Mc Kinsey : The helix organization
Publiée le jeudi 18 juin

There are no easy answers to deep-rooted organizational dysfunction. However, we’re increasingly convinced that there is a simple, exciting, and effective structural model that can replace complex matrix structures and help leaders across industries and geographies who struggle with confused roles and labored decision-making processes, and who feel they are failing to move quickly enough to exploit new market opportunities.

The “helix,” as we’ve dubbed it, is not a new idea. It has been around for decades in professional-service firms and in parts of some large global companies, and more recently in many agile enterprises. But until now, it has lacked a name and clear definition, and its power to unlock organizational bottlenecks and to strike a better balance between centralization and decentralization has never been properly articulated. It is seldom implemented at significant scale, and many organizations that initially embrace it slide back to more traditional (and often less effective) structures. That’s no coincidence. For reasons we will discuss, successfully adopting the helix requires management mind-sets and a talent infrastructure that many businesses do not currently possess.

In a nutshell, the secret of the helix lies in disaggregating the traditional management hierarchy into two separate, parallel lines of accountability—roughly equal in power and authority, but fundamentally different.

Mc Kinsey : Getting personal about change
Publiée le jeudi 18 juin

A surefire way to shoot yourself in the foot when you’re leading a large-scale change effort is to ignore what’s on the minds of your employees. In research we conducted for our recently published book, Beyond Performance 2.0 (John Wiley & Sons, July 2019), we found that executives at exactly zero companies that disregarded an analysis of employee mind-sets during a change program rated the transformation as “extremely successful.” Conversely, executives at companies that took the time and trouble to address mind-sets were four times more likely than those that didn’t to rate their change programs as at least “successful.

Those numbers reflect the power of mind-set shifts. In human systems, they help to achieve the same effect as the transformation of a caterpillar into a butterfly or a tadpole into a frog: when employees become open to new ways of looking at what’s possible for them and their organization, they can never return to a state of not having that broader perspective, just as butterflies and frogs can’t revert to their previous physical forms. To achieve such a metamorphosis, leaders must first identify the limiting mind-sets, then reframe them appropriately, and finally make sure that employees don’t revert to earlier forms of behavior. In this article, we take readers through the process to shift mind-sets, with a particular emphasis on why the final stage is so important and so difficult.

Mc Kinsey : Building agile capabilities: The fuel to power your agile ‘body’
Publiée le jeudi 18 juin

The payoff is real. Organizations across sectors from banking to pharmaceuticals, from energy to the public sector, are realizing the immense value that agility can bring: faster, higher-quality decision making, better-quality products, faster delivery, and stronger employee engagement.

Much has been written about agile operating models: the vision, organization structure, tools, methodologies, and rhythms that comprise the agile “body.” However, many organizations still struggle with developing the people who will power this body and deliver better results. They lack talent that is either equipped with the right set of capabilities (mind-sets, behaviors, and skills) or empowered to make decisions rooted in customer centricity, crossfunctional collaboration, experimentation, and speed. Without both capability building and empowerment, the body cannot function.

 

 

Mc Kinsey : Growing your own agility coaches to adopt new ways of working
Publiée le mercredi 17 juin

Companies are increasingly looking to infuse agility into their operating models. However, as organizations attempt to scale these efforts across their entire business, new challenges that simply didn’t exist at the micro level are beginning to surface. These challenges are especially prevalent where traditional organization silos need to interact.

The big realization for many companies is that scaling agile is not simply a matter of replicating agile practices across more teams. This is why trying to adapt project-management offices (PMOs) to support agile projects or bringing in more scrum masters is unlikely to be effective (see sidebar, “The scrum master’s role in scaling agile”). Rather, agility as an operating model requires the rewiring of core enterprise-wide processes. With this comes a need for the organization to operate differently.

The degree of change required to adopt agile ways of working across an entire organization is simply too large to repurpose existing roles and structures. Only by investing in agility coaches—and a comprehensive program to identify, train, and support them—can companies expect to scale and sustain agile across the enterprise.

Mc Kinsey : More than values: The value-based sustainability reporting that investors want
Publiée le mardi 16 juin

As evidence mounts that the financial performance of companies corresponds to how well they contend with environmental, social, governance (ESG), and other nonfinancial matters, more investors are seeking to determine whether executives are running their businesses with such issues in mind. When companies report on ESG-related activities, they have largely continued to address the diverse interests of their many stakeholders—a long-standing practice that involves compiling extensive sustainability reports and filling out stacks of questionnaires. Despite all that effort, a recent McKinsey survey uncovered something that should concern corporate executives and board members: investors say they cannot readily use companies’ sustainability disclosures to inform investment decisions and advice accurately.

Investors say they cannot readily use companies’ sustainability disclosures to inform investment decisions and advice accurately.

What’s unusual and challenging about sustainability-focused investment analysis is that companies’ sustainability disclosures needn’t conform to shared standards in the way their financial disclosures must. Years of effort by standard-setting groups have produced nearly a dozen major reporting frameworks and standards, which businesses have discretion to apply as they see fit (see sidebar, “A short glossary of sustainability-reporting terms”). Investors must therefore reconcile corporate sustainability disclosures as best they can before trying to draw comparisons among companies.

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Rebond : positionnons les dominos dans le bon sens

Nous ne vivons pas la même crise qu’en 2001 ou 2008. Ce sont nos choix collectifs qui vont en accélérer la sortie… ou en aggraver les effets. Soyons solidaires de nos réseaux de valeur !

 
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Mc Kinsey : COVID-19 and the employee experience: How leaders can seize the moment

As it turns out, most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.

The return phase presents an opportunity for companies to rethink the employee experience in ways that respect individual differences—home lives, skills and capabilities, mindsets, personal characteristics, and other factors—while also adapting to rapidly changing circumstances. The good news is that with advances in listening techniques, behavioral science, advanced analytics, two-way communication channels, and other technologies, leaders can now address employee experience in a more targeted and dynamic way. While drilling down on which employees need more and varied types of support, they can also tailor actions that create widely shared feelings of well-being and cohesion across the workforce.