1166 Posts found for Source: McKinsey Quarterly

[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

To stay focused, productive, and motivated, leaders need to develop their own working rhythms and routines. Here’s how some CEOs do it.

Content: Article | Authors: Gautam Kumra, Janice Koh, Jennifer Chiang, Joydeep Sengupta, Mukund Sridhar | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management

Keeping top talent in the fold and engaged before, during, and after a large deal closes is critical for creating value from transactions. Here’s how to address their needs throughout the M&A phases.

Content: Article | Authors: Alex Hambrock, Emily O’Loughlin, John Chartier | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

We tend to think about leaders as individuals primarily—people who made history, who changed the world. That is certainly true and very important. But … we can’t understand very transformative, important leaders without understanding the history that shaped them, the world in which they came up, and the crises that they faced… For every important leader that you look at, you’ll find that a leader … [ Read more ]

Content: Quotation | Author: Moshik Temkin | Source: McKinsey Quarterly | Subject: Leadership

For the COO’s productivity mandate, the time to act is always. Six best practices can help.

Content: Article | Authors: Daniel Swan, Darryl Piasecki, Tony Gambell | Source: McKinsey Quarterly | Subjects: Management, Operations

A “culture add” is someone who may bring qualities or experiences that are not already present on the team, as opposed to the “culture fit”—someone who exemplifies the attributes already on the team. When employers specifically seek culture fits… that can lead to homogeneous teams that can perpetuate exclusive practices. Overall, that prevents the team from diversifying and pushing forward in a productive way.

Content: Quotation | Author: Netta Jenkins | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources

What we know through research is that employees inherently do not trust HR departments, because employees perceive HR as heavily focused on protecting the employer. This is true despite the fact that there are incredible HR professionals driving impact. Since we understand the perception that employees hold, it’s key to have DEI under its own department. That structure provides a safe space for employees to … [ Read more ]

Content: Quotation | Author: Netta Jenkins | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources

To get the most from employees, organizations need a more strategic, collaborative, fluid, and data-driven people operating system. Here’s how they can build one.

Content: Article | Authors: Asmus Komm, Fernanda Mayol, Jasmin Kiefer, Neel Gandhi, Sandra Durth | Source: McKinsey Quarterly | Subject: Human Resources

I was surprised how intentional the CEOs we spoke with were about their time. They have various versions of calendar color coding or agreements with their chiefs of staff or executive assistants on their priorities. They go back each month to see if they spent time on the things that they had said were important. If you don’t know what you should spend your time … [ Read more ]

Content: Quotation | Author: Carolyn Dewar | Source: McKinsey Quarterly | Subjects: Corporate Governance, Personal Development