1160 Posts found for Source: McKinsey Quarterly

What does it take to make a true performance leap? The authors of Strategy Beyond the Hockey Stick explain the key strategic levers their analysis has revealed, and how strongly you have to pull them.

Content: Article | Authors: Chris Bradley, Martin Hirt, Sean Brown, Sven Smit | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Strategy

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The CEO’s job is as difficult as it is important. Here is a guide to how the best CEOs think and act.

Content: Article | Authors: Carolyn Dewar, Martin Hirt, Scott Keller | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management

Around the world, women are paid at lower rates and wages than men and are less likely to be promoted. They also tend to work in different sectors. The implications are everyone’s business.

Content: Multimedia Content | Authors: Kweilin Ellingrud, Lareina Yee | Source: McKinsey Quarterly | Subject: Women in Business

Substantial changes to an operating model are often necessary to achieve an organization’s strategic objectives and deliver the promised value of a merger. Making these changes requires a thoughtful, leader-driven process to navigate the unique constraints and risks of the endeavor.

Content: Article | Authors: Caitlin Hewes, Kameron Kordestani, Olivier Rigaud, Rebecca Kaetzler | Source: McKinsey Quarterly | Subjects: Management, Mergers & Acquisitions, Organizational Behavior

Separating people-leadership tasks from day-to-day business leadership can help organizations strike a better balance between centralization and decentralization, reduce complexity, and embrace agility.

Content: Article | Authors: Aaron De Smet, Kirsten Weerda, Sarah Kleinman | Source: McKinsey Quarterly | Subject: Organizational Behavior

Structured problem solving can be used to address almost any complex challenge in business or public policy.

Content: Multimedia Content | Authors: Charles Conn, Hugo Sarrazin, Simon London | Source: McKinsey Quarterly | Subjects: Management, Personal Development, Productivity / Work Tips

For innovation initiatives to succeed, they must be staffed with the right combination of talent.

Content: Multimedia Content | Authors: Erik Roth, Matt Banholzer, Sean Brown | Source: McKinsey Quarterly | Subjects: Innovation, Organizational Behavior

Creating value from a merger is not easy. Acquirers that get it right start with an overlooked advantage: a healthy organization.

Content: Article | Authors: Andy MacLean, Becky Kaetzler, Kameron Kordestani | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

In Beyond Performance 2.0 (John Wiley & Sons, 2019), McKinsey senior partners Scott Keller and Bill Schaninger draw on their 40-plus years of combined experience, and on the most comprehensive research effort of its kind, to provide a practical and proven “how to” guide for leading successful large-scale change. This article, drawn from the book’s opening chapter, provides an overview of this approach and explains … [ Read more ]

Content: Article | Authors: Bill Schaninger, Scott Keller | Source: McKinsey Quarterly | Subject: Change Management

New analysis reveals corporate blind spots when it comes to driving growth.

Content: Article | Authors: Abhinav Goel, Kabir Ahuja, Kate Siegel | Source: McKinsey Quarterly | Subjects: Management, Strategy

Bringing advanced computing power and analytics capabilities to bear on people decisions in an organization is crucial to driving lasting and effective change.

Content: Multimedia Content | Authors: Bill Schaninger, Bryan Hancock, Simon London | Source: McKinsey Quarterly | Subject: Human Resources

Decision makers fed up with slow or subpar results take heart. Three practices can help improve decision making and convince skeptical business leaders that there is life after death by committee.

Content: Article | Authors: Aaron De Smet, Gregor Jost, Leigh Weiss | Source: McKinsey Quarterly | Subject: Decision Making

Some organizations worry that fostering innovation might jeopardize safety by introducing change, which many see as a source of risk. Our results, however, highlight the significance of line ownership: in our experience, one of the most effective bulwarks against accidents is the use of “near miss” programs, which encourage employees to identify hazardous situations and propose solutions before safety is jeopardized. Engaging employees in the … [ Read more ]

Content: Quotation | Authors: Brooke Weddle, Jean-Benoît Grégoire Rousseau, Randy Lim | Source: McKinsey Quarterly | Subject: Operations

To maximize deal value in a merger, focus on critical principles.

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

Failing fast and cheap doesn’t mean making bad decisions. It means complying within the constraints that you have, and learning how do you go faster or how do you test things faster. And then implementing the decisions properly.

Content: Quotation | Author: Ibrahim Gokcen | Source: McKinsey Quarterly | Subjects: Innovation, Management

New automation techniques can provide the first step toward continuous, tech-enabled redesign of critical operations—forming an intuitive ops-to-tech cycle in which tech improves ops, and vice versa.

Content: Article | Authors: Allen Weinberg, David Taylor, Federico Berruti | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Operations

We found through our research […] what drives perceived fairness in the performance-management process. One of the drivers of fairness is that you understand how what you’re working on fits in the bigger picture. […] The second driver of fairness is that there’s an ongoing component. “My manager has an ongoing conversation with me about how I’m doing, so I’m not surprised. I know what … [ Read more ]

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

When looking at artificial intelligence from the perspective of economics, we ask the same, single question that we ask with any technology: What does it reduce the cost of? Economists are good at taking the fun and wizardry out of technology and leaving us with this dry but illuminating question. The answer reveals why AI is so important relative to many other exciting technologies. AI … [ Read more ]

Content: Quotation | Author: Ajay Agrawal | Source: McKinsey Quarterly | Subjects: Economics, IT / Technology / E-Business

Write stuff down. Anybody that’s making repeated forecasts, there should be a record. If you have a record, then you can go back. This takes some patience. But keeping track will bring people down to earth.

Content: Quotation | Author: Richard H. Thaler | Source: McKinsey Quarterly | Subject: Management