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How can an organization be set up to inspire people to higher performance?
How can it build a pipeline of future leaders? How can it be designed to reflect
the company's strategic priorities? Shaping answers to such questions of
organization is a critical task for today's leaders. Succeeding with it, our
research suggests, requires some critical disciplines. One is to base
organizational decisions on facts—for the evidence is available.
Another is to configure the organization not just for near-term performance but
for longer-term institutional health. This is our work: to help executives
better understand their organizations, shape programs to strengthen them, and so
unlock value.
Read full executive insight 
 | | | How Remarkable Women Lead: The Breakthrough Model for Work and Life | | | For today's challenging times, this new book by Joanna Barsh and Susie Cranston unlocks what makes a remarkable leader and uses compelling stories to show the path for getting there through the model of Centered Leadership. | | Read more |
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| | | Unlocking the potential of frontline managers | | McKinsey Quarterly, August 2009
Instead of administrative work and meetings, they should focus on coaching their employees and on constantly improving quality. | | Read more on McKinsey Quarterly site |
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| | | Leadership lessons for hard times | | McKinsey Quarterly, July 2009
A series of interviews with 14 CEOs and chairmen of major companies sheds light on the foundations of corporate leadership. | | Read more on McKinsey Quarterly site |
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| | | Identifying employee skill gaps | | McKinsey Quarterly, May 2009
Employees’ own assessments of their learning needs can lead to more effective training programs. | | Read more on McKinsey Quarterly site |
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| | | Improving performance at state-owned enterprises | | McKinsey Quarterly, May 2009
Public-sector companies can match the performance of their private-sector counterparts and even become world-class players. | | Read more on McKinsey Quarterly site |
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| | | Voices on transformation 3: Insights from business leaders on how to manage successful change | | | In this third Voices publication, six interviews with senior executives reveal four specific themes that have been tied to their success: energy and involvement throughout the organization; clear, stretch targets; strong, visible leadership from the top; and a clear structure for change. Companies using all four design themes in transformation efforts succeed more than 80 percent of the time. | Launch this article (PDF - 2.17 MB) |
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| | | Organizational change in a crisis: moving quickly and thinking long term | | | Companies that develop the right performance transformation strategy to manage a crisis can make themselves stronger for the long term. In crises such as the current one, most companies have to make significant organizational changes quickly to survive and prosper. Many make them purely on a tactical, short-term basis. This approach may be appropriate if the situation is truly dire—if there is a risk of not meeting the payroll, for example. Most companies, though, can and should think beyond the next few months. By making good use of the pressure a crisis creates, they can not only survive but also emerge in positions of strength. | | Launch this article (PDF - 2.08 MB) |
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| | | The Inconvenient Truth About Change Management: why it isn't working and what to do about it | | Change programs have a higher chance of success if a number of counterintuitive insights that take into account the irrational but predictable nature of how employees interpret their environment and choose to act, are taken into account.
Launch this article (PDF - 626 KB) | | Read more on McKinsey Quarterly site |
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| | | From lean to lasting: Making operational improvements stick | | McKinsey Quarterly, November 2008
By focusing on the "soft" side of lean and Six Sigma initiatives, leading global companies gain substantial, scalable, and sustainable advantages.
| | Read more on McKinsey Quarterly site |
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| | | Centered leadership: How talented women thrive | | McKinsey Quarterly, September 2008
A new approach to leadership can help women become more self-confident and effective business leaders.
| | Read more on McKinsey Quarterly site |
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| | | Creating organizational transformations: McKinsey Global Survey results | | McKinsey Quarterly, August 2008
If organizational transformations are to succeed, change can't be thought of as a single, standardized process.
| | Read more on McKinsey Quarterly site |
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| | | Why multinationals struggle to manage talent | | McKinsey Quarterly, May 2008
A survey shows a strong correlation between financial performance and best practices for managing talent globally.
| | Read more on McKinsey Quarterly site |
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| | | Cracking the complexity code | | McKinsey Quarterly, May 2007
There are two types of complexity. Understanding where to intervene is the key to managing them to create value. | | Read more on McKinsey Quarterly site |
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| | | Anatomy of a healthy corporation: How can business leaders embed "healthy" thinking in the organization? | | McKinsey Quarterly, May 2007
How can business leaders embed "healthy" thinking in the organization? | | Read more on McKinsey Quarterly site |
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| | | Better strategy through organizational design | | McKinsey Quarterly, May 2007
Redesigning an organization to take advantage of today's sources of wealth creation isn't easy, but there can be no better use of a CEO's time. | | Read more on McKinsey Quarterly site |
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| | | The elusive art of postmerger leadership | | McKinsey Quarterly, November 2006
Mergers that appear to be successful in the short term often destroy value later on. By concentrating on five issues, CEOs and top teams can increase the odds of a genuinely happy ending. | | Read more on McKinsey Quarterly site |
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