Back to

Bill Schaninger

Senior Partner, Philadelphia
Designs and manages large-scale organizational transformations, strengthening business performance through enhanced culture, values, leadership, and talent systems.

About Bill

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 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 healthcare system’s transition to a national electronic health record
  • redesigning the human-resources functions of several international organizations

Published work

Strategic talent management for the post-pandemic world,” blog entry, McKinsey & Company, November 2020

Today’s skills, tomorrow’s jobs: How will your team fare in the future of work?,” podcast, McKinsey & Company, October 2020

When one size doesn’t fit all: How to make change personal,” blog entry, McKinsey & Company, October 2020

Foster individual purpose within your organization,” blog entry, McKinsey & Company, October 2020

The boss factor: Making the world a better place through workplace relationships,” McKinsey Quarterly, September 2020

Why healthy institutional investors outperform,” McKinsey & Company, September 2020

Igniting individual purpose in times of crisis,” McKinsey Quarterly, August 2020

Three steps to creating more value through talent,” blog entry, McKinsey & Company, August 2020

Psychological safety, emotional intelligence, and leadership in a time of flux,” McKinsey Quarterly, July 2020

HR says talent is crucial for performance—and the pandemic proves it,” McKinsey & Company, July 2020

How organizations can build healthy employee habits,” blog entry, McKinsey & Company, July 2020

The mass personalization of change: Large scale impact one individual at a time,” podcast, McKinsey & Company, June 2020

A data-backed approach to stakeholder engagement,” blog entry, McKinsey & Company, May 2020

5 principles to shape corporate purpose during crisis,” blog entry, McKinsey & Company, May 2020

How do we manage the change journey?,” McKinsey & Company, May 2020

Purpose: Shifting from why to how,” McKinsey Quarterly, April 2020

The questions you ask drive the action you see,” blog entry, McKinsey & Company, April 2020

Evolving the talent pool at the speed of emerging technology,” blog entry, McKinsey & Company, March 2020

Demonstrating corporate purpose in the time of coronavirus,” McKinsey & Company, March 2020

Inspiring individuals is the new competitive advantage,” blog entry, McKinsey & Company, March 2020

Next-level sales talent: HR’s message to the CEO,” McKinsey & Company, February 2020

The new science of talent: From roles to returns,” McKinsey & Company, January 2020

Nudge, don’t nag,” blog entry, McKinsey & Company, January 2020

McKinsey Organization Blog: 100 posts and counting,” blog entry, McKinsey & Company, January 2020

The forgotten step in leading large-scale change,” McKinsey & Company, September 2019

Getting personal about change,” McKinsey Quarterly, August 2019

How to double the odds that your change program will succeed,” McKinsey & Company, August 2019

A better way to lead large-scale change,” McKinsey & Company, July 2019

Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change, John Wiley & Sons, July 2019

Why rigor is the key ingredient to develop leaders,” blog entry, McKinsey & Company, April 2019

Why we all need performance ratings on a regular basis,” blog entry, McKinsey & Company, April 2019

Why you should apply analytics to your people strategy,” McKinsey & Company, April 2019

Are we long—or short—on talent?,” McKinsey Quarterly, January 2019

Matching the right talent to the right roles,” blog entry, McKinsey & Company, November 2018

Straight talk about employee evaluation and performance management,McKinsey Quarterly, October 2018

Right-skilling for your future workforce,” blog entry, McKinsey & Company, August 2018

How to advance your talent plan to stay relevant,” blog entry, McKinsey & Company, August 2018

How to change mindset and behavior,” blog entry, McKinsey & Company, July 2018

The fairness factor in performance management,” McKinsey & Company, April 2018

Harnessing the power of performance management,” McKinsey & Company, April 2018

TalentTech: enabling talent in the digital age,” blog entry, McKinsey & Company, February 2018

Focus on the five percent,” blog entry, McKinsey & Company, January 2018

4 strategies for linking talent to value,” blog entry, McKinsey & Company, December 2017

People analytics reveals three things HR may be getting wrong,” McKinsey Quarterly, July 2016

Winning hearts and minds in the 21st century,” McKinsey Quarterly, April 2016

The four building blocks of change,” McKinsey Quarterly, April 2016

Leadership in context,” McKinsey Quarterly, January 2016

Organizing for the future,” McKinsey Quarterly, January 2016

Contributing Publications

How healthy is your company?,” McKinsey & Company, May 2016

Decoding leadership: What really matters,” McKinsey Quarterly, January 2015

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


Auburn University
PhD, organizational analysis and change

Auburn University
MS, human-resources management

Moravian College

Moravian College