1166 Posts found for Source: McKinsey Quarterly

McKinsey analysis of more than 2,200 large global companies reveals the importance of monitoring both economic-profit growth and revenue growth.

Content: Article | Authors: Peter Stumpner, Tim Koller, Vartika Gupta | Source: McKinsey Quarterly | Subject: Finance

When I was chief of naval operations, we gathered the senior leadership together to discuss the importance of taking a real break. The science is clear! Then we made it a policy that everybody would take 10–14 continuous days of vacation each year—off the grid. And we monitored that closely. So, come August, if a leader hadn’t taken their days, we had a pretty serious … [ Read more ]

Content: Quotation | Author: Admiral John Richardson | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

Two decades of research show that, while large deals still have their place, programmatic M&A strategies continue to create gains in excess total returns to shareholders, at lower levels of risk.

Content: Article | Authors: Jeff Rudnicki, Liz Wol, Patrick McCurdy, Paul Daume, Tobias Lundberg | Source: McKinsey Quarterly | Subjects: Best Practices, Mergers & Acquisitions

Deciding how many employees to involve in an organization’s transformation shouldn’t be a guessing game. New research can help.

Content: Article | Authors: Dominic Skerritt, Laura London, Stephanie Madner | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

We are not taught how to take advantage of a diverse thought—diverse in the sense that your thought conflicts with mine—rather than saying, “I have an idea. Yours is different than mine. I must make sure mine triumphs,” which is generally what we’re taught to do, to advocate for our point of view. We’re not going to get where we need to be on diversity … [ Read more ]

Content: Quotation | Author: Roger L. Martin | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources, Management, Organizational Behavior

Organizations that define their purpose and use it to guide their activities see a clear upside in improving company reputation, alerting management to risks early, establishing the organization as a leader in raising industry standards, and enhancing business performance.

Content: Quotation | Authors: Bruce Simpson, Celia Huber, Larissa Mark, Sebastian Leape | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Culture is important in all deal types but particularly when you bring two large groups of people together. Then, the potential friction would be much more visible. And you need to understand the culture of both companies. It is not enough to say, is the target company compatible with us? You need to understand it in a more nuanced way. What are their ways of … [ Read more ]

Content: Quotation | Author: Becky Kaetzler | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

A useful framing, we find, is to compare the breadth of ESG with the uniqueness of purpose. ESG encompasses society’s wide range of expectations about the role of business. There are a multitude of ESG options, requirements, and variations—from community service to inclusivity, transparency in reporting, and waste management, to name just a few. Purpose, on the other hand, helps your firm prioritize from among … [ Read more ]

Content: Quotation | Authors: Bruce Simpson, Jinchen Zou, Matt Stone, Olivia Loadwick, Robin Nuttall, Sebastian Leape | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

Purpose answers the question, “What would the world lose if your company disappeared?” It defines a company’s core reason for being and its resulting positive impact on the world. Winning companies are driven by purpose, reach higher for it, and achieve more because of it. Competitors wonder where they can get some of that magic and how they might sprinkle it on.

Content: Quotation | Authors: Bruce Simpson, Jinchen Zou, Matt Stone, Olivia Loadwick, Robin Nuttall, Sebastian Leape | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

From project-based work to a lack of hierarchy, the way people work is changing fast. In this episode of The McKinsey Podcast, Chris Gagnon and Elizabeth Mygatt talk about what it takes for companies to be “future ready”

Content: Article | Authors: Chris Gagnon, Diane Brady, Elizabeth Mygatt | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

[A premortem is where] at the start of a project, you imagine that the project went wrong and think about what could have caused that result. You put yourself into the future and, in a non-judgmental way, think of all the things that could derail the project. It creates a safe way for people to discuss their concerns without being perceived as criticizing the project. … [ Read more ]

Content: Quotation | Authors: Dan P. Lovallo, Tim Koller | Source: McKinsey Quarterly | Subjects: Management, Project Management

Designing, managing, and delivering a positive experience is especially important during the post-merger talent selection process—not only for employees offered positions but also for those not selected or who choose to leave. How the HR and integration teams treat the latter groups can have far-reaching effects on workplace morale and the company’s reputation as an employer of choice.

Content: Quotation | Authors: Becky Kaetzler, Jocelyn Chao, Laura Lynch, Natashya Lalani | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

It’s time to bring advanced analytics into the strategy room—here’s why.

Content: Article | Authors: Chris Mulligan, Nicholas Northcote, Sasha Vesuvala, Tido Röder | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Strategy

Don’t take a lack of external data as an impediment—it may actually be a gift, since purchasable data is almost always from a conventional way of meeting needs, and is available to your competitors too. Your own experiments allow you to generate your own data; this gives you insights that others don’t have. If it is difficult (or unethical) to experiment, look for the “natural … [ Read more ]

Content: Quotation | Authors: Charles Conn, Robert McLean | Source: McKinsey Quarterly | Subjects: Market Research, Marketing / Sales

[If] an organization is to meet the challenges of a changing world, it must be prepared to change everything about itself except [its] beliefs as it moves through corporate life.

Content: Quotation | Author: Thomas J. Watson Jr. | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

The corporation, like society itself, is a congregation of human beings and, like society itself, it prospers to the extent that the relationships it maintains are fruitful, harmonious, and mutually beneficial.

Content: Quotation | Author: Crawford H. Greenewalt | Source: McKinsey Quarterly | Subject: Organizational Behavior

Just as with other business priorities, stakeholder capitalism is a matter of execution. Here are five steps to get it right.

Content: Article | Authors: Robin Nuttall, Vivian Hunt, Yuito Yamada | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

New tools that help pinpoint complexity’s cost—and where it comes from—can help companies make better tradeoffs in managing product portfolios.

Authors: Alessandro Faure Ragani, Bikramjit Chaudhury, Ruth Heuss, Thorsten Schleyer | Source: McKinsey Quarterly | Subjects: Finance, Operations

Even though most business schools, executive training courses, and leadership programs espouse servant leadership, few bosses manage to fully commit to it. Perhaps that’s no surprise. In most organizations, the average manager has neither the incentives nor the skills to focus on employee happiness. Consider how most businesses make promotion decisions: people who get ahead tend to be either current high performers or those who … [ Read more ]

Authors: Bill Schaninger, Tera Allas | Source: McKinsey Quarterly | Subjects: Leadership, Management, Organizational Behavior

In many ways, there is only one question any manager need ask: How do I make my team members’ lives easier—physically, cognitively, and emotionally?

Content: Quotation | Authors: Bill Schaninger, Tera Allas | Source: McKinsey Quarterly | Subject: Management