Tag Archives: McKinsey

Capitalism as an Ecological Process

On April 2 The Economist published a book review of Valuation: Measuring and Managing the Value of Corporations, a 700-page manual on corporate finance and shareholder value published by McKinsey & Company. The views in both the book and the … Continue reading →

Posted in Change, General | Tagged Andy Haldane, Anglo-Saxon capitalism, Bank of England, Cartesian Management, community, complex systems, context, ecocycle, ecological perspective, innovation, management principles, McKinsey, shareholder value model, Valuation | Comments Off on Capitalism as an Ecological Process

Our Curious Addiction to Corporate Grand Strategy

This week my blog is devoted to republishing (with his permission) Richard T. Pascale’s column from the January 25, 1982 edition of Fortune magazine. It’s an oldie but goodie not available elsewhere online. Much has changed since he wrote the … Continue reading →

Posted in Change, Leadership, Strategy | Tagged Abernathy, Bruce Henderson, change, experience curve, Fortune, Harley-Davidson, Hayes, Honda, Japan, Mazda, McKinsey, piano, portfolio theory, Richard Pascale, strategy, Talon, Timex, Toyopet, Yamaha, YKK | 1 Comment

The Re-Enchantment of Management and The Renewal of Capitalism

Recently the Harvard Business Review, McKinsey & Company and the Management Innovation eXchange (MIX) conducted a series of three competitions on “Reinventing Management”. The first was the The Management 2.0 Challenge, which characterized the existing version of management as version … Continue reading →

Posted in Change, General, Leadership, Strategy | Tagged Anglo-Saxon capitalism, disenchantment, ends, financialization, Harvard Business Review, human potential, management academy, McKinsey, means, mission, MIX, nurture, positivism, purpose, re-enchantment, release, renewal | Comments Off on The Re-Enchantment of Management and The Renewal of Capitalism

Growing People: Give head and elbow room

How does one develop senior people? The evidence is rather clear from sources as far apart as the Center for Creative Leadership (CCL) and the consultants, McKinsey. At CCL they have found that the best preparation for a senior role in any … Continue reading →

Posted in General | Tagged Andreas Kluth, bad bosses, Center for Creative Leadership, Chris Anderson, crisis, ecocycle, elbow room, flawed bosses, fractal, head room, job structure, learning from experience, McKinsey, The Economist, turnaround, Wired magazine | 1 Comment