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  1. With over a billion functional sitting idle in people’s drawers and many 3G and 4G phones expected to be traded in as part of the migration—operators need to seize this valuable opportunity.

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  2. For years, executives have stressed the need for to move beyond simply managing IT to leveraging technology to create value for the business. This priority is now a requirement.

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  3. Our research finds that are underrepresented at every level of energy, resources, and infrastructure (ER&I) employment, from entry-level positions to the C-suite—and at a wider margin than corporate America overall.

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  4. In this week's Shortlist, two McKinsey experts on why finding the right is still so difficult. Plus, how governments can build credibility for projects

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  5. To capture this, 187 Asian companies would have to move from the bottom to middle quintiles to create $180 billion in economic profit.

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  6. Chris Bradley, a senior partner based in our Sydney office and co-author of The Future of Asia, reflects on what will define ’s winning companies in the next decade.

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  7. We discuss the cultural shifts happening within organizations with Greg Stanmore and Bruce Williamson, infrastructure experts at leadership advisory firm .

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  8. Theories of adult development can help us understand how we can grow as leaders. Academic research highlights four stages of growth: the self-sovereign mind, the socialized mind, the self-authored mind, and the self-transforming mind. Learn more:

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  9. Being shackled to your current identity is like living the same day over and over. To escape the time loop, ask yourself three key questions:

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  10. The mining industry faces a number of risks, including more frequent droughts and floods that will alter the supply of water to sites and disrupting operations.

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  11. In , is less likely to diminish employment opportunities than it is to increase .

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  12. Managing change in can feel daunting. Our four-stage approach can help:

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  13. Adapting to a age will require —and not just employees—to equip themselves with new capabilities. Our work with early movers has taught us that a successful transformation involves three broad phases.

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  14. Many companies face the same challenge: how can you combine organizational performance and health, while also building momentum for a turnaround? Here are three steps leaders can take.

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  15. In the latest edition of The Next Normal, we explore how hospitals will innovate in the coming decade—and what it will mean for both patients and healthcare professionals.

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  16. Leading institutions that have implemented state-of-the-art cyberrisk management information systems have seen significant improvement in the efficacy of cyberrisk detection and remediation.

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  17. Our world is changing faster than our biology can adapt. Mindtraps that once helped us overcome ancient challenges are unhelpful in addressing modern ones. Fortunately, our minds can evolve faster than our genomes.

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  18. In McKinsey Talks Talent, our new featuring McKinsey and talent experts Bryan Hancock and Bill Schaninger, we explore the new science of . iTunes: Google Play:

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  19. Our analysis of eight collaborative-contract pilots reveals that these agreements have resulted in a 15 to 20 percent improvement in cost and schedule performance compared with traditional contracts:

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  20. The biggest obstacles to maintaining a consistently safe workplace are the employees’ ability to see and predict hazards and the leaders’ understanding of that ability. Here's how new tech-based approaches can help:

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