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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.
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 | | | A talent shortage for European banks | | The McKinsey Quarterly, July 2008
A shortage of strong internal candidates for critical positions will force European banks to overhaul their talent-management efforts in order to stay competitive and ensure strong growth. | | Read more on the McKinsey Quarterly site |
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| | | How to address China's growing talent shortage | | The McKinsey Quarterly, May 2008
The imbalance between business opportunities in China and qualified executives to manage them will get worse—a lot worse—before it gets better. | | Read more on the McKinsey Quarterly site |
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| | | The multilocal challenge: Managing cross-border functions | | The McKinsey Quarterly, March 2008
Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability. | | Read more on the McKinsey Quarterly site |
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| | | Making talent a strategic priority | | The McKinsey Quarterly, January 2008
The War for Talent never ended. Executives must constantly rethink the way their companies plan to attract, motivate, and retain employees. | | Read more on the McKinsey Quarterly site |
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| | | The organizational challenges of global trends: A McKinsey global survey | | The McKinsey Quarterly, December 2007
Executives know that their companies must come up with the right organizational response to maintain a competitive edge. | | Read more on the McKinsey Quarterly site |
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| | | Driving radical change | | The McKinsey Quarterly, November 2007
Transforming an organization requires clearly articulated aspirations as well as the ability to generate energy and new ideas. | | Read more on the McKinsey Quarterly site |
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| | | The link between profits and organizational performance | | The McKinsey Quarterly, August 2007
McKinsey research indicates that organizational and financial performance are strongly related. | | Read more on the McKinsey Quarterly site |
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| | | Cracking the complexity code | | The 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 the McKinsey Quarterly site |
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| | | Anatomy of a healthy corporation: How can business leaders embed "healthy" thinking in the organization? | | The McKinsey Quarterly, May 2007
How can business leaders embed "healthy" thinking in the organization? | | Read more on the McKinsey Quarterly site |
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| | | Better strategy through organizational design | | The 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 the McKinsey Quarterly site |
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| | | The elusive art of postmerger leadership | | The 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 the McKinsey Quarterly site |
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