Free Returns and Standard Shipping

Archives

in

info@learn.odoo.com

⏳LIMITED TIME OFFER⌛ 30% off Annual Premium Subscription

EP87: ByteByteGo System Design Course Black Friday Deals

Creating a road map for business leaders since 1964

McKinsey & Company

Share this email

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

New from McKinsey & Company

Celebrating nearly 60 years of business insights

Since 1964, the McKinsey Quarterly has helped shape the senior management agenda, providing crucial business insights to a select audience. With the debut of the McKinsey Quarterly digital edition earlier this year, readers have been able to keep pace with the biggest trends in businesses—including generative AI, the future of work, and CEO succession planning—in an immersive, engaging online experience. As we close out the year, revisit some of the issues of our flagship publication, from McKinsey’s Aaron De Smet, Carolyn Dewar, Scott Keller, Kate Smaje, and many others, that have defined the last few decades. And make sure to sign up to access all four of this year’s digital issues of the McKinsey Quarterly.

An image linking to the web page 'Have you tested your strategy lately?” on McKinsey.com.

Have you tested your strategy lately?

Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company.

An image linking to the web page 'Letter to a newly appointed CEO” on McKinsey.com.

Letter to a newly appointed CEO

McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.

Gain perspective

An image linking to the web page 'Developing leaders in a business” on McKinsey.com.

Developing leaders in a business

In his book The Will to Lead, Marvin Bower, McKinsey’s managing partner from 1950 to 1967, urges senior managers to abandon command-and-control structures and adopt a program to develop leaders, starting with themselves. In this excerpt, he explores the attributes of leadership.

Get started

An image linking to the web page 'The executive's guide to better listening” on McKinsey.com.

The executive’s guide to better listening

Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. Here’s how.

Learn to listen

An image linking to the web page 'Delighting in the possible” on McKinsey.com.

Delighting in the possible

In an unpredictable world, executives should stretch beyond managing the probable.

Change your mindset

A yellow wire shaped into a butterfly

Rewired to outcompete

Six signature moves led by the C-suite can build organizations that will outperform in the age of digital and AI.

6 capabilities

Photo of a hatched chicken perched near a cracked and runny egg

‘Great Attrition’ or ‘Great Attraction’? The choice is yours

A record number of employees are quitting or thinking about doing so. Organizations that take the time to learn why—and act thoughtfully—will have an edge in attracting and retaining talent.

Focus on the employee experience

An image linking to the web page 'A military veteran knows why your employees are leaving” on McKinsey.com.

A military veteran knows why your employees are leaving

She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan.

Understand the Great Resignation

An image linking to the web page 'Middle managers are the heart of your company” on McKinsey.com.

Middle managers are the heart of your company

Stop thinking of middle management as a way station. Instead, make it a destination.

Offer the right rewards

An image linking to the web page 'Staying ahead: How the best CEOs continually improve performance” on McKinsey.com.

Staying ahead: How the best CEOs continually improve performance

After the heady first years in the job, CEOs must sustain momentum and high performance. Here are four ways to avoid complacency and create even more value.

Achieve sustained success

For more essential reading on topics that matter, visit McKinsey Themes.

— Edited by Emily Adeyanju, editor, Charlotte

McKinsey & Company

Follow our thinking

McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android.

Download on the App Store

ANDROID APP ON Google play

This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.

You received this email because you subscribed to our McKinsey Quarterly alert list.

Manage subscriptions | Unsubscribe

Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

by "McKinsey & Company" <publishing@email.mckinsey.com> - 11:30 - 25 Nov 2023