Knowledge Archive

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 »
McKinsey, February 1, 2013, William George
William George, former CEO of Medtronic and a veteran of ten corporate boards, reflects on common governance pitfalls and how to overcome them.
Board governance is frequently discussed and often misunderstood. In this article, I offer an insider’s perspective on the topic. Over the years, I have had the privilege of serving on ten corporate boards, as well as being chairman and CEO of Medtronic, chairman only, and CEO only. I have also observed dozens of boards from outside the boardroom and engaged in numerous confidential conversations... Read more »
CEO Perspectives
The Economist, February 1, 2013, Multiple authors. Report sponsored by IBM and Oracle.
How HR can take on a bigger role in driving growth
About this report CEO perspectives: How HR can take on a bigger role in driving growth is an Economist Intelligence Unit report, sponsored by IBM and Oracle. It investigates whether the HR function is forging a close and robust relationship with the CEO. It also explores the nature of these working relationships,how they have been affected by the economic downturn and how they vary across... Read more »
McKinsey, November 28, 2011, Marco Gardini, Giovanni Giuliani, Marco Marricchi
When implementing an organization-wide transformation, focus your efforts on the most connected employees to help generate momentum and accelerate impact.
Changing an entire large organization is never easy; only about a third of all such transformations succeed. One problem many organizations run into as they implement a change program is faltering momentum because employees just don’t change the way they work. Sometimes they don’t want to, and sometimes the reason is a poorly structured plan that makes change harder. Our recent experience at a... Read more »
McKinsey, October 1, 2011, Brad Brown, Johnson Sikes
CEOs should shake up the technology debate to ensure that they capture the upside of technology-driven threats. Here’s how.
The CEO of a leading consumer goods company was unhappy with his CIO. An important competitor was gaining market share at a disquieting pace by using social media and data analysis to target customers more effectively. When asked about these developments, the CIO outlined some potential responses, but he didn’t follow through on them. Instead, according to the CEO, the CIO remained preoccupied... Read more »


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