Investing in a strong leader you believed in—from Jack Welch to Steve Jobs—probably got you a far better return than even the most rigorous research of the tangibles that company valuations are based on.
McKinsey's Richard Dobbs, one of the authors of the book, the director of MGI and a Senior Partner based in London, sat down with Consulting to discuss No Ordinary Disruption and its implications for the future.
Most executives think they have a winning strategy, but do they? That's a question asked early and often by The Boston Consulting Group's Martin Reeves, Knut Haanes and Janmejaya Sinha in Your Strategy Needs a Strategy.
In Chief Customer Officer 2.0, author Jeanne Bliss argues that too many company leaders chase the silver bullet of the moment when they should focus on embedding a company-wide set of behaviors that will lead to customer-driven growth.
Globalization led to the rapid connection of internationally based employees from all levels of multinational companies, and now those same employees are expected to collaborate with colleagues scattered all over the world.
The following is an excerpt from the book Procurement 20/20: Supply Entrepreneurship in a Changing World by a quartet of McKinsey & Company consultants—Peter Spiller, Nicolas Reinecke, Drew Ungerman and Henrique Teixera.
Earlier this year, Deloitte Consulting’s Mumtaz Ahmed and Michael Raynor published The Three Rules: How Exceptional Companies Think. The authors set out to answer what was, in their mind, the ultimate business question—how do some companies achieve exceptional performance over the long haul?
Why do some companies achieve exceptional performance while so many others struggle to survive? That’s the question Deloitte’s Michael Raynor and Mumtaz Ahmed—along with an international team of dozens of researchers at Deloitte—set out to answer with their book .
Max McKeow's focuses on how to create powerful strategies to deliver success. Engaging Your Team, Creating a Strategy Process, Running a Strategy Meeting, Understanding Your Competition, Combining Strategy and Tactics, Using Strategy Tools Effectively, Leading Strategy That Works
The following is an excerpt from Leading Firms: by David C. Kuhlman. In the book, Kuhlman distills 25 years of experience advising senior management at some of the world’s most prominent consulting firms. This excerpt from Chapter Six: “The Growth Engine” explores two of the key factors driving growth in the most successful firms.
The following is an excerpt from Online Marketing for Professional Services, a thought-provoking and practical approach to online marketing by authors Aaron E. Taylor, Sylvia Montgomery, Sean T. McVey and Lee W. Frederiksen.
According to Kevin Cope, founder of Acumen Learning and author of Seeing the Big Picture, all companies are driven to success or failure by the same five simple drivers—cash, profit, assets, growth and people
Managers, like just about everyone else, are busy. But when Brian Souza points out that most managers only spend four hours per employee, per year, discussing their team’s performance, it’s a jarring observation.
Authors Doug Lemov, Erica Woolway and Katie Yezzi sure know their target audience. For a book written about taking personal responsibility to make yourself better, the three authors throw in a “42 Rules…” subhead.
When Paul Laudicina, Managing Partner and Chairman of the Board at A.T. Kearney, wrote in 2005, things were very much still in balance. But Laudicina saw it differently and argued that the course we were on was unsustainable. Laudicina is back at it with , a book that examines how we got to this point and takes a closer look at how some companies managed to find success in extremely difficult economic times.
Dick Finnegan, founder of C-Suite Analytics and noted retention expert, has made a habit of challenging the perceived value of traditional employee surveys and exit interviews, along with other widely practiced, and misguided retention strategies.
The person who makes those decisions in any given company is even more critical. Too often, that responsibility falls to one team, just a few people—or sometimes—to a single person. That’s a big mistake, Thomas H. Davenport and Brooke Manville argue in their new book,
In his new book, , Shaun Rein takes an engaging and informative approach to examining the extraordinary changes taking place across all levels of Chinese society, speaking with everyone from Chinese billionaires and senior government officials to poor migrant workers
In , Deloitte practitioners and authors Julie Meehan, Mike Simonetto, Larry Montan and Chris Goodin bring decades of experience in pricing and profitability management to support their perspectives on pricing.
The following is an excerpt from in a High-Speed World by Deloitte Consulting’s Jonathan Copulsky. For three decades, Copulsky, a principal at Deloitte, has helped organizations build their brands as a chief marketing officer and strategic marketing advisor.
Only about one-third of great companies stay great for the long haul, and even fewer companies are able to implement effective change programs, according to a Scott Keller and Colin Price, McKinsey & Company consultants.
Combined, Gordon Perchthold and Jenny Sutton have spent more than 50 years in the management consulting profession. The two former Deloitte consultants formed the RFP Company in 2006. Its goal was to help businesses—from the other side of the table this time—select all types of vendors, including consulting firms.
The following is an excerpt from by Bain & Company authors Marcia Blenko, leader of the Global Organization practice; Michael Mankins, leader of the Organization Practice in the Americas and a key member of the firm’s Strategy Practice; and Paul Rogers, former leader of the Global Organization Practice and current Managing Partner for Bain’s London office.
The way companies will win in the future will be significantly different from how they’ve won in the past, at least according to Cambridge Group founder Rick Kash and David Calhoun, CEO of the Nielsen Company and former vice president with General Electric.
Know someone with a little of extra time on their hands? Neither do I. With that in mind, Adrian Ott, CEO and founder of Exponential Edge and former HP executive, makes the case in The 24-Hour Customer that time is the new currency of the 21st Century.
In Decide & Deliver, a trio of Bain & Company executives—Marcia Blenko, Michael Mankins and Paul Rogers—draw on the firm’s extensive research and know-how to lay out a simple, five-step process for improving a company’s decision-making and executing ability.
There is a big shift happening right now that’s reshaping the business landscape, and the companies that identify it and act accordingly will be the big winners in a world of rapidly declining return on assets.
Luefschuetz’s tips help readers maintain a competitive edge in the industry by explaining everything from how to create brand awareness to how to manage stakeholders throughout the sales and delivery cycle.
Sometime in early 2008, before the financial system completely broke down, The Boston Consulting Group’s David Rhodes and Daniel Stelter were working on a series of whitepapers calling for ways to navigate the challenging financial future. Those “Collateral Damage” whitepapers came to be the book
The following is an excerpt from by P. Michael Saint, founder and CEO of The Saint Consulting Group, Robert J. Flavell, an attorney and expert in land-use strategy and Patrick F. Fox, President of Saint Consulting.