Since joining McKinsey in 2000, Bill has focused his work on driving large-scale organizational and cultural change for diverse clients across North America, Europe, and the Middle East. An expert on the role of culture, values, and leadership in improving business outcomes, he helps top executives enhance organization-wide management effectiveness.
In his advisory work, Bill has helped CEOs, government ministers, and other top executives assess organizational health and lead initiatives to improve it. He also brings strong experience in strategic human resources, helping organizations understand how to create world-class talent systems and winning workforce dynamics.
Examples of his work include:
leading a transformational change initiative for the CEO of a Gulf Coast chemical manufacturer, delivering more than $100 million in performance improvements in 18 months
- evaluating leadership culture and performance at a a global refining company and designing and implementing a program to build leadership skills and mind-sets to ensure successful and sustainable behavior change
- developing an employee value proposition and communication initiatives to drive a major petroleum organization’s large-scale transformation
- helping develop a change management strategy to support a health care system’s transition to a national electronic health record
- redesigning the human resources functions of several international organizations
“Power to the new people analytics,” McKinsey Quarterly, March 2015
Aaron De Smet, Bill Schaninger, and Matthew Smith, “The hidden value of organizational health—and how to capture it,” McKinsey Quarterly, April 2014
Bill Schaninger et al, Assessing cultural compatibility: A McKinsey perspective on getting practical about culture in M&A, McKinsey & Company, June 2010 (PDF–327 KB)
Bill Schaninger et al, Improving worker performance in the US government, McKinsey & Company, November 2009
PhD, organizational analysis and change
MS, human resources management