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anonymous

How social technologies are extending the organization - McKinsey Quarterly - High Tech... - 0 views

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    "Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance."
anonymous

Building Web 2.0 Enterprise: McKinsey Global Survey Results - McKinsey Quarterly - Busi... - 0 views

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    Companies are using more Web 2.0 tools and technologies than they were last year, sometimes for more complex business purposes, according to McKinsey's second annual survey on Web 2.0. Companies that are satisfied with their use of these tools are starting to see changes throughout the enterprise.
anonymous

Creating organizational transformations McKinsey survey - McKinsey Quarterly - Organiza... - 0 views

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    "If organizational transformations are to succeed, change can't be thought of as a single, standardized process."
anonymous

Building better links in high-tech supply chains - McKinsey Quarterly - Operations - Su... - 0 views

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    As high-tech supply chains increase in complexity, they become harder to manage. Collaboration between OEMs, suppliers, and retailers is the answer.
anonymous

Changing organizational structure to increase productivity - McKinsey Quarterly - Organ... - 0 views

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    About half a century ago, Peter Drucker coined the term "knowledge worker" to describe a new class of employee whose basic means of production was no longer capital, land, or labor but, rather, the productive use of knowledge. Today, these knowledge workers, who might better be called professionals, represent a large and growing percentage of the employees of the world's biggest corporations. In industries such as financial services, health care, high tech, pharmaceuticals, and media and entertainment, professionals now account for 25 percent or more of the workforce and, in some cases, undertake most typical key line activities. These talented people are the innovators of new business ideas. They make it possible for companies to deal with today's rapidly changing and uncertain business environment, and they produce and manage the intangible assets that are the primary way companies in a wide array of industries create value.
anonymous

Harnessing the power of informal employee networks - McKinsey Quarterly - Organization ... - 0 views

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    Formalizing a company's ad hoc peer groups can spur collaboration and unlock value.
anonymous

The next step in open innovation - McKinsey Quarterly - Operations - Product Development - 0 views

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    The creation of knowledge, products, and services by online communities of companies and consumers is still in its earliest stages. Who knows where it will lead?
anonymous

The ergonomics of innovation - McKinsey Quarterly - Strategy - Innovation - 0 views

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    A successful campaign to save 100,000 lives shows that efforts to make it easier for organizations to innovate can yield remarkable results.
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