About Scott

Scott leads McKinsey’s work in transformational change in the Americas. He has worked with CEOs and top teams to deliver substantial improvements in clients’ revenue, share prices, and customer satisfaction. At the same time, he has helped clients to strengthen employee engagement and cost efficiencies, reducing employee turnover, and deepening collaboration across businesses.

Scott regularly hosts CEO roundtables on leadership and change management, including at McKinsey’s Leadership Retreat and at the World Economic Forum.

Outside of McKinsey, Scott is a co-founder and board member of Digital Divide Data (DDD), a social enterprise that utilizes a sustainable IT service model to benefit some of the world’s most disadvantaged. DDD was ranked by Fast Company magazine as a global Top Innovator.

Published work

Increasing the meaning quotient of work,” McKinsey Quarterly, January 2013

Social pressure is a better motivator than money,” HBR Blog Network, September 2012

How to get senior leaders to change,” HBR Blog Network, June 2012

Increase your team’s motivation five-fold,” HBR Blog Network, April 2012

Change your employees’ minds, change your business,” HBR Blog Network, March 2012

Three steps to a high performance culture,” HBR Blog Network, January 2012

Four motivation mistakes leaders make,” HBR Blog Network, October 2011

Four ways to lead a successful transformation,” HBR Blog Network, September 2011

Five questions that should shape any change program,” HBR Blog Network, December 2011

Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Wiley, 2011

The irrational side of change management,”McKinsey Quarterly, 2009

The CEO's role in leading transformation,”McKinsey Quarterly, 2007

Education

University of Notre Dame
MBA, international business

University of Notre Dame
BS, mechanical engineering