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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

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

Getting personal about change,” McKinsey Quarterly, 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 you should apply analytics to your people strategy,” McKinsey & Company, April 2019

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

Straight talk about employee evaluation and performance management,McKinsey Quarterly, October 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,” McKinsey & Company, February 2018

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

4 strategies for linking talent to value,” 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