Mc Kinsey : The pivotal factors for effective external engagement
Publiée le samedi 30 mai

Fostering strong relationships with communities, customers, owners, and other groups of external stakeholders can help companies understand and meet their needs. In crises like the COVID-19 pandemic, when stakeholders look to companies for support and governments step in to aid the business community, managing external relation­ships becomes even more important. Our latest McKinsey Global Survey on external engagement, which was conducted before the pandemic, found that senior executives recognized the need to engage stakeholders and were increasingly focused on their companies’ efforts in this area. Nearly 60 percent of respondents said the topic ranks among their CEOs’ top three priorities.

Leaders’ increasing focus has come amid growing evidence that addressing societal issues and stakeholders’ priorities creates long-term value. Some respondents—particularly those at organizations that excel at external engagement—said they view external issues as an opportunity. Yet the findings also showed that external engagement has remained a challenge for many organizations.

The results point to three factors that set apart the best performers on external engagement. Specifically, these organizations effectively define and embed an engaging corporate purpose, enable their external-engagement functions with technology and metrics, and make organizational-design choices that improve the function’s agility.

Publiée le samedi 23 mai

The COVID-19 pandemic is posing staggering health and humanitarian challenges. As the crisis evolves, companies must act on multiple fronts to protect their employees, customers, supply chains, and financial performance. Retail and consumer-goods sectors have been particularly affected, with frontline employees directly at risk and companies struggling with demand that is either rapidly evaporating or surging well past the available supply.

These most trying of circumstances have forced organizations to adapt quickly. In the process, many have achieved what they had aspired but failed to deliver for years. Decisions are made faster. Innovation cycles have dropped from months to days. Working remotely, previously a benefit offered to a portion of workers at some companies, is now an imperative for most employees. Companies are putting a greater emphasis on employees’ physical and mental health than ever before, and they’re celebrating leadership capabilities that weren’t considered critical before the crisis.

These shifts occurred out of necessity—and, without thoughtful action, many of the recent changes are likely to revert over time to more traditional approaches. Leading companies will use this moment as an opportunity to rethink and reset their operating models for the future.rn
Publiée le mardi 21 mai

Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns. But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate—to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries—is anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.

Publiée le vendredi 17 mai

As Industry 4.0 continues to advance with breathtaking speed, unleashing new capabilities at equally breathtaking speed, it’s all too easy for business leaders to succumb to relying solely on technology to drive operational improvement. Automation, advanced analytics, digital performance management, cloud computing, machine learning—all offer powerful and game-changing ways for organizations to achieve new heights in operational performance.

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Publiée le mercredi 15 mai

Agile organizations are different. Traditional organizations are built around a static, siloed, structural hierarchy, whereas agile organizations are characterized as a network of teams operating in rapid learning and decision-making cycles. Traditional organizations place their governance bodies at their apex, and decision rights flow down the hierarchy; conversely, agile organizations instill a common purpose and use new data to give decision rights to the teams closest to the information. An agile organization can ideally combine velocity and adaptability with stability and efficiency.

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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.