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Organisation

McKinsey’s London office is home to a large community of practitioners with special expertise in all facets of organisational health and performance. We help our clients master change and manage people better, and so create enduring value from turnarounds, reorganizations and mergers.

The London office also houses one of the Organisation Practice’s numerous hubs where teams of analytical and diagnostic specialists assist clients in assessing their current performance and mapping their particular journey to achieve long-term improvements in their organisation’s health by using our Organisational Health Index and other diagnostic tools.

Three things define our approach. First, we bring analytical rigour to the science of organisation, using facts and benchmarks to define the scope of an opportunity and measure results. Second, every effort to strengthen organisations is integrated with the business imperatives of executing strategy, improving operations and meeting customer needs. Third, we focus not just on boosting short-term results but on building organisational health: the capabilities and qualities that underpin sustained performance.

Our consultants and practice-dedicated staff number over 40 and bring deep knowledge and experience in one or more of our key areas of focus: transformational change, merger management, human capital and organisation design. We serve a client base spanning the private and public sectors, social sector and NGOs, and we are actively involved in serving non-profit organisations through our pro bono work.

London’s Organisation Practice maintains close relationships with academic communities in Oxford, London and Bath.

To learn more about our expertise, visit our global Organisation Practice site.

Latest thinking

Why the human capital function still has far to go
report

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 past ten years. Yet it faces a false summit. Increasing globalisation, technological changes and tough economic conditions have introduced a new set of strategic challenges. Creating the HC organization that can tackle them is the next frontier.

The global company’s challenge
article | McKinsey Quarterly

The global company’s challenge

As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risk.

Developing global leaders
article | McKinsey Quarterly

Developing global leaders

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

Meet our people

Dennis Layton

Dennis Layton

Principal

Focuses on the strategic, operational and organisational issues associated with services businesses, with deep expertise in performance transformation

Suzanne Heywood

Suzanne Heywood

Principal

Works with clients to strengthen their organisational structures, processes, governance and performance management, enabling them to deliver their strategies and reduce costs and complexity