation tends to benefit debtors at the expense of creditors, and if the government happens to be one of the biggest debtors—and it’s normally the case that they are—then inflation is a very useful hidden tax. Because effectively it’s a tax on people’s cash wealth. If you’re not anticipating the inflation, it wipes out your cash savings. Then the government is effectively a winner. And … [ Read more ]

Content: Quotation | Author: Stephen King | Source: McKinsey Quarterly | Subject: Economics

There’s no one-size-fits-all approach to managing risk and resilience. Chief risk officers can benefit from examining their innate operating models—and understanding when they need to change.

Content: Article | Authors: Cristina Catania, Ida Kristensen, Marc Chiapolino, Tijana Trkulja | Source: McKinsey Quarterly | Subject: Risk Management

When I feel myself not communicating as clearly as I would like to, not using precise language, with a single person, a group of people, or an audience on TV, generally, it means that I haven’t understood two things completely.

“What specifically am I trying to communicate?” and “Have I properly understood the details of that subject and how I’m going to express myself on them?”

[…] … [ Read more ]

Content: Quotation | Author: Ros Atkins | Source: McKinsey Quarterly | Subjects: Communication, Organizational Behavior, Personal Development

As many organizations get larger, they get more effective at delivery. That delivery muscle pushes out discovery, and people wake up 20 years later and realize they have all delivery and no discovery. That’s not a problem, except the world continues to change, and they need to continue to evolve also. The end result is very large companies that have powerfully effective delivery muscles, yet … [ Read more ]

Content: Quotation | Author: Ron Shaich | Source: McKinsey Quarterly | Subjects: Innovation, Organizational Behavior

Change is absolute. It is ongoing. What an organization does by its very nature is lock in processes to reproduce or to continue what it does. If we get very good at doing what was valued yesterday, as the world continues to evolve, we aren’t highly conscious of that change. We also aren’t aware enough of the continuing demand from the organizations we work in … [ Read more ]

Content: Quotation | Author: Ron Shaich | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

One of the things that happens when we speak spontaneously is that many of us are uncovering what we want to say while we are saying it. That leads us to speak more than we need to. Being concise, clear, and focused is key… We want people to understand how we came to our conclusions or the suggestions and recommendations that we’re making. That information … [ Read more ]

Content: Quotation | Author: Matt Abrahams | Source: McKinsey Quarterly | Subjects: Communication, Organizational Behavior, Personal Development

The economic principles of valuation don’t change that much, but McKinsey Partner Tim Koller explains why they remain more critical than ever as executives seek to address digital, geopolitical, climate, and other trends affecting their businesses.

Content: Article | Authors: Roberta Fusaro, Tim Koller | Source: McKinsey Quarterly | Subjects: Economics, Finance

The biggest inequity in advancement remains the broken rung—the very first step up into a manager position. Proportionally, for every 100 men we see leap forward, only 87 women advance. And if you’re a woman of color, it’s 73. If you’re a Black woman, it’s only 54. And it starts at the very beginning of a career. The challenge with this is that it sets … [ Read more ]

Content: Quotation | Author: Alexis Krivkovich | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources, Organizational Behavior, Women in Business

Adapting to rapidly evolving technology means investing in people who drive change on the ground.

Content: Article | Authors: Dinu de Kroon, Enno de Boer, Rahul Shahani, Sydney Alabaster | Source: McKinsey Quarterly | Subjects: Best Practices, IT / Technology / E-Business

It’s not new that businesses have wanted to deliver social value, but it’s always been something else, maybe something on the edge. Now what you’re looking at is businesses really thinking, “I have to deliver financial value. That’s not a mystery. That’s how I got the job. That’s why I’ve got the job: I know how to do that.”

But how do you overlay that concept … [ Read more ]

Content: Quotation | Author: Lucy Parker | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

To unlock a team’s abilities, a manager at any level must spend a significant amount of time on two activities: helping the team understand the company’s direction and its implications for team members and coaching for performance.

Content: Quotation | Authors: Aaron De Smet, Marc Vinson, Monica McGurk | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Teamwork