1160 Posts found for Source: McKinsey Quarterly

We’ve done a lot of research around what really makes for a high-performance innovation team. What we’ve found is that, if you go to Silicon Valley or Berlin or Singapore or Israel and look for the entrepreneurs—individual founders—they overweight slightly on the vision and the collaborations and underweight slightly on the execution and learning. But again, it depends on the individual.

But in a corporate environment, … [ Read more ]

Content: Quotation | Author: Erik Roth | Source: McKinsey Quarterly | Subjects: Innovation, Organizational Behavior

One of the questions we often get asked is, “How do I get the best innovation talent into my organization?” It’s an interesting question because of course we all want to find the most talented individuals and the most high-performing individuals to drive some of our most important endeavors.

But as we look at innovation, what we’re finding is there just aren’t that many people who … [ Read more ]

Content: Quotation | Author: Erik Roth | Source: McKinsey Quarterly | Subject: Innovation

Improve the odds of a successful business transformation by going “all in” to kick-start performance and remake your portfolio.

Content: Article | Authors: Chris Bradley, Marc de Jong, Wesley Walden | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Strategy

This content is restricted to site members. Please log in or register

To catalyze breakthrough growth, leaders must set bold aspirations, make tough choices, and mobilize resources at scale.

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

Getting your environmental, social, and governance (ESG) proposition right links to higher value creation. Here’s why.

Content: Article | Authors: Robin Nuttall, Tim Koller, Witold Henisz | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

Multiple studies have indicated the degree to which business leaders are loath to kill projects. One such study developed by IESE Business School Professor Luis Huete found that companies and individuals that have had a track record of success have a harder time killing projects, because they carry with them an ingrained belief that they can turn everything into gold, so long as everyone works … [ Read more ]

Content: Quotation | Authors: Dan P. Lovallo, J. André de Barros Teixeira, Tim Koller | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

New research shows that companies that know how to shift critical resources where and when they’re needed share common traits. Rigor is the first one.

Content: Article | Authors: Massimo Garbuio, Tim Koller, Zane Williams | Source: McKinsey Quarterly | Subjects: Finance, Management

Many workplaces are characterized by competing agendas and conflict (no alignment on direction), by politics and bureaucracy (low quality of execution), and by the corrosive idea that work is “just a job” (a low sense of renewal). These aren’t just unhealthy for companies that want to deliver sustainable bottom-line results—they are unhealthy for the human soul. […] Healthy organizations, by contrast, unleash our potential and … [ Read more ]

Content: Quotation | Authors: Bill Schaninger, Scott Keller | Source: McKinsey Quarterly | Subject: Organizational Behavior

Performance is what an enterprise does to deliver improved financial and operational results for its stakeholders. Companies evaluate their performance through financial and operational metrics such as net operating profit, returns on capital employed, total shareholder returns, net operating costs, and stock turn (and the relevant equivalents in not-for-profit and service industries). By contrast, health describes how effectively people work together to pursue a common … [ Read more ]

Content: Quotation | Authors: Bill Schaninger, Scott Keller | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

New research confirms that companies that regularly and systematically pursue moderately sized M&A deliver better shareholder returns than companies that don’t.

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

We’ve seen one of the interesting challenges is around performance management and a sense of who’s actually successful. How do we know how well they’re doing? When you can count widgets sold or airplane engines sold, you get it. You can look at margin and things like that. But for these more complicated roles, you say, “Well, who’s good?” You get some really squishy answers … [ Read more ]

Content: Quotation | Author: Bill Schaninger | Source: McKinsey Quarterly | Subject: Human Resources

We make decisions every day about who we hire, how we deploy them, what teams we put them in, what we have them working on. Then we sit in judgment of their performances. Every one of those decisions can be made better with data. Not all those decisions are equally important, so you don’t have to bring it to bear in all of them, but … [ Read more ]

Content: Quotation | Author: Bill Schaninger | Source: McKinsey Quarterly | Subjects: Human Resources, IT / Technology / E-Business

CEOs who pivot to a longer view of health and performance make the right moves for their companies, though it’s sometimes their successors who reap the rewards.

Content: Article | Authors: Kurt Strovink, Michael Birshan, Thomas Meakin | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management

One asset that a lot of large organizations have is the history they have in the category. As much as that can sometimes lead to conventional wisdom and stale thinking setting in, it also can be this enormous treasure trove of actually having tracked what worked. What didn’t work? Why didn’t it work? If those organizations could get more disciplined around postmortems and tracking that … [ Read more ]

Content: Quotation | Author: Brian Quinn | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

I see this dichotomy of conflict between what companies think of as their organic or internal innovation engine and their external innovation engine. As opposed to seeing that as all part of one seamless system where at every step I may have the initial inkling of the opportunity. I’ve identified this very valuable problem. I’ve got an initial concept. The first scan should be, actually … [ Read more ]

Content: Quotation | Author: Brian Quinn | Source: McKinsey Quarterly | Subject: Innovation

At the start of a typical integration effort, the integration team uses the deal model and due-diligence results to identify opportunities and set synergy targets. But financial due diligence is seldom deep or exhaustive enough to provide a solid foundation for maximizing value because the effort focuses on justifying the deal, not on creating value (in other words, “figure out what to pay for the … [ Read more ]

Content: Quotation | Authors: Greg Gryzwa, Max Floetotto, Milind Sachdeva, Oliver Engert, Patryk Strojny | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

Put an end to the costly workplace isolation experienced by many women by clustering them on teams and improving the promotion process.

Content: Article | Authors: Kevin Sneader, Lareina Yee | Source: McKinsey Quarterly | Subjects: Human Resources, Women in Business

We like to say that organizational health is composed of three things. One is how well the organization aligns around a common strategy. Two, how the strategy then translates down into the work environment—how well the organization executes against its strategy and its ambition. Three is how well it renews itself over time, which basically means two things: one, looking outside, staying in tune with … [ Read more ]

Content: Quotation | Author: Brooke Weddle | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

This content is restricted to site members. Please log in or register