1159 Posts found for Source: McKinsey Quarterly

You need to understand the sources [of M&A revenue synergies], and there are three places we can categorize. One is where you sell. That includes new channels, cross-selling to existing customers, geography expansion. Then there is how you sell. This is where the sales force effectiveness or channel coverage matters. Then there is what you sell. Is the deal bringing new products or new bundles … [ Read more ]

Content: Quotation | Authors: Andy West, Jeff Rudnicki | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

Ignoring high-consequence, low-likelihood risks can be damaging to an organization, but preparing for everything is impossibly costly. Here is how leaders can make the right investments.

Content: Article | Authors: Fritz Nauck, Leigh Weiss, Ophelia Usher | Source: McKinsey Quarterly | Subject: Risk Management

Common misconceptions about cloud are holding companies back from capturing the full benefits available.

Content: Article | Authors: Isabelle Tamburro, Leandro Santos, Mark Gu, Rich Isenberg | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

High failure rates, in our experience, are often correlated with inattention to assumptions, which underlie all innovation initiatives. Companies often confuse assertions with assumptions, stating confidently what “should be true” for an innovation concept (for example, the price premium that customers will pay) instead of acknowledging that it is merely a strong hypothesis that needs to be validated. We therefore encourage management teams to place … [ Read more ]

Content: Quotation | Authors: Brian Quinn, Daniel Cohen, Erik Roth | Source: McKinsey Quarterly | Subject: Innovation

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Research shows that active, efficient reallocation of resources creates better returns for companies than simply standing pat does. Here’s how to make portfolio decisions faster.

Content: Article | Authors: Anthony Luu, Obi Ezekoye | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

The product development process must integrate input from design, engineering, sales, marketing, procurement, and others. Each department or function brings its own perspective, or lens, to view the problem at hand, and competing lenses can either enhance or sideline the innovation process.

Content: Quotation | Authors: Jeff Salazar, Rob Loughlin, Scott Woodruff | Source: McKinsey Quarterly | Subject: Management

Companies create more shareholder value when executives and directors concentrate on long-term results. A new report highlights behaviors that allow them to maintain a long-term orientation.

Content: Article | Authors: Ariel Babcock, Kevin Sneader, Sarah Keohane Williamson, Tim Koller, Victoria Potter | Source: McKinsey Quarterly | Subjects: Best Practices, Management

If you manage your household today, you need to figure out your mortgage, your insurance, utilities, and other factors associated with living in that house. In an ecosystem-based economy, you would have one node aggregating all those services for you. That leads to a very different dynamic in how companies compete, depending on whether you are the orchestrator of the ecosystem or a provider to … [ Read more ]

Content: Quotation | Author: Tanguy Catlin | Source: McKinsey Quarterly | Subject: Strategy

Many organizations have spent decades understanding how to make trade-offs in their businesses, where the profit pools are, and the structure of their value chains. Digital changes all that. First, on an overarching level, digital currently destroys more economic value for incumbents than it creates. There are two main drivers. The first one is that digital creates transparency that allows a much higher percentage of … [ Read more ]

Content: Quotation | Author: Laura LaBerge | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Strategy, Trends / Analysis

Consumers and society at large are expecting more from business. Embracing these responsibilities can help shareholders, too.

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

Businesses looking to make an external social contribution should, paradoxically, look inside: improving workers’ job satisfaction could be the single most important thing they do.

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

Your company’s purpose strengthens resilience and creates value—if it’s genuine. A new framework highlights a detailed approach to embedding purpose throughout your organization.

Content: Article | Authors: Bruce Simpson, Jinchen Zou, Matt Stone, Olivia Loadwick, Robin Nuttall, Sebastian Leape | Source: McKinsey Quarterly | Subject: Management

It’s difficult to solve, simultaneously, for the interests of employees, communities, suppliers, the environment, customers, and shareholders. Tensions and trade-offs abound as we strive to align our business and societal goals; to integrate that identity into the heart of our organizations; and to deliver on our purpose, including its measurement, management, and communication.

Content: Quotation | Authors: Arne Gast, Bill Schaninger, Bruce Simpson, Nina Probst, Pablo Illanes | Source: McKinsey Quarterly | Subject: Management

The mindsets of great problem solvers are just as important as the methods they employ. A mindset that encourages curiosity, embraces imperfection, rewards a dragonfly-eye view of the problem, creates new data from experiments and collective intelligence, and drives action through compelling show-and-tell storytelling creates radical new possibilities under high levels of unpredictability.

Content: Article | Authors: Charles Conn, Robert McLean | Source: McKinsey Quarterly | Subjects: Personal Development, Productivity / Work Tips

We have to reengineer how we evaluate people, particularly in risky contexts. Rather than “you are your numbers,” take a holistic performance view. How do we make sure noble failures get rewarded and dumb luck does not?

Content: Quotation | Author: Chris Bradley | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior, Risk Management

Dan Lovallo is a professor who works in applying psychology on biases to management topics. A simple test he did at an investment bank showed that if you applied the CEO’s risk tolerance to all the investment decisions made at lower levels rather than the more junior decision makers’ risk tolerance, the decisions would have had a 32 percent better outcome. So, there is this … [ Read more ]

Content: Quotation | Author: Chris Bradley | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Risk Management, Strategy

If you want to really drive strategic change in your company, you should be its chief liquidity officer. You can’t move resources that aren’t liquid. In other words, you cannot reallocate if you don’t also de-allocate.

Content: Quotation | Author: Chris Bradley | Source: McKinsey Quarterly | Subjects: Management, Strategy

Often, we think the hard part of strategy is that we have to guess the future. I think the hard part of strategy is busting your own myths. The most important question a strategist can ask is, why do we make the money?

Content: Quotation | Author: Chris Bradley | Source: McKinsey Quarterly | Subject: Strategy

The harsh reality of the way we do strategic planning now is, there is a pot of money and we all compete for it. But when we did our research on companies that rose up the power curve, we found that it usually was not the whole company improving but one or two out of ten business units that disproportionately went up. It’s just a … [ Read more ]

Content: Quotation | Author: Chris Bradley | Source: McKinsey Quarterly | Subjects: Management, Strategy