The value of centered leadership

The five key capabilities that make up centered leadership—used together—are important predictors of executives' satisfaction with their leadership performance and their life overall.

Increasing the meaning quotient of work
article | McKinsey Quarterly

Increasing the ‘meaning quotient’ of work

January 2013—Through a few simple techniques, executives can boost workplace “MQ” and inspire employees to perform at their peak.more

Making internal collaboration work An interview with Don Tapscott
article

Making internal collaboration work: An interview with Don Tapscott

January 2013—The author and strategist describes why effective knowledge management within enterprises requires replacing e-mail with social media.more

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Making time management the organizations priority
article | McKinsey Quarterly

Making time management the organization’s priority

January 2013—To stop wasting a finite resource, companies should tackle time problems systematically rather than leave them to individuals.more

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A personal approach to organizational time management
article | McKinsey Quarterly

A personal approach to organizational time management

January 2013—Improving the fit between the priorities of managers, their direct reports, and their supervisors—all the way up to the CEO—is a good place to start.more

Why the human capital function still has far to go
report | McKinsey and The Conference Board

The State of Human Capital 2012—Why the human capital function still has far to go

The Human Capital (HC) function has come a long way in the last 10 years. Yet, it faces a false summit. Increasing globalization, technological changes and tough economic conditions have introduced a new set of strategic HC challenges. Creating the HC organization that can tackle these challenges is the next frontier.

Encouraging your people to take the long view
article | McKinsey Quarterly

Encouraging your people to take the long view

September 2012—Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance.more

The global companys challenge
article | McKinsey Quarterly

The global company’s challenge

June 2012—As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risks.more

Developing global leaders
article | McKinsey Quarterly

Developing global leaders

June 2012—Companies must cultivate leaders for global markets. Dispelling five common myths about globalization is a good place to start.more

How multinationals can attract the talent they need
article | McKinsey Quarterly

How multinationals can attract the talent they need

June 2012—Competition for talent in emerging markets is heating up. Global companies should groom local highfliers—and actively encourage more managers to leave home.more

Organizing for an emerging world
article | McKinsey Quarterly

Organizing for an emerging world

June 2012—The structures, processes, and communications approaches of many far-flung businesses have been stretched to the breaking point. Here are some ideas for relieving the strains.more

Managing at global scale McKinsey Global Survey results
survey

Managing at global scale: McKinsey Global Survey results

June 2012—Executives at global companies are satisfied with their organizations’ overall capabilities, but see room to improve in innovation and motivation. Better leaders are the key.more

Leading in the 21st century
article | McKinsey Quarterly

Leading in the 21st century

June 2012—Six global leaders confront the personal and professional challenges of a new era of uncertainty.more

Women matter Asia
report

Women matter: An Asia perspective

Business conditions in Asia are now dictating that CEOs turn their attention to gender diversity.

Perspectives on global organizations
compendium

Perspectives on global organizations

This collection of articles highlights how innovative companies are using new models, different ways of thinking, and the latest technologies to manage the increasingly complex challenges of global footprints.more

Unlocking the full potential of women at work
report

Unlocking the full potential of women at work

Our latest research, produced for the Wall Street Journal’s Task Force for Women in the Economy, draws on the experience of 60 companies to identify the ways in which organizations are advancing female executives—and the barriers that remain.more

Developing better change leaders
article | McKinsey Quarterly

Developing better change leaders

April 2012—Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.more

Listening to employees The Beyond Bureaucracy M-Prize winners
article

Listening to employees: The ‘Beyond Bureaucracy’ M-Prize winners

March 2012—Seven winning entries in a contest McKinsey cosponsored with Gary Hamel’s Management Innovation eXchange (MIX) and Harvard Business Review reveal executive thinking on the importance of engaging employees in an open and realistic way. more

Women Matter
report

Women matter

Many companies are making serious efforts to improve the number of women in top jobs. Some detect progress. But others say change is frustratingly slow. This report looks at what companies can do to make a breakthrough.more

Unlocking the full potential of women in the US economy
article

Unlocking the full potential of women in the US economy

By helping more women make the transition from middle management to senior roles, companies could substantially improve the odds of achieving real gender diversity all the way to the top. more

Voices on transformation
report

Voices on transformation 4

Insights from business leaders in creating lasting change.

Three steps to building a better top team
article | McKinsey Quarterly

Three steps to building a better top team

February 2011—When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.more

Putting organizational complexity in its place
article

Putting organizational complexity in its place

May 2010—Not all complexity is bad for business—but executives don’t always know what kind their company has. They should understand what creates complexity for most employees, remove what doesn’t add value, and channel the rest to employees who can handle it effectively.more

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Retaining key employees in times of change
article | McKinsey Quarterly

Retaining key employees in times of change

August 2010—Many companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution.more

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