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Voices

	By Invitation Interviews Surveys

The articles in our Voices on Transformation series are based on our work with companies, our discussions with CEOs around the world, and our research to offer perspectives on how companies can fundamentally change themselves. We encourage you to read our latest work on performance transformation, then tell us what you think.

APRIL 2009

Corporate transformation under pressure

Most companies find it hard to transform themselves in difficult circumstances. Those that use proven tactics markedly improve their chances of success.

Includes:
APRIL 2009

The irrational side of change management

Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act.
NOVEMBER 2007

Driving radical change

Transforming an organization requires clearly articulated aspirations, as well as the ability to generate energy and new ideas.
AUGUST 2008

Creating organizational transformations: McKinsey Global Survey Results

If organizational transformations are to succeed, change can’t be thought of as a single, standardized process.
FEBRUARY 2007

The CEO’s role in leading transformation

The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.

APRIL 2009

Remaking a government-owned giant: An interview with the chairman of the State Bank of India

Om Prakash Bhatt discusses the transformation of one of India’s oldest banks and reveals how he managed to bring the company’s 200,000 employees on board.
APRIL 2009

Transforming a high-performing company: An interview with Roberto Setubal

The CEO of the former Banco Itaú—and now of Itaú Unibanco—describes the problems of changing a company that is set in its successful habits.
NOVEMBER 2008

Turning around a struggling airline: An interview with the CEO of Malaysia Airlines

Idris Jala led the state-controlled carrier from the brink of bankruptcy to record-breaking profits. Now he wants it to become what he calls a “five-star value carrier.”
FEBRUARY 2008

Integrating steel giants: An interview with the ArcelorMittal postmerger managers

The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.
MAY 2006

Recovering from crisis: An interview with the CEO of McKesson

John Hammergren discusses his strategy to revive a wounded company.
AUGUST 2006

Leading change: An interview with the CEO of Eni

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.
JANUARY 2007

Leading change: An interview with the managing director of Tata Motors

Cost cutting was only the first step in transforming Tata Motors from a cyclical manufacturing company into a diversified powerhouse.
AUGUST 2005

Leading change: An interview with the CEO of Banca Intesa

Corrado Passera explains his role in two successful corporate transformations. First in a series of interviews with leading executives on change management.

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