McKinsey&Company

McKinsey.com

Developing better change leaders

Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.

01/04/2012
Aaron De Smet, Johanne Lavoie, Elizabeth Schwartz Hioe
McKinsey Quarterly
Developing better change leaders

Few companies can avoid big, periodic changes in the guts of their business. Whatever the cause—market maturation, a tough macroeconomic environment, creeping costs, competitive struggles, or just a desire to improve—the potential responses are familiar: restructure supply chains; rethink relationships among sales, marketing, and other functions; boost the efficiency of manufacturing or service operations (or sometimes close them). Such changes start at the top and demand a relentless focus on nitty-gritty business details from leaders up and down the line.

Too often, however, senior executives overlook the “softer” skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include the ability to keep managers and workers inspired when they feel overwhelmed, to promote collaboration across organizational boundaries, or to help managers embrace change programs through dialogue, not dictation.

 

Developing better change leaders

Contributi affini

21/01/2015 - Quando i board non sono all’altezza

Nuovi dati mostrano che la stragrande maggioranza dei membri di un CdA non conosce[...]
Dominic Barton, Mark Wiseman
HBR

07/01/2015 - Il manager del futuro? Sarà così

Il McKinsey Quartlerly esamina le forze che stanno cambiando il mondo e i mercati.[...]
McKinsey Quarterly
Milano Finanza

04/01/2015 - McKinsey: una ricetta per tornare a crescere

C’è chi non è ancora convinto che la diversity paga. A riguardo ci aiuta l’ultima[...]
Monica D'Ascenzo
ilsole24ore.com

Esempio di progetto

Guido
Director
Alfonso, Partner
Silvia, Associate Principal
Cesar, Associate
Yuval, Business Analyst

Practice collegate