1160 Posts found for Source: McKinsey Quarterly

Directors report that they have a greater impact as they move beyond the basics.

Content: Article | Authors: Chinta Bhagat, Conor Kehoe | Source: McKinsey Quarterly | Subject: Corporate Governance

Infrastructure functions can reduce costs and improve service delivery through better demand management.

Content: Article | Authors: Himanshu Agarwal, Irina Starikova, Leandro Santos | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

Anyone who pulls the organization in new directions must look inward as well as outward.

Content: Article | Authors: Erica Ariel Fox, Nate Boaz | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior, Personal Development

In his book The Will to Lead, Marvin Bower urges senior managers to abandon command-and-control structures and adopt a program to develop leaders, starting with themselves. In this excerpt, he explores the attributes of leadership.

Editor’s Note: for someone of the author’s experience and reputation, I expected more from this piece. I am not saying there isn’t anything of value, but much of it is … [ Read more ]

Content: Article | Author: Marvin Bower | Source: McKinsey Quarterly | Subjects: Leadership, Management, Organizational Behavior

Increase your likelihood of developing effective strategies through an approach that’s thorough, action-oriented, and comfortable with debate and ambiguity.

Content: Article | Authors: Angus Dawson, Antoine Montard, Chris Bradley | Source: McKinsey Quarterly | Subject: Strategy

Most measurements of performance are geared to the needs of 20th-century manufacturing companies. Times have changed. Metrics must change as well.

Content: Article | Author: Lowell Bryan | Source: McKinsey Quarterly | Subject: Management

These tested ideas can help organizations overcome inertia and implement their strategies more effectively.

Content: Article | Authors: Marja Engel, Michael Birshan, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Strategy

New research shows that actively reallocating corporate resources is even more important in a downturn than it is in good times.

Content: Article | Authors: Devesh Mittal, Mladen Fruk, Stephen Hall | Source: McKinsey Quarterly | Subject: Management

A systematic scan of the economic-profit performance of nearly 3,000 global companies yields fresh insight about where and how to compete.

Content: Article | Authors: Angus Dawson, Chris Bradley, Sven Smit | Source: McKinsey Quarterly | Subjects: Management, Strategy

Stanford’s Chip Heath and McKinsey’s Olivier Sibony discuss new research, fresh frameworks, and practical tools for decision makers.

Content: Thought Leader | Authors: Chip Heath, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Personal Development, Productivity / Work Tips

Treating M&A as a strategic capability can give companies an edge that their peers will struggle to replicate.

Content: Article | Authors: Andy West, Cristina Ferrer, Robert Uhlaner | Source: McKinsey Quarterly | Subjects: Mergers & Acquisitions, Strategy

Board members should raise nine critical questions when discussing technology strategy with IT and business managers.

Content: Article | Author: Paul Willmott | Source: McKinsey Quarterly | Subjects: Corporate Governance, IT / Technology / E-Business

People make decisions—often in very different ways. Learn more about five distinct styles and the preferences that shape them.

Content: Article | Authors: Dan P. Lovallo, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Personal Development, Productivity / Work Tips

Active involvement can help companies capture more value—and develop a competitive advantage in deal making.

Content: Article | Authors: Bill Huyett, Chinta Bhagat | Source: McKinsey Quarterly | Subjects: Corporate Governance, Mergers & Acquisitions

By encouraging employees to both seek and provide help, rewarding givers, and screening out takers, companies can reap significant and lasting benefits.

Content: Article | Author: Adam Grant | Source: McKinsey Quarterly | Subject: Organizational Behavior

Tricky problems must be shaped before they can be solved. To start that process, and stimulate novel thinking, leaders should look through multiple lenses.

Content: Article | Authors: Mihnea Moldoveanu, Olivier Leclerc | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Personal Development, Productivity / Work Tips

Companies must incorporate interaction with stakeholders into decision making at every level of the organization.

Content: Article | Authors: John Browne, Robin Nuttall | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

Wharton School professor Michael Useem scopes out the leadership challenges facing executives today.

Content: Thought Leader | Authors: Bill Javetski, Michael Useem | Source: McKinsey Quarterly | Subject: Leadership

Boards are starting to guide management by asking the right questions about technology.

Content: Article | Authors: Brad Brown, Johnson Sikes, Michael Bloch | Source: McKinsey Quarterly | Subjects: Corporate Governance, IT / Technology / E-Business

Many companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution.

Content: Article | Authors: Emily Lawson, Matthew Guthridge, Sabine Cosack | Source: McKinsey Quarterly | Subject: Human Resources