Mckinsey.com details companies, company profile

Transformation in Latin American companies McKinsey

Details: 2 days ago · Companies commonly use two approaches to set goals: they embrace incremental targets with the hope of building momentum and of ensuring that the entire organization shares the burden, or—more typically—they establish low targets with an “underpromise to overdeliver” mindset. This approach is flawed for three main reasons.

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A new look at how corporations impact the economy and

Details: Companies, for example, could use this research to better understand the patterns and implications of their own impact on the economy and stakeholders. Policy leaders could consider the impact in their economies and how to accentuate the positives, capture opportunities, and address challenges.

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How global companies can manage geopolitical risk …

Details: Companies may want to gather internal and external perspectives before deciding what to include in market compacts. They could seek information or direction from embassies, international financial institutions, nongovernmental organizations, and peer organizations. Cultivating such a local risk-management network with key stakeholders and

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How companies can turn the Great Resignation into the

Details: Companies are struggling to address the problem, and many will continue to struggle for one simple reason: they don’t really understand why their employees are leaving in the first place. Rather than take the time to investigate the true causes of attrition, many companies are jumping to well-intentioned quick fixes that fall flat: for

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The global company’s challenge McKinsey

Details: Companies that have mainly grown through M&A, in contrast, may find it easier to tailor operations to local markets but harder to integrate their various parts so they can achieve the potential of scale and scope and align a dispersed workforce behind a single set of …

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Critical infrastructure companies and the global

Details: Companies can mitigate this by creating local security-review task forces, including tenured business-unit security officers who represent the security organization regionally or locally. Metrics and reporting structures can be managed by a company-wide cyber governance committee that reports into the board.

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The journey to agile: How companies

Details: Simon London: And then there are companies that were sort of born agile, like Spotify, which is one of those sorts of talismanic examples of a company that’s just done this almost since the very beginning. Shail Thaker: Absolutely. And that’s where, when I refer to the historic baggage of companies, if you’re talking about a 100-person start-up, these working …

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Mining companies and COVID-19 McKinsey

Details: Mining companies should consider acting across five stages, leading from the crisis of today to the next normal that will emerge after the battle against coronavirus has been won: Resolve, Resilience, Return, Reimagination, and Reform.. Resolve: Address the immediate challenges that COVID-19 presents. Resilience: Address near-term cash management …

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CPG companies and the next normal McKinsey

Details: Companies should seek to dynamically define the RTM model for each customer segment, basing the frequency and mode of service on the growth potential and ROI. They can then redeploy sales efforts from underperforming segments to other value-added activities and adjust over time to accommodate for changes in demand and possible disruptions.

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How HST companies can boost productivity with data McKinsey

Details: HST companies, having long served clients across the industry spectrum, have created best-of-breeding thinking for many solutions, yet are far from alone in vying for work. The market for outsourcing health services such as logistics, payment solutions, and data and software platforms is expected to rise at a compound annual growth rate of more

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How companies can create value from digital ecosystems

Details: Companies can capture value from many sources including customer-funded new products and services, merchant-funded platform usage, and third-party-funded data monetization. Telefonica, a European telco, has been actively leveraging its customer data and insights to develop new IoT (Internet of Things), digital content, and healthcare services.

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How great supply-chain organizations work McKinsey

Details: Companies do this by designing new structures, roles, and processes to create a “minimum viable product” version of the new supply-chain organization—then testing and refining their new supply-chain operating models in an iterative way. This approach helps companies spot the issues outlined in this article, from misaligned incentives to

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Strategic resilience during the COVID-19 crisis McKinsey

Details: As companies start to prepare for a postpandemic world, those that have fallen behind more resilient players will need to take fast, bold action to make up for lost ground. Testing your strategic resilience. The COVID-19 pandemic has put businesses through rigorous strategic-resilience tests. For many, it was a rude awakening.

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Strategies for OFSE companies to address the energy

Details: Companies that pursue this archetype may implement it with wide variations, such as in the level of diversification (for example, as a percent of target revenues or capital reallocation with varying commitments to diversify) or in the maturity of target-market segments (such as relatively mature offshore wind or burgeoning green hydrogen).

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From good to great in digital: The opportunity for Belgian

Details: Just 33 percent of TMT companies, for example, have a clear prioritization of domains for digital and analytics initiatives versus 39 percent for Belgian companies overall. In financial services, just 22 percent have a cloud-first mindset and are migrating to cloud-based storage and computing versus 53 percent for Belgian companies overall.

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Where companies with a long-term view outperform their

Details: Long-term companies exhibit stronger financial performance over time. On average, their market capitalization grew $7 billion more than that of other firms between 2001 and 2014. Their total return to shareholders was also superior, with a 50 percent greater likelihood that they would be in the top decile or top quartile by 2014.

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Winning the race with inflation: The pricing opportunity

Details: Many industrial companies face a complex new array of challenges today, including a global pandemic that has driven radical shifts in demand, buying patterns, cost to serve, and perceived value across sectors and value chains, which in turn have led to sharp spikes in commodity prices. Inflation in the cost of raw materials is forcing industrial …

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Cost optimization in advanced industries McKinsey

Details: Most companies struggle to choose from the many tools and technologies available. A full-scale diagnostic and design of a target picture before launching a transformation can help. This review includes quantifying opportunities by business function and cost category, identifying digitization opportunities, creating a transformation road map

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How Australian companies can reinvent themselves in 2021

Details: Companies can benefit from preparing to both acquire and build capabilities in areas where bottlenecks arise. Addressing these bottlenecks will probably require newer capabilities given the increasing interface between technology and other parts of the business. Roles such as data-and-analytics translators are likely to become more crucial.

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The digital future of manufacturing consumer packaged

Details: Manufacturing companies from different industries can have very different DnA-transformation journeys. Among the most significant factors affecting the challenge of a company-wide DnA transformation is the degree to which the production network is fragmented.

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SaaS and the Rule of 40: Keys to the critical value

Details: LTM free cash flow (FCF) percentage for mid-to-large SaaS companies: This indicator measures FCF 2 as a percent of revenue for the past 12 months. From a Rule of 40 standpoint, this is the metric that industry watchers use to determine the FCF percentage, especially for large companies with revenues greater than $600 million.

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How industrial companies can put ecommerce at the heart of

Details: Some industrial companies may also ask distributors to commit to purchasing a certain amount of products, or to emphasize their products in email-marketing campaigns. For each distributor, such gives are balanced by a number of gets. Industrial companies may automatically send some new customers to distributors by linking to their websites.

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The Great Attrition: Facing the labor shortage conundrum

Details: The unprecedented number of people quitting without taking another similar job is having an enormous impact on labor supply. Organizations must act to retain their current employees and to attract people—both those at other companies and those who have temporarily left the traditional workforce. There are three broad sets of actions

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How industrial companies can capture cloud technology’s

Details: The survey’s key findings are: Nearly two-thirds of industrial companies are actively using cloud solutions, but far fewer reap the cloud’s full rewards. Companies pin their hopes on the cloud’s value in IT, but the real value is the cloud’s application on the business side.

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How can companies make hybrid work a success

Details: If the future of work is hybrid, why do so many companies lack a vision for hybrid work? If the future of work is hybrid, why do so many companies lack a vision for hybrid work? We use cookies essential for this site to function well. Please click "Accept" to help us improve its usefulness with additional cookies.

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Forward Thinking on making labor markets work smarter--for

Details: The companies that actually turn out to do this well are going to beat the companies that don’t. And that’s where so much of the innovation comes in this country now. It’s not from people in lab coats. It’s actually at the front lines. It’s those people that Beth was talking about who are coming from the nail salons with their

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A new portfolio model for Pharmaceutical & Medical

Details: The impact of using the portfolio model will differ for biotech companies, pharma companies, pharma-service providers, and investors. For biotech companies, the portfolio model represents an alternative to an acquisition or IPO. Companies have traditionally funded maturing pipelines through a combination of public investment and industry

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Why diversity matters McKinsey

Details: Companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set (that is, bottom-quartile companies are lagging rather than merely not leading).

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Changing companies’ minds about women McKinsey

Details: Most companies collect some data on diversity. Yet few track the results in enough detail to help executives gain a real understanding of what’s going on in their own departments or business units and how their mind-sets may be contributing. Furthermore, many companies track data only at the executive level, not down to the front line.

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The technology imperative for life sciences companies

Details: Leading companies form an ambitious vision around business priorities that are aligned and supported by top management. This holistic, end-to-end strategy looks beyond piecemeal technology upgrades and embraces the idea that a true technology transformation is a never-ending journey.

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How corporates and start-ups can collaborate successfully

Details: Companies will say, “We will run five experiments with R&D. Here is an interesting technology, here is a use case that worked.” But they don’t think about the full pathway across the development life cycle. The pilot needs to give you a good proof of concept, the confidence about a product–market fit that can move on to something bigger

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As sector partitions crumble, ASEAN companies must cross

Details: Companies around the world are facing these challenges to traditional configurations, and in ASEAN, where so many have only recently awakened to the idea of transnational markets, understanding this evolution is both urgent and valuable. As a trade bloc, ASEAN makes up the world’s fifth largest economy, trailing only the United States, the

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Creating strong digital B2B channels at industrial companies

Details: Companies should also consider inherent risks, such as the possibility of losing a large account if a new e-commerce system has bugs. A phased rollout, which only targets certain customer segments initially, will allow companies to learn from experience and make continuous enhancements to the platform as more customers are added.

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Digital therapeutics and pharma McKinsey

Details: If digital-therapeutic companies take these questions seriously and show—through randomized clinical trials and real-world settings—that they can deliver lower costs and improved population health, there’s a fair chance payers will speed up adoption.

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The new marketing model for growth: How CPGs can crack the

Details: CPG companies have historically been unable to collect and activate personalized, first-party data at scale because they don’t have direct interactions with consumers the way retailers or digital subscription services like Netflix or Spotify do. For years, they have relied on third-party data to fill this void, but CPG brands must now make

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Sporting Goods 2021

Details: companies posting weaker sales. The exception was the Chinese market, which continued its role as the industry’s growth engine, after expanding at an average of 16.5 percent a year (CAGR) from 2015 to 2019. 1 Sporting goods companies saw their market valuations fall in the early months of the pandemic.

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The secret of successful drug launches McKinsey

Details: Companies must ensure they quickly understand the market’s unmet needs, make sure they don’t underinvest, and be prepared to react and course correct. Market shaper. The remaining 8 percent of launches will face the substantial challenge of launching an undifferentiated product in an unestablished disease area.

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China’s digital R&D imperative McKinsey

Details: Companies should also consider redesigning the career paths for specialist technical staff. Such employees may not wish to pursue conventional routes into management roles. Instead, leading companies create senior-expert roles with status equal to that of managers and encourage the most experienced staff members to mentor junior colleagues.

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Building organizational capabilities: McKinsey Global

Details: Most companies focus on the capability executives say is most important to business performance because it’s a part of the companies’ culture, not for any competitive reason. While culture is a strong driver of effective capability building, companies that focus on certain capabilities for competitive reasons rather than cultural ones gain

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Digital transformation in energy: Achieving escape

Details: For energy companies, achieving value from digital technologies has become the great white whale: anxiously hunted, dimly perceived, enormous, and elusive. For the past two years, energy companies of every stripe have probed digital possibilities—running pilots in analytics, process digitization, and automation.

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