Bøker av Morteza Kohansal

In the consumer-goods sector, agile ways of working aren't an all-or- nothing proposition. Success depends on knowing where and how to deploy them. D espite a strong economy and low unemployment, many large consumer-goods brands can't seem to gain an edge. Over the last decade, incumbent companies have been consistently outmaneuvered by innovative upstart brands. Consider that the top 50 consumer-goods manufacturers account for nearly 60 percent of industry sales, yet capture a mere 2 percent of its growth. CEOs at many companies are nervous about their prospects and concerned about their business model and innovation.

A company has only one peerless role: chief executive officer. It¿s the most powerful and sought-after title in business, more exciting, rewarding, and influential than any other. What the CEO controls¿the company¿s biggest moves¿accounts for 45 percent of a company¿s performance. Despite the luster of the role, serving as a CEO can be all-consuming, lonely, and stressful. Just three in five newly appointed CEOs live up to performance expectations in their first 18 months on the job. The high standards and broad expectations of directors, shareholders, customers, and employees create an environment of relentless scrutiny in which one move can dramatically make or derail an accomplished career.For all the scrutiny of the CEO¿s role, though, little is solidly understood about what CEOs really do to excel. McKinsey¿s longtime leader, Marvin Bower, considered the CEO¿s job so specialized that he felt executives could prepare for the post only by holding it. Many of the CEOs we¿ve worked with have expressed similar views. In their experience, even asking other CEOs how to approach the job doesn¿t help, because suggestions vary greatly once they go.....

The age of automation , and on the near horizon, artificial intelligence (AI)technologies offer new job opportunities and avenues for economic advancement, but women face new challenges overlaid on long-established ones. Between 40 million and 160million women globally may need to transition between occupations by 2030, often into higher-skilled roles. To weather this disruption, women (and men) need to be skilled, mobile,and tech-savvy, but women face pervasive barriers on each, and will need targeted support to move forward in the world of work. The future of women at work: Transitions in the age of automation, finds that if women make these transitions, they could be on the path to more productive, better-paid work. If they cannot, they could face a growing wage gap or be left further behind when progress toward gender parity in work is already slow .This new research explores potential patterns in ¿jobs lost¿ (jobs displaced by automation),¿jobs gained¿ (job creation driven by economic growth, investment, demographic changes,and technological innovation), and ¿jobs changed¿ (jobs whose activities and skill requirements change from partial automation) for women by exploring.

The spectrum of customers served by any government agency presents a puzzle of personal profiles, each with needs that evolve during life journeys that span years, career changes, and shifting economic, social, and family circumstances. Across the public sector, leaders increasingly recognize the rationale for improving customer experience ¿enhanced ability to achieve agency missions, outperformance in meeting budget goals, and more engaged employees. Yet we find many governmentleaders stumbling as they address how to unearth poor customer experiences, improve them, and piece together a complete picture of their customers and the elements of a culture to sustain improvement over time.

Asia is currently in the midst of a boom in digital and technological innovation. Theemergence of digital giants¿including Chinäs Tencent, Alibaba, and Baidu; Japan¿sRakuten and SoftBank; South East Asiäs Grab and Go-Jek; and Indiäs Paytm¿is clearevidence of the trend. Fast-moving and aggressive, these companies and others are thrivingbecause they have access to capital and because Asian consumers are especially receptiveto new mobile and internet technologies.Across Asia, the digital boom is a significant challenge for traditional incumbents. Faced withthe pressure to digitize and suffering from stagnant performance and slow valuation growth,many incumbents are seeking opportunities to transform and leapfrog. This has led them toembrace ecosystems , collaborating with diverse organizations that provide digitallyaccessed, multi-industry solutions based on emerging technologies.Ecosystems present several clear strategic benefits in an environment where traditionalbanks are losing growth momentum:

As businesses face evolving challenges, four aspects of leadership willbecome dramatically more important: insight, integrity, courage, and agility.It may be that advancing technology plays the most visible role in shapingmanufacturing progress in the years ahead. But we believe that what will matter at least as much for manufacturing¿s future is something that¿s much less visible, even though it has long been the bedrock of performance: effective leadership. How individual leaders inspire and influence others will become a key differentiator between organizations that thrive and those that do not.In our experience transforming large, complex organizations at scale, the bulk of the work is usually in creating operational and managerial solutions. Yet we also know that nothing will happen, let alone sustain itself over time, without effective leadership. Indeed, extensive¿and remarkably quantitative¿research confirms that there are roughly 20 fundamental components of leadership that correlate closely to organizational performance.