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Stephen Dale

Power to the new people analytics | McKinsey & Company - 1 views

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    McKinsey have developed an approach to retention: to detect previously unobserved behavioural patterns, they combine various data sources with machine-learning algorithms. Workshops and interviews are used to generate ideas and a set of hypotheses. Over time they collected hundreds of data points to test. Then ran different algorithms to get insights at a broad organisational level, to identify specific employee clusters, and to make individual predictions. Finally they held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions. The insights were surprising and at times counterintuitive. They expected factors such as an individual's performance rating or compensation to be the top predictors of unwanted attrition. But analysis revealed that a lack of mentoring and coaching and of "affiliation" with people who have similar interests were actually top of list. More specifically, "flight risk" across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.
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    McKinsey have developed an approach to retention: to detect previously unobserved behavioural patterns, they combine various data sources with machine-learning algorithms. Workshops and interviews are used to generate ideas and a set of hypotheses. Over time they collected hundreds of data points to test. Then ran different algorithms to get insights at a broad organisational level, to identify specific employee clusters, and to make individual predictions. Finally they held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions. The insights were surprising and at times counterintuitive. They expected factors such as an individual's performance rating or compensation to be the top predictors of unwanted attrition. But analysis revealed that a lack of mentoring and coaching and of "affiliation" with people who have similar interests were actually top of list. More specifically, "flight risk" across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.
Stephen Dale

Burned by the bots: Why robotic automation is stumbling | Digital McKinsey | McKinsey &... - 1 views

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    Installing thousands of bots has taken a lot longer and is more complex than most had hoped it would be. The 'robotics evolution' had stalled where companies try to scale the localised proofs of concept. #ai
Gary Colet

Leadership and behavior: Mastering the mechanics of reason and emotion | McKinsey & Com... - 0 views

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    Leadership and behavioural economics - McKinsey article
Stephen Dale

Adopting an ecosystem view of business technology | McKinsey & Company - 0 views

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    To fully benefit from new business technology, CIOs need to adapt their traditional IT functions to the opportunities and challenges of emerging technology "ecosystems." Here's how it's done.
Phil Ridout

Six ways to make Web 2.0 work - McKinsey Quarterly - Business Technology - Application ... - 0 views

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    Over the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation.
Stephen Dale

Taking the measure of the networked enterprise | McKinsey & Company - 0 views

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    Strong evidence indicates that imitation and innovation have been driving the spread of Enterprise 2.0 tools. Using modeing techniques,McKinsey found that 35 percent of the companies had adopted social technologies in response to their adoption by competitors.
Stephen Dale

An executive's guide to AI | McKinsey & Company - 0 views

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    Staying ahead in the accelerating artificial-intelligence race requires executives to make nimble, informed decisions about where and how to employ AI in their business. One way to prepare to act quickly: know the AI essentials presented in this guide.
Stephen Dale

Where machines could replace humans--and where they can't (yet) | McKinsey & Company - 0 views

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    As automation technologies such as machine learning and robotics play an increasingly great role in everyday life, their potential effect on the workplace has, unsurprisingly, become a major focus of research and public concern. The discussion tends toward a Manichean guessing game: which jobs will or won't be replaced by machines?
Stephen Dale

Are you ready to decide? | McKinsey & Company - 1 views

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    Good managers-even great ones-can make spectacularly bad choices. Some of them result from bad luck or poor timing, but a large body of research suggests that many are caused by cognitive and behavioral biases.
Stephen Dale

Digital hives: Creating a surge around change | McKinsey & Company - 0 views

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    "Here we present four specific approaches to the creation of what we call digital "hives"-electronic hubs bristling with collective activity and designed to solve a particular problem or set of problems, to drive new habits, and to encourage organizational change (exhibit). Digital tools to facilitate networking and collaboration propel these "horizontal" cascades, which at their best can weave new patterns of engagement across geographic and other organizational boundaries. In this way, they make it possible to have new conversations around problem solving, unlock previously tacit knowledge, and speed up execution. "
Stephen Dale

Rise of the networked enterprise: Web 2.0 finds its payday - McKinsey Quarterly - Organ... - 6 views

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    New McKinsey research shows that a payday could be arriving faster than expected. A new class of company is emerging-one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization's reach to customers, partners, and suppliers. We call this new kind of company the networked enterprise. Results from our analysis of proprietary survey data show that the Web 2.0 use of these companies is significantly improving their reported performance.
Stephen Dale

Power to the new people analytics | McKinsey & Company - 0 views

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    Use of data analytics on HR data to provide insights to improved employee retention.
Gary Colet

Bill Ford charts a course for the future | McKinsey & Company - 1 views

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    A must-read article for anyone interested in innovation in large corporations
Gary Colet

Getting big impact from big data | McKinsey & Company - 0 views

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    Data analytics will no yield results if the output is mistrusted, or if the organisation is not geared-up to respond. 
Stephen Dale

Advanced social technologies and the future of collaboration | McKinsey & Company - 0 views

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    "The next generation of social technologies is beginning to transform the way people communicate and work with each other, according to a new survey."
Stephen Dale

Blockchain beyond the hype: What is the strategic business value? | McKinsey & Company - 0 views

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    "Companies can determine whether they should invest in blockchain by focusing on specific use cases and their market position."
Stephen Dale

What's now and next in analytics, AI, and automation | McKinsey & Company - 2 views

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    "Innovations in digitization, analytics, artificial intelligence, and automation are creating performance and productivity opportunities for business and the economy, even as they reshape employment and the future of work."
Stephen Dale

The age of analytics: Competing in a data-driven world | McKinsey & Company - 0 views

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    "Big data's potential just keeps growing. Taking full advantage means companies must incorporate analytics into their strategic vision and use it to make better, faster decisions."
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