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, Michael Chui, James Manyika
Radical customization, constant experimentation, and novel business models will be new hallmarks of competition as companies capture and analyze huge volumes of data. Here’s what you should know.
The top marketing executive at a sizable US retailer recently found herself perplexed by the sales reports she was getting. A major competitor was steadily gaining market share across a range of profitable segments. Despite a counterpunch that combined online promotions with merchandizing improvements, her company kept losing ground. When the executive convened a group of senior leaders to... Read more »


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