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Business Must Constantly Look to, Plan for Tomorrow
Life would be simple well for everyone if all 6.8 billion plus people on the planet were part of one homogeneous market. Jeezz life would be so easy. Cripes anyone could create, produce, market, ship, sell their products, services, whatever. Well that ain't gonna happen. People in every country operate on a different need/buy clock. Within the country folks in the North, South, East, West are different. Then we have the sex, religious, age differences and man it is a wonder anyone can sell something to a decent size group of folks. Just when you think you've got it all figured out there's a market shift and you start all over again. There are huge shifts taking place today and tomorrow it will change again. It's what makes business, life interesting, challenging and fun.
Social Media #6 - Friends Help Friends, Keep Friends
Part 6 in social media tutorials
Leadership Styles - 3 Key Lessons From the Hard Man Who Found His Heart
I am constantly on the look out for interesting and informative stories and illustrations of leadership styles that support successful strategies for managing change - and especially ones that are people centred as well as process focused. In the course of recent research I came across the very interesting story of the man of nails who found his heart...
Transformation Opportunities are All Around Us
Business transformation is as natural as business growth - and just as inherent in any company's lifecycle. Transformation is all around us. Businesses transform themselves every day. Transformation is not just about big bangs and massive changes. Transformation happens so often that we often don't even recognize it as transformation.

Everything Changes after a Recession
“If change is happening on the outside faster than on the inside, then the end is in sight” Jack Welch, CEO, G. E. In fact, the world is rapidly changing and organizations need to keep up. Innovation has become one of the top business objectives in organizations that want to grow, out perform their competitors and, indeed, survive by creating a high value proposition. More than 70% of senior executives said “innovation will be at least one of the top three drivers of growth for their companies in the next three to five years”.

Why Sales and Customer Service Should Be the Same Person if You Want To Increase Sales
Does your business have one person to make the sales and another to handle customer service? If so, this may be one reason why you may be having challenges to realize your goal to increase sales.
Branding Your Firm At Every Touchpoint
The most important assets of any business are intangible: it’s company name, brands, symbols, slogans, and their underlying associations like perceived quality, awareness, customer base and proprietary assets (e.g., patents, trademarks, etc.). Companies that understand this put significant energy into every detail of their brand and charge enormous premiums for the brands they create. Over time, this premium is transferable to the next owner. A little upfront planning and skillful management can deliver long lasting results.

Great Sales Challenges of the New Millenium
Changing social and economic dynamics are radically changing the way the sales function, and salespeople operate.
Leadership in Crisis
Top executive failure rates are estimated to be as high as seventy-five percent and rarely lower than thirty percent. A McKinsey study found that the pipeline for future leaders is broken. Only three percent of those responding to the survey felt their company developed leaders well. Why is this happening? Simply because leaders -- like the rest of us -- tend to judge their own performance significantly better than do those they work with.

THE MYTH OF BEING DIFFERENT
By Mike Schultz One is the loneliest number. - Three Dog Night I got a bad grade on my final paper in Entrepreneurship class in graduate school. The professor said, "The business you're proposing to launch...it's not different. Other people do it. While the plan seems well-thought-out, due to the simple truth that this business has been largely done before, and there doesn't seem to be anything truly unique about it, I wouldn't advise launching the business." (So long, stellar GPA...) Being different and unique seems to be highly regarded by folks that think about, write about, and teach business.

Other mckinsey Related Articles

The War to Attract and Retain Sales Talent
The need for superior sales talent is increasing, but many big North American companies are fighting-and losing-the war to attract and retain it. The McKinsey Quarterly reports that a two percent economic growth rate for 15 years would increase the demand for executives by about a third. Meanwhile, supply is moving in the opposite direction: the number of US 35- to 44-year-olds will decline by 15 percent from 2000 to 2015. The report concludes that "Companies must make talent management a top priority, create and perpetually refine their employee value proposition, and source and, above all, develop talent systematically while removing underperformers."

Leadership in Crisis
Top executive failure rates are estimated to be as high as seventy-five percent and rarely lower than thirty percent. A McKinsey study found that the pipeline for future leaders is broken. Only three percent of those responding to the survey felt their company developed leaders well. Why is this happening? Simply because leaders -- like the rest of us -- tend to judge their own performance significantly better than do those they work with.

Is Your Organization Effectively Deploying the Human Capital It Needs to Compete?
Most organizations understand that effective management and deployment of assets can mean the difference between success and failure. But many organizations fail to consider their most critical asset – human capital. A recent study by McKinsey & Company revealed that “A” performers tend to be 50-100% more productive than “C” performers. Clearly, identifying the “A” performers can enhance an organization’s performance. So, how does an employer identify the “A” performers, and once identified, how does an employer retain them?

Drive Higher Profit With Three Proven Pricing Tactics
As has been noted by leading analyst firms, such as McKinsey and Co. and A.T. Kearney, pricing is the quickest and the most efficient way to improve your bottom line. It has more leverage than cost cutting, traditional business process improvement and any effort to increase your sales volume. It is also an area that relatively few companies focus on. Thus, excellence in pricing gives you a strong competitive advantage.
“Do Something” - An original Approach to Managing Change
There are lots of change management models out there (McKinsey’s 7 S model, Kotter’s Eight Step Model, to name but two). A change model put forward way back in 1947 by Kurt Lewin called Action Research (AR) often gets overlooked. While many current models put the emphasis on planning and analysis, Lewin emphasizes taking action and then learning from the results. Learning from experience (always a good thing!) is what AR is all about. In AR you pretty much dive right in with an intervention in a real world system with the aim of improving things then you closely scrutinize the effects of your actions.
Strategic Succession Management - Winning the War for Leadership Talent
The demand for leadership talent greatly exceeds supply. Few firms are prepared for what the McKinsey consulting firm has called the "war for talent." If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. The supply of 35- to 44-year-old managers-who have traditionally been channeled into the executive ranks-is declining in the United States and will have dropped by 15 percent between 2000 and 2015. Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Not only are the numbers in the talent pool shrinking, but the quality of talent required to meet tomorrow's leadership demands is changing.
Bringing Values to Life
During the 1980s, when I was co-founder and leader of The Achieve Group, we worked with California-based Zenger Miller and Tom Peters to implement a culture-change process based on Peters' and Bob Waterman's book, In Search of Excellence. Adding to, and building upon, the work of their McKinsey & Company colleagues, Terrence Deal and Allan Kennedy, Peters and Waterman showed that the cultures of excellent companies are grounded in core values. The idea of clarifying core values was new for many management teams at the time. We helped hundreds of teams in centering their change-and improvement-effects around their vision, as well as a set of three to five core values that best defined the culture they were trying to reinforce, change, or improve.
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