About Aaron

Aaron counsels leadership teams as they transform their organizations to improve performance, organizational health, speed, and agility. He is also an expert on organizational design, corporate culture, leadership development, team effectiveness, capability building, and transformational change.

Much of Aaron’s work focuses on helping large distributed organizations to achieve growth, innovation, productivity, and organizational agility. He serves clients across several industries, including agriculture, biotechnology, chemicals, energy, financial services, and healthcare.

Examples of Aaron’s recent client work include the following:

  • helping a Fortune 50 healthcare company to improve its organizational health and agility, including culture change, governance, and decision making, as well as upskilling leadership capabilities, as part of a new operating model and restructuring plan to drive significant growth in existing and new segments
  • simplifying and flattening the organizational structure of a large financial-services institution to improve its productivity, efficiency, decision making, and employee engagement
  • developing agile processes for a product-line organization at a global chemical company— overhauling the structure and business processes, upgrading talent and capabilities, and streamlining decision making and governance—which delivered lower costs and double-digit revenue growth
  • helping to architect and execute a major operational and cultural transformation in a global manufacturing organization to improve its operational performance (reliability, costs, and quality) significantly
  • turning around the performance and culture of a petrochemical-manufacturing plant on the verge of being shut down
  • leading a cross-functional team of executives at a large pharmaceutical and consumer health-products company to build strategic resilience into critical operations

Aaron, who writes frequently about organizational topics, has published many articles in McKinsey Quarterly and elsewhere. He is a member of the master faculty of the Change Leaders Forum and of the Organizational Agility Forum, which he helped establish. He has also led McKinsey’s thinking on organizational health and was on the teams that developed the Organizational Health Index (OHI), OrgLab, and Influencer.

Before joining McKinsey, Aaron worked at several other consultancies, as an independent consultant, and served as a research associate at the Institute for Behavior Resources. He has a PhD in social and organizational psychology from Columbia University, where he specialized in organizational dynamics, culture, human-resource management, leadership effectiveness, and strategic change.

Podcasts

Decision making in your organization: Cutting through the clutter,” McKinsey Quarterly, January 2018

Reorganization rules that work,” McKinsey & Company, November 2016

Going from fragile to agile,” McKinsey & Company, December 2015

Published work

Decision-making: how leaders can get out of the way,” blog entry, McKinsey & Company, June 2018

8 ways to build a future-proof organization,” blog entry, McKinsey & Company, June 2018

Decision-making: how to get the big bets right,” blog entry, McKinsey & Company, May 2018

Keys to unlocking great decision-making,” blog entry, McKinsey & Company, April 2018

Paradigm shift for leaders,” blog entry, McKinsey & Company, February 2018

Culture can make or break agility,” blog entry, McKinsey & Company, February 2018

Scaling up organizational agility,” blog entry, McKinsey & Company, February 2018

Get agile faster through pilot programs,” blog entry, McKinsey & Company, February 2018

Building the critical foundation of an agile organization,” blog entry, McKinsey & Company, February 2018

Getting agile right in your organization,” blog entry, McKinsey & Company, February 2018

Organizing for the age of urgency,” McKinsey Quarterly, January 2018

The five trademarks of agile organizations,” McKinsey & Company, January 2018

Safe enough to try: An interview with Zappos CEO Tony Hsieh,” McKinsey Quarterly, October 2017

How to create an agile organization,” McKinsey & Company, October 2017

Untangling your organization's decision making,” McKinsey Quarterly, June 2017

Why agility is imperative for healthcare organizations,” McKinsey Quarterly, May 2017

Agility: It rhymes with stability,” McKinsey Quarterly, December 2015

Getting organizational redesign right,” McKinsey Quarterly, June 2015

The past and future of global organizations,” McKinsey Quarterly, September 2014

Tom Peters on leading the 21st-century organization,” McKinsey Quarterly, September 2014

The hidden value of organizational health—and how to capture it,” McKinsey Quarterly, April 2014

Making time management the organization’s priority,” McKinsey Quarterly, January 2013

Developing better change managers,” McKinsey Quarterly, April 2012

Getting more from your training programs,” McKinsey Quarterly, October 2010

Unlocking the potential of frontline managers,” McKinsey Quarterly, August 2009

The missing link: Connecting organizational and financial performance,” McKinsey & Company, 2007

From our blog

Decision-making: avoiding turf wars (May 2018)

Education

Columbia University
PhD, social and organizational psychology
MPhil, organizational psychology

Southern Oregon University
MBA, management and finance

Southern Oregon University
BS, psychology