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You searched for the string: "McKinsey articles" found 7 results
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LEADERSHIP: YOUR KEY TO ORGANISATIONAL AGILITY
published: 2010-02-22
What would you give to achieve higher revenues, more satisfied customers and employees, improved operational efficiency and a faster time to market? That's what Donald Sull of McKinsey & Company offers if you achieve organisational agility. He defines it as identifying and capturing opportunities more quickly than your rivals. He quotes the heightened volatility of recent decades - and the acceleration during the GFC. But, what does this mean for you as a leader? Here are some thoughts.
LEADERSHIP: FUTURE-FIGHTING, NOT FIRE-FIGHTING
published: 2010-03-29
"Harmony has tremendous appeal. Yet a good leader still asks how the business can do better. And, a great leader fights for what he or she believes in." This edited quote from a recent HBR article* urges us all to strive for what's game-defining, not what's marginal. Where do you and your team spend time: on operational fights with few serious implications; or, strategic challenges that can transform the business? The authors offer three checks of fight-worthiness - outlined below.
LEADERSHIP: BEING GOOD AT WHAT YOU DO
published: 2008-02-11
Richard Rumelt’s CV includes conquering both mountains and new territory in business thinking. In the latter, from an analytical base, he’s disproved many old assumptions. One of his most notable findings is as follows: being in the right industry does matter, but being good at what you do matters a lot more – regardless of your industry.
LEADERSHIP: INVESTING AND RESOURCING WISELY
published: 2008-01-21
“Most of business is about placing bets – allocating resources – and making them pay off.” So begins the McKinsey report of its 2007 global survey on resource allocation. But, the good news is balanced by bad. Taking account of sound financial criteria, proven business performance and potential for value creation are reported as leading to good investment outcomes. However, excessive optimism, risk aversion and behind-the-scenes lobbying can darken the picture. Real life is truly real – and at times grubby.
LEADERSHIP: MOBILISES TALENT AND KNOWLEDGE
published: 2008-02-04
“The formal structures of companies, as manifested in their organisational charts, don’t explain how most of their real day-to-day work gets done.” That’s what the authors of a recent article claim; and, many would agree. But, being consultants, they have a solution. Establish “formal networks” – and more about these below. But, let’s keep it simple. Why not appoint more appropriate leaders to run the company as it’s already structured?
LEADERSHIP: TESTING YOUR GUT INSTINCTS
published: 2010-07-05
What do these four statements have in common: I always exclude my own interests from business decisions; I exercise a strong sense of objectivity; I’ve learnt to proceed slowly and not rush decisions; unsurprisingly, the record shows I make good ones? The first link is lack of self-awareness – assuming I believe them. More importantly, as the authors of a recent article argue, there’s need for psychological checks to keep us honest – and out of trouble. Here’s how.
LEADERSHIP: WHEN YOU’RE NEWLY APPOINTED
published: 2010-08-09
If you’ve just been promoted, you might want to read “Letter to a newly appointed CEO” by Ian Davis, a former Managing Director of McKinsey & Co. It’s a practical checklist whatever your seniority – and even if you’ve been in your role for some time. When did you last re-think your priorities: what to do more of and what less? How to allocate your time? I bet if I asked your colleagues they’d have some suggestions. Why not get in first? Here’s a summary of Davis’s ten points plus some comments.