December 2007
Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits.
Abstract
December 2007
Chief financial officers around the world describe their first hundred days on the job as a time when most received guidance, but many had difficulty devoting enough time to their top priorities.
Abstract
November 2007
A carefully constructed change agent program is essential to any successful operational transformation.
Abstract
November 2007
Transforming an organization requires clearly articulated aspirations, as well as the ability to generate energy and new ideas.
Abstract
April 2007
Companies shouldn’t focus so much on formal structures that they ignore the informal ones.
Abstract
February 2007
C. John Wilder describes how economic thinking helped him lead TXU out of a regulated mind-set and toward competitive success.
Abstract
February 2007
The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.
Abstract
January 2007
The head of Sandvik Materials Technology describes the challenges of getting more than 8,000 employees on board for
a full transformation.
Abstract
January 2007
Cost cutting was only the first step in transforming
Tata Motors from a cyclical manufacturing company into a diversified powerhouse.
Abstract
December 2006
Bob Lane details the steps his company took to engage the whole organization in an operational and cultural transformation.
Abstract
November 2006
CFOs can bring much-needed skills to the CEO role, but the
career path isn’t always a direct one.
Abstract
September 2006
When the Atlantic Philanthropies decided to spend its entire endowment by 2020, it faced huge challenges—which it has so far managed successfully, providing an example for institutions contemplating transformative change.
Abstract
August 2006
To understand how companies change, over the past year The McKinsey Quarterly talked with a number of successful executives about their experiences and insights.
Abstract
August 2006
As they go global, their hardest challenge is to integrate the management of their domestic and foreign businesses.
Abstract
August 2006
Paolo Scaroni explains how he helped rescue two troubled businesses and now confronts what is in some respects a more challenging task: leading a highly successful one.
Abstract
July 2006
Executives say energy and communication are essential for a successful business transformation.
Abstract | Article
May 2006
John Hammergren discusses his strategy to revive a wounded company.
Abstract
September 2005
John S. Varley speaks to why high performance doesn't necessarily mean a healthy company. Last in a series of interviews with leading executives on change management.
Abstract
August 2005
Corrado Passera explains his role in two successful corporate transformations. First in a series of interviews with leading executives on change management.
Abstract
August 2005
Joseph M. Tucci describes how to make change stick. Fourth in a series of interviews with leading executives on change management.
Abstract
August 2005
Julio Linares explains the design of the company's big turnaround program. Third in a series of interviews with leading executives on change management.
Abstract
July 2005
Alan G. Lafley discusses how to stretch a company's aspirations without overpromising. Second in a series of interviews with leading executives on change management.
Abstract
May 2005
Allan Loren explains how he delivered double-digit earnings growth during each of the past four years and raised the company's value by more than 300 percent.
Abstract
May 2005
To sustain improvements, companies must have an integrated perspective.
Abstract
June 2003
An integration manager can help make a merger more successful, but only if the top team knows how to choose and install one.
Abstract
June 2003
Two senior executives of Europe’s largest fuel marketer explain how it experienced a huge reorganization.
Abstract
June 2003
Companies can transform the attitudes and behavior of their employees by applying psychological breakthroughs that explain why people think and act as they do.
Abstract
June 2003
Don’t try to fix problems before you understand the complex relationships among them—and their causes.
Abstract
February 2003
The CEO of South Korea’s largest bank discusses his plans to turn it into a world-class financial institution.
Abstract
November 2002
Managing change is the responsibility of everyone in the corporation—from senior managers on down.
Abstract
November 2002
In an industry in which many mergers have failed to create value, Fred Hassan has used them to take Pharmacia into the pharmaceutical big leagues. Here he explains how.
Abstract
February 2001
Just a year after its biggest loss ever, Nissan Motors reported the largest net profit in its history. Read our interview with the man who led Nissan’s spectacular 19-month turnaround, Carlos Ghosn.
Abstract
November 2000
The art of leading deep corporate change can be learned. The trick is to help each member of the company discover a new reality.
Abstract
May 1998
Must all companies eventually vanish? Ideas borrowed from evolutionary theory can help companies survive and thrive.
Abstract
February 1998
Because you are trying to balance customer satisfaction, employee morale, and shareholder returns. It’s very easy to start a vicious cycle of deteriorating performance. Taking out the right costs.
Abstract
May 1997
You don't just "build" the organization, you make it "go round and round." "Give me a lever," he said, "and I will move the world." Is your change exothermic or endothermic?
Abstract
February 1996
The school of "hard knocks" doesn’t teach much if cause and effect are blurred. Collapsing time and space may be the best way to change people’s understanding and behavior. New software makes it easier to design games.
Abstract
February 1996
Change leaders might not be who you think they are. While most good managers try to keep things under control, real change leaders are determined to shake things up.
Abstract
November 1995
To transform performance, first know yourself. Most leaders of change are imperfect and far from objective. There are three kinds of levers you can pull. Setting up chain reactions that release rather than use energy.
Abstract
May 1995
Creating a strategy for change before selecting individual change initiatives raises the odds of success in corporate transformations.
Abstract
May 1994
Companies often squander their energies on attractive-looking projects that fail to produce bottom-line results.
Abstract
February 1993
Effective redesign programs balance tightness of focus with lofty ambitions for performance improvement.
Abstract
February 1993
Getting the full value from core process redesign means being able to tell—early—when efforts wander off course.
Abstract
February 1993
The leader's role is to turn separate initiatives into a balanced, integrated program of change.
Abstract
February 1993
A report from the new front lines in the battle to improve organizational performance.
Abstract
February 1992
An interview with Peter M. Senge author of The Fifth Discipline: The Art & Practice of the Learning Organization.
Abstract