Knowledge Archive

Pitfalls to Avoid When You Inherit a Team
Harvard Business Review, July 6, 2015, Liane Davey
Taking over as the leader of an existing team can be daunting. The team’s response to your new processes or style can make you feel a little like the evil stepmother who’s stepped into their formerly happy lives. Your team was once someone else’s team. They’ve developed habits in response to the preferences of the previous leader. Adjusting those habits is going to be challenging, but there are... Read more »
McKinsey, June 1, 2015, James Manyika, San Francisco | Michael Chui, San Francisco | Peter Bisson, Stamford | Jonathan Woetzel, Shanghai | Richard Dobbs, London | Jacques Bughin, Brussels | Dan Aharonm, New York
In Brief The Internet of Things—digitizing the physical world—has received enormous attention. In this research, the McKinsey Global Institute set out to look beyond the hype to understand exactly how IoT technology can create real economic value. Our central finding is that the hype may actually understate the full potential of the Internet of Things—but that capturing the maximum benefits... Read more »
McKinsey, January 1, 2015, Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan
New research suggests that the secret to developing effective leaders is to encourage four types of behavior. Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue... Read more »
Lonergan Partners, October 20, 2014, Mark Lonergan
A Profile of Silicon Valley Tech CEOs
The Silicon Valley seems like the engine for growth in the US economy. According to the 2014 Silicon Valley Index, this area leads the nation in IPOs, patents registered, venture capital and angel investment, as well as leading the nation in income and high growth/high wage jobs. Many of the newest global technology wins such as Facebook, Twitter, and LinkedIn all have headquarters here.... Read more »
McKinsey, March 1, 2014, Doug Yakola
  Even good managers can miss the early signs of distress, says McKinsey’s Doug Yakola, who’s been running recovery programs for 20 years. The first step is to acknowledge there’s a problem. “I’ve seen my share of boiled frogs,” says Doug Yakola, comparing companies in crisis with the metaphorical frog that doesn’t notice the water it’s in is warming up until it’s too late. As the chief... Read more »

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