McKinsey Quarterly
02/17/2017 at 20:38. Facebook
To survive in the digital age, companies need to be open to radical reinvention. Here is a comprehensive view of how an organization sets the right ambition, creates the right elements for the transformation, then undertakes the change journey: [ Link ]
More than 75 percent of CEOs include gender equality in their top ten business priorities, but gender outcomes across the largest companies are not changing. What should we do differently? Consider these findings from our survey with [ Link ]

Time for a new gender-equality playbook
While transparency in the business world is generally considered a good thing, it can also cause pain without much gain. Executives need to get smarter about when to open up and when to withhold information. [ Link ]
Companies acknowledge that increasing the percentage of women in the workforce and on boards is the right thing to do. But general conviction isn’t sufficient. What’s too often missing, says Fabrizio Freda, president and CEO of The Estée Lauder Companies, is a sense of urgency: [ Link ]
"We not only reduced the number of management positions by one-third—from 300 to 200, in some cases removing two out of six tiers of management—but reshuffled or rotated another third of them." Davor Tomašković has led three corporate transformations in three different industries. His lessons: [ Link ]

Leading a corporate transformation
What's required to make your organization's board gender diverse is the mind-set for change. For some, it has meant establishing a target number of board positions for women, while others ensure a list of candidates is diverse from the beginning, without adherence to a static quota. [ Link ]
We conducted a series of interviews to improve board-level gender diversity with the CEOs and chairs from a number of standout companies. What follows is a set of best practices for all: [ Link ]
B2B companies significantly trail B2C companies in strategy, organization, and capabilities—three of four key areas of our Digital Quotient assessment. We have found that strong scores in these management dimensions correlate strongly with higher margins and shareholder returns. [ Link ]
François-Henri Pinault, CEO and chairman of Kering, knew that recommendation nor the law in France was enough to promote gender equality on his board. What did it take to succeed? [ Link ]
Robots won’t take your job anytime soon, but we’ll all need to work more closely with them. Learn more in the latest McKinsey Global Institute Report, "A future that works: Automation, employment and productivity." [ Link ]
Listen to our latest podcast on what companies need to do to adapt to the changing landscape for data and analytics, opportunities in industries from retail to healthcare, and implications for workers: Android [ Link ] and iTunes [ Link ]
Businesses that seek to compete in the smart home can begin their housework early: how do you market your products and services to a homebot? [ Link ]
Lure out, dig up, and track down the hidden leaders in your organization with these proven tactics: [ Link ]
From what CEOs are reading to a better reading list for leaders: Here are McKinsey's most popular articles for 2016 [ Link ]

Top Ten 2016
See what resonated with our readers in 2016: [ Link ]

Our top 10 articles of 2016
Increasingly, customers expect “omnichannel” convenience that allows them to explore a product in one channel (say, a mobile app) and end it in another (by picking up the purchase in a store). How mapping customer journeys can help fill the gaps in the omnichannel experience: [ Link ]
Workplace incivility is rampant and on the rise. The accumulation of thoughtless actions that leave employees feeling disrespected—intentionally ignored, undermined by colleagues, or publicly belittled by an insensitive manager—can create lasting damage that should worry every organization. There are ways to change it: [ Link ]
Jay Forrester, who died on November 16, was the technocratic visionary who created system dynamics, a way of "inventing the future" that uses feedback loops and other now-common techniques to determine the intended and unintended effects of human activity. As a professor at MIT Sloan School of Management, he extended these ideas from industrial operations to business strategy, employment...
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“In LEO Innovation Lab, we have an innovation process that runs within 100 days—100 days from the point we have an idea to the moment we have a solution on the market.” LEO Pharma wants to become the world’s leading company for people with skin diseases. [ Link ]

Being patient-centric in a digitizing world