Taking the Bias Out of Meetings
Managing bias effectively can help lessen the impact it has on your company’s strategy.
Content: Article | Authors: Dan P. Lovallo, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior
Dynamic Management: Better Decisions in Uncertain Times
Companies can’t predict the future, but they can build organizations that will survive and flourish under just about any possible future.
Content: Article | Author: Lowell Bryan | Source: McKinsey Quarterly | Subject: Management
Setting Value, Not Price
The first task is to map benefits versus price—as the customer sees them. Bear in mind that equal value doesn’t mean equal market share. The key decision: do you stay on the line of value equivalence, or get off?
Content: Article | Authors: Michael V. Marn, Ralf Leszinski | Source: McKinsey Quarterly | Subject: Pricing
Building a Better Income Statement
If neither companies nor investors find GAAP reported earnings useful, it’s clearly time for a new approach.
Content: Article | Authors: Ajay Jagannath, Tim Koller | Source: McKinsey Quarterly | Subjects: Accounting, Finance
Profitably Parting Ways: Getting More Value from Divestitures
Companies often struggle to capture the full value of a separation. Here’s how to do better.
Content: Article | Authors: David Fubini, Kim Thomas, Michael Park | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions
Value Maps
Competing in a Digital World: Four Lessons from the Software Industry
Software is becoming critical for almost every company’s performance. Executives should ask what they can learn from business models employed by software providers themselves—and consider the implications for their IT function.
Content: Article | Authors: Hugo Sarrazin, Johnson Sikes | Source: McKinsey Quarterly | Subjects: Business Model, Strategy
Making Time Management the Organization’s Priority
To stop wasting a finite resource, companies should tackle time problems systematically rather than leave them to individuals.
Content: Article | Authors: Aaron De Smet, Frankki Bevins | Source: McKinsey Quarterly | Subject: Productivity / Work Tips
Board Governance Depends on Where You Sit
William George, former CEO of Medtronic and a veteran of ten corporate boards, reflects on common governance pitfalls and how to overcome them.
Content: Article | Author: Bill George | Source: McKinsey Quarterly | Subject: Corporate Governance
Avoiding the Consensus-Earnings Trap
The promise of meeting or beating consensus estimates and the peril of missing them are profoundly overstated.
Content: Article | Authors: Abhishek Saxena, Rishi Raj, Tim Koller | Source: McKinsey Quarterly | Subject: Finance
Battle-Test Your Innovation Strategy
Leading companies use war games to focus better on their competitors, while improving the way they identify, shape, and seize opportunities to innovate.
Content: Article | Authors: Ari Kellen, John Horn, Marla M. Capozzi | Source: McKinsey Quarterly | Subjects: Innovation, Management, Strategy
How ‘Social Intelligence’ Can Guide Decisions
By offering decision makers rich real-time data, social media is giving some companies fresh strategic insight.
Content: Article | Authors: Estelle Métayer, Hugo Sarrazin, Martin Harrysson | Source: McKinsey Quarterly | Subject: Competitive Intelligence
Delivering Large-Scale IT Projects on Time, on Budget, and on Value
Large IT efforts often cost much more than planned; some can put the whole organization in jeopardy. The companies that defy these odds are the ones that master key dimensions that align IT and business value.
Content: Article | Authors: Jürgen Laartz, Michael Bloch, Sven Blumberg | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Project Management
Building Brands in Emerging Markets
Companies that harness word-of-mouth effects, emphasize in-store execution, and get their brands onto shoppers’ short lists for initial consideration are more likely to capture the loyalty of emerging-market consumers.
Content: Article | Authors: Jean-Frederic Kuentz, Jeongmin Seong, Yuval Atsmon | Source: McKinsey Quarterly | Subjects: International, Marketing / Sales
Facebook’s Sheryl Sandberg: ‘No One Can Have It All’
Coming to terms with that reality is invaluable for women trying to find fulfillment as both great leaders and great parents.
Content: Multimedia Content | Author: Sheryl Sandberg | Source: McKinsey Quarterly | Subject: Women in Business
Avoiding a Risk Premium that Unnecessarily Kills Your Project
Too high a discount rate can make good projects seem unattractive. How high is too high?
Content: Article | Authors: Marc H. Goedhart, Ryan Davies, Tim Koller | Source: McKinsey Quarterly | Subject: Finance
Beating the Odds in Market Entry
How to avoid the cognitive biases that undermine market entry decisions.
Content: Article | Authors: Dan P. Lovallo, John T. Horn, S. Patrick Viguerie | Source: McKinsey Quarterly | Subjects: Management, Strategy
Encouraging Your People to Take the Long View
Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance.
Content: Article | Authors: Matthew Pettigrew, Suzanne Heywood, Toby Gibbs | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior
Not Enough Comps for Valuation? Try Statistical Modeling
Traditional approaches rely on data from comparable businesses—but such data aren’t always available. Statistical modeling can broaden the comparison while controlling for differences.
Content: Article | Authors: Mimi James, Zane D. Williams | Source: McKinsey Quarterly | Subject: Finance
Overcoming a Bias Against Risk
Risk-averse midlevel managers making routine investment decisions can shift an entire company’s risk profile. An organization-wide stance toward risk can help.
Content: Article | Authors: Dan P. Lovallo, Tim Koller, Zane D. Williams | Source: McKinsey Quarterly | Subjects: Finance, Management, Organizational Behavior, Risk Management