January 2008
The company’s chairman and former CEO explains the power of the participatory, open-source model of collaboration.
Abstract
December 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
Abstract
December 2007
Executives in Western economies see inflation rising and economies declining over the next six months, but many say that their companies plan to hire. Their counterparts elsewhere are more optimistic.
Abstract
December 2007
Executives know that their companies must come up with the right organizational response to maintain a competitive edge.
Abstract
November 2007
Hiring plans remain strong, despite a dip in confidence as credit market troubles shook the global economy. Mainly because of competition, executives don’t expect to get increased pricing power.
Abstract
November 2007
Male and female executives—parents and nonparents alike—define the event that has had the most significant effect on their careers and report that factors at work are far more important than factors at home. Women are more likely than men to say they have had role models and mentors.
Abstract
October 2007
Executives say innovation is very important, but their companies’ approach to it is often informal, and leaders lack confidence in their innovation decisions. Top managers and other professionals agree that the biggest challenge is talent but disagree on why. Nonetheless, executives agree on some steps to improve innovation.
Abstract
July 2007
More than twice as many companies plan to increase their workforces as to shrink them, with most new jobs in the same country as headquarters. Executives are optimistic about prospects for the economies of their home countries, despite fear of rising inflation.
Abstract
May 2007
Redesigning an organization to take advantage of today’s sources of wealth creation isn’t easy, but there can be no better use of a CEO’s time.
Abstract
May 2007
Nasty people don't just make others feel miserable; they create economic problems for their companies.
Abstract
April 2007
Executives around the world retain a positive economic outlook, despite less improvement in economic conditions than expected six months ago. Many plan to continue hiring, and the most senior executives are the likeliest to foresee larger workforces.
Abstract
April 2007
Companies shouldn’t focus so much on formal structures that they ignore the informal ones.
Abstract
March 2007
The region’s companies will fulfill their potential abroad only if they pursue clear global aspirations and find systematic ways to develop their talent and integrate cultures and organizations.
Abstract
January 2007
With confidence unshaken, executives are keen to hire, particularly in Asia.
Abstract
November 2006
CFOs can bring much-needed skills to the CEO role, but the
career path isn’t always a direct one.
Abstract
October 2006
Executives believe they face growing risk from disruptions to their supply chains—yet many are unprepared to manage those risks.
Abstract
August 2006
Successful companies take a multipronged approach to nurture not only prospective leaders but also the community as a whole.
Abstract
August 2006
As collaboration within and among organizations becomes increasingly important, companies must improve their management of the networks where it typically occurs.
Abstract
August 2006
Family-owned companies run by eldest sons account for a good deal of the managerial-quality gap between the countries in a study.
Abstract
June 2006
Executives say employee benefits help companies compete but have an incomplete understanding of benefits and how they perform.
Abstract
May 2006
A 21st-century company should put as much effort into developing its talented employees as it puts into recruiting them.
Abstract
May 2006
Talent-management processes can't work if managers don't think it's important to develop their people.
Abstract
November 2005
To make the move from manufacturing to services, China must raise the quality of its university graduates.
Abstract
November 2005
Jeff Joerres explains how a rapid pace of change requires both companies and employees to take a new approach to work.
Abstract
September 2005
The country must not only produce more top-quality engineers but also show the world the depth and quality of its talent in other fields—and in cities beyond Bangalore and Mumbai.
Abstract
August 2005
The days, weeks, or months between taking the job and assuming power are precious. Put them to good use.
Abstract
August 2005
To win the best recruits, a company must know how they perceive its brand.
Abstract
May 2005
European companies must redefine the skills and capabilities required of their human-resources personnel.
Abstract
February 2004
Alumni represent a deep reservoir of time, money, and talent. Here’s how nonprofit organizations can foster enduring relationships with them.
Abstract
November 2003
Companies need a new approach to finding their elusive experts.
Abstract
June 2003
Achieving the most productive combination of workers and work is about to become a great deal easier.
Abstract
February 2003
Companies now have an opportunity to rethink their use of stock options so that they serve shareholders as well as executives.
Abstract
November 2002
The way to get your employees to focus on both the present and the future is to adjust your culture and to weaken your financial incentives.
Abstract
December 2001
Emerging markets can win in the global war for talent by leveraging the talents of their expats.
Abstract
December 2001
Moscow’s Bolshoi Theater is undergoing its own Russian revolution.
Abstract
November 2001
A survey shows that the message on talent from asset-management employees to their bosses is an overwhelming "could do better."
Abstract
May 2001
When the top team isn’t working well, the whole company suffers. How can top teams fix themselves?
Abstract
May 2001
An update of McKinsey’s 1997 survey on the war for talent found that it is escalating—despite the current economic slowdown and the end of the dot-com boom.
Abstract
August 2000
Compensation plans linking the pay of managers to the share values of their companies can reward or penalize them for events they don’t control. A new model is needed.
Abstract
August 2000
A McKinsey survey of computer science and electrical engineering graduates, summarized in "The war for technical talent," found that falling numbers of middle-aged people, the movement of employees out of large corporations, and frequent job-hopping will force employers to offer top dollar to top performers.
Abstract
February 2000
Talent can be bought, but the best companies develop their own.
Abstract
February 2000
Talent-dependent companies should be able to nurture enough high-flying managers internally to meet ambitious growth targets. An approach called the dynamic-resource view shows how.
Abstract
November 1999
Building a bedrock of local managers in emerging markets is essential to ensure long-term market leadership—but getting it right is hard.
Abstract
August 1999
To make the most of overseas opportunities, multinational companies must pay closer attention to the problems of executives transferred into them.
Abstract
August 1999
Keeping good midlevel people is the real problem—and the draft wouldn’t address it.
Abstract
August 1998
Tell me again: Why would someone really good want to join your company? And how will you keep them for more than a few years? Yes, money does matter.
Abstract
February 1998
America’s service sector has created millions of new jobs. That’s the problem. Companies will need to segment labor markets or change the way they produce a service. Turning dead-end jobs into careers.
Abstract
November 1997
Champion Paper pioneered team building in its mills. But building teams in the executive suite took ten years. Was it worth it?
Abstract
November 1997
Can teams that don’t spend time physically together be effective? The answer is yes—so long as they can find a way to build credibility and trust.
Abstract
November 1996
An excerpt from Management Redeemed: Debunking the fads that undermine our corporations.
Abstract
August 1996
Most executives are nervous about discussing organizational values. But recent research indicates that shared values provide a framework within which people make decisions and take actions that ultimately affect the performance of their organizations.
Abstract
May 1996
Emerging consumer markets have confirmed their value. And shown that the transnational model is slow and complex. Do you want an entrepreneur or a team player?
Abstract
May 1994
A leader’s best chance to lock in new organizational norms is usually during the first few months on the job.
Abstract
February 1994
Senior managers often underestimate the range of options available to them for teamlike performance.
Abstract
November 1993
Leadership in defining—and delivering—the performance imperatives of strategy must come from the very top.
Abstract