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This insight is helpful during a search for a new CEO, but it’s hardly one that sitting CEOs can use to improve their performance. 70–74, hbr.org. Furthermore, CEOs who make these moves earlier in their tenure outperform those who move later, and those who do so multiple times in their tenure avoid an otherwise common decline in performance. Furthermore, research using our CEO database found that the top decile of high performing CEOs are 35 percent more likely to dynamically reallocate capital than average performers. our use of cookies, and With this article, we set out to show which mindsets and practices are proven to make CEOs most effective. One way that CEOs try to reduce strategic uncertainty is to focus on options with the firmest business cases. 5 We've helped over 30,000 candidates navigate the application and interview process for firms like McKinsey, BCG, Bain, Oliver Wyman, etc. tab. A company has only one peerless role: chief executive officer. Their life is endless meetings and a barrage of email.” The best go one step further and reframe the reference point for success. The best CEOs ensure that their own role is included so that the board has viable, well-prepared internal candidates to consider for succession. 7 In fact, we’ve yet to meet one who does. Good CEOs ensure that their companies have an effective risk operating model, governance structure, and risk culture. Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Hoboken, NJ: John Wiley & Sons, 2011. 3. Most transformations fail. Etc. This is the reason why Eloquens is centralising in one place all the best ready-to-use powerpoint slides, excel files and methods used by Strategy Consulting firms, for download. From analytics to product development to marketing and sales, functional excellence is a requirement for thriving organizations. CEOs of B2C companies often like to make unannounced visits to stores and other frontline operations to better understand the customer experience that the business provides. At some point, however, it becomes important to look at the company with fresh eyes and to decide on the next set of bold moves, realign the organization, refresh the team and processes, and so on. Michael Bazigos, Aaron De Smet, and Chris Gagnon, “Why agility pays,” McKinsey Quarterly, December 2015. For example, the “endowment” a CEO inherits (for example, the company’s revenue base, debt levels, and past investments in R&D) accounts for 30 percent of what enables a company to move from average to the top quintile of economic profit. A criterion used in virtually every “best CEO” ranking for public companies is how much value a CEO’s company creates. Many CEOs have confided to us that they worry about asking the same few overstretched “usual suspects” to take extra assignments because they can’t trust the people who would otherwise perform them. Such biases contribute to many common performance shortfalls, such as the significant cost overruns that affect 90 percent of capital projects. Finally, excellent CEOs keep their role in perspective by reminding themselves it is temporary and does not define or limit their self-worth and importance in the world. The majority of brainstorming is about building off of ideas, getting people engaged to open up and speak their mind, and there isn’t a quicker way to turn a person’s brain and creativity off than by saying “No, that won’t work…that is not a good idea.” 4. There’s good reason to do this: headlines that carried the word “crisis” alongside the names of 100 top companies appeared 80 percent more often from 2010 to 2017 than they did in the previous decade. This posture, along with a granular approach to prioritizing stakeholder interactions and a sound corporate resilience plan, lets CEOs minimize the company’s exposure to customer- and stakeholder-related risks, and capitalize on new opportunities. It casts key performance measures such as margin, cash flow, and organizational health in a different light, thereby cutting through the biases and social dynamics that can lead to complacency. Reinvent your business. Excellent CEOs endeavor to minimize the effect of biases by instituting such processes as preemptively solving for failure modes (premortems), formally appointing a contrarian (red team), disregarding past information (clean sheet), and taking plan A off the table (vanishing options). CEOs can also help improve the board’s effectiveness by ensuring that new members complete a thorough onboarding program and creating opportunities for the board to learn about topics like changing technology, emerging risks, rising competitors, and shifting macroeconomic scenarios. The benefit of this approach might seem obvious, yet a third of companies reallocate a mere 1 percent of their capital from year to year. If the consulting career path sounds like your kind of environment, then you're in the right place. Good CEOs know that these statements need to amount to more than slogans for office posters and use them to influence decision making and day-to-day behaviors. It’s incumbent on the leader to set the direction for the company—to have a plan in the face of uncertainty. Learn about This is not only grounding for the CEO, but also motivating for all involved. We use cookies essential for this site to function well. Ask successful investors what they look for in portfolio companies, and many will tell you they’d rather put money on an average strategy in the hands of great talent than on a great strategy in the hands of average talent. It’s the most powerful and sought-after title in business, more exciting, rewarding, and influential than any other. 3 18. Our flagship business publication has been defining and informing the senior-management agenda since 1964. Don't reuse case frameworks. Nevertheless, excellent CEOs can take useful steps to boost the quality of the board’s advice to management such as the following: Effectiveness: Promote a forward-looking agenda. Resource reallocation isn’t just a bold strategic move on its own; it’s also an essential enabler of the other strategic moves. Chris Bradley, Martin Hirt, and Sven Smit, Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds, Hoboken, NJ: John Wiley & Sons, 2018. 9 You will see that magical phrase mentioned numerous times in white papers and research on these websites: Boston Consulting Group, Deloitte, PWC and Accenture. 2 But financial measures of CEO excellence have a serious shortcoming: they are heavily influenced by factors outside the CEO’s control. 275 Discuss add_shopping_cart. Whereas Steve Jobs advised college graduates, “Stay hungry, stay foolish,” we urge CEOs to “Stay hungry, stay humble.”. Urgent product ideas are approved, only to get bogged down in long technology queues and one-size-fits-all risk-management processes. hereLearn more about cookies, Opens in new CEOs should also calibrate individual relationships, maintaining the distance to be objective but enough closeness to gain trust and loyalty. Academic research also demonstrates that traits such as drive, resilience, and risk tolerance make CEOs more successful. Further, they commit to making the team productive by regularly taking stock of and improving its operating rhythm, meeting protocols, interaction quality, and dynamics. Resource allocation: Stay active. 10. McKinsey insisted, in other words, that it should decide what the government could say — and to whom — about the advice it had been given. 9. People create and sustain change. The efficiency and effectiveness of a company’s core management processes also can change a company’s fortunes, yet less than a third of employees report that their company’s management processes support the achievement of business objectives. Those six-digit salaries are a major point of attraction for the best and brightest … For all the scrutiny of the CEO’s role, though, little is solidly understood about what CEOs really do to excel. We strive to provide individuals with disabilities equal access to our website. Building relationships with individual board members positions the CEO to benefit from their perspectives and abilities, and privately discuss topics that may be difficult for the larger group to address. 11. What follows is a detailed look at these mindsets and practices. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. 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. This reflects the increasing demand for digital technology consultants. Use minimal essential Despite these upsides, many CEOs regard their companies’ boards in the way one CEO described his company’s board to us: as a “necessary evil.” The chairperson leads the board, and even in cases where that role is held by the CEO (as is common in North American companies), the board’s independence is essential. “Dan Ariely on irrationality in the workplace,” February 2011. 13 What the CEO controls—the company’s biggest moves—accounts for 45 percent of a company’s performance. What do I want others to say about me as a leader? We then broke those down into 18 specific responsibilities that fall exclusively to the CEO. 17 Nor has academic and other research on the CEO’s role done much to illuminate how CEOs think and what they do to excel. For example, a CEO’s office should carefully plot all aspects of the CEO’s meetings: agenda, attendees, preparation (including “alone time” for the CEO to reflect and get ready), logistics, expected outcomes, and follow-up. The gap between excellent CEOs and lesser ones is wide, as many directors know firsthand (analysis of our CEO database shows that 30 percent of top-performing CEOs take over from bottom-performing ones and 23 percent of bottom-performing CEOs take over from top performers). For the regular cases on preplounge will be most helpful. Best practices are like powerful telescopes. The facts show that agility requires no such trade-off: on the contrary, companies that are both fast and stable are nearly three times more likely to rank in the top quartile of organizational health than companies that are fast but lack stable operating disciplines. New research from McKinsey & Company, titled ‘Growing beyond the core business’, explores in how far businesses that expand their businesses outside of the core are able to create value, and what best practices set those that do create significant value out from the rest Press enter to select and open the results on a new page. Research shows, however, that this approach delivers another sort of outcome: the dreaded “hockey stick” effect, consisting of a projected dip in next year’s budget, followed by a promise of success, which never occurs. McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. Value creation makes it possible to sustain the pursuit of other goals. The interview and application process for consulting jobs is extremely rigorous, but fear not! collaboration with select social media and trusted analytics partners 16 tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. Companies that reallocate more than 50 percent of their capital expenditures among business units over ten years create 50 percent more value than companies that reallocate more slowly. There is no substitute for knowing an industry inside and out. cookies. The remaining 45 percent that the CEO can control is what we’ve endeavored to illuminate in our model of CEO excellence. Excellent CEOs form a small group of trusted colleagues to provide discreet, unfiltered advice—including the kind that hasn’t been asked for but is important to hear. They entirely dominated the business conversation and set the agenda at the highest levels of business decision making. While no CEO can escape these emotions completely, excellent CEOs know that they will serve the company better by taking command of their well-being in these ways: Office: Manage time and energy. 12. Reinvent your business. 4 Excellent CEOs form a small group of trusted colleagues to provide discreet, unfiltered advice—including the kind that hasn’t been asked for but is important to hear. 6 20 See Sheen S. Levine and David Stark, “Diversity makes you brighter,” New York Times, December 9, 2015, nytimes.com; “Better decisions through diversity,” Kellogg Insight, October 1, 2010, insight.kellogg.northwestern.edu; and Bill Snyder, “Deborah Gruenfeld: Diverse teams produce better decisions,” Insights by Stanford Business, April 1, 2004, gsb.stanford.edu. For example, the CEO might suggest that certain types of expertise or experience—be they related to industries, functions, geographies, growth phases, or demographics—would enable the board to better assess and support the business. If you are uncertain whether you have to take it or not, assume that you have to, and practice for it before having confirmation from the HR. They seek opportunities to go on the offensive, to the extent they can. Digital upends old models. 42–70, elibrary.worldbank.org. Excellent CEOs systematically prioritize, proactively schedule, and use interactions with their companies’ important external stakeholders to motivate action. Scott Keller and Bill Schaninger, Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change, Hoboken, NJ: John Wiley & Sons, 2019. Sixty percent are two levels below, and 20 percent sit farther down. According to McKinsey research, five bold strategic moves best correlate with success: resource reallocation; programmatic mergers, acquisitions, and divestitures; capital expenditure; productivity improvements; and differentiation improvements (the latter three measured relative to a … Hiring McKinsey & Company, The Boston Consulting Group (BCG) or Bain & Company is not a luxury all professionals can afford. For example, when McKinsey arrived in Germany in the 1960s they pretty much swept across the country bringing in US best practices. For example, instead of a manufacturer aspiring to be number one in the industry, the CEO can broaden the objective to be in the top quartile among all industrials. Subscribed to {PRACTICE_NAME} email alerts. CEOs who insist on rigorously measuring and managing all cultural elements that drive performance more than double the odds that their strategies will be executed. Talent: Match talent to value. CEOs have many ways to gauge how well they are doing in their role. 10 Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more, Learn what it means for you, and meet the people who create it, Inspire, empower, and sustain action that leads to the economic development of Black communities across the globe, Select topics and stay current with our latest insights. McKinsey topped that category, followed by BCG, Accenture, Deloitte, and Bain, respectively. ... management consulting is the business of problem-solving. The partners at strategy consulting firm McKinsey ANZ have elected eight new local partners. Establishing good relationships and a tone of transparency early on enables the CEO to build trust and to clearly delineate responsibilities between management and the board. Here are the best practices when creating an effective problem statement: Use the 5 Ws and one H. One of the most useful tools when developing a problem statement is the 5 Ws and one H, which is simply utilizing who, what, why, where, when and how questions to frame the problem statement. our use of cookies, and As a consumer goods CEO told us, “You are speaking through an extraordinary amplification system. And over the long term, they deliver triple the total return to shareholders that other companies deliver. 13. By emulating the four strategic-planning best practices, you can boost the ratio of insight to effort and align the organization around a strategy that is faithfully executed, constantly questioned, and regularly refreshed. A proper assessment of organizational health takes in everything from alignment on direction and quality of execution to the ability to learn and adapt. The most successful CEOs quickly establish an office (often including one or two highly skilled executive assistants and a chief of staff) that makes their priorities explicit and helps them spend their scarce time doing work that only CEOs can do. We mined our proprietary database on CEO performance, which is the largest of its kind, containing 25 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries. 19 Executives who are appointed to the top job can boost their leadership capabilities by understanding and adopting the mindsets and practices that define CEO excellence. McKinsey ranks first on the Vault's ranking of consulting firms, followed by Bain and BCG. To answer the question, “What are the mindsets and practices of excellent CEOs?,” we started with the six main elements of the CEO’s job—elements touched on in virtually all literature about the role: setting the strategy, aligning the organization, leading the top team, working with the board, being the face of the company to external stakeholders, and managing one’s own time and energy. They require executives to coordinate their decision making and resource assignments to ensure that management processes reinforce priorities and work together to propel execution and continual refinement of the strategy. Management consultants use the phrase “best practices” often. Learn the case fundamentals. The best CEOs also teach their office staffs to help manage the CEO’s energy as thoughtfully as their time, sequencing activities to prevent “energy troughs” and scheduling intervals for recovery practices (for example, time with family and friends, exercise, reading, and spirituality). Something went wrong. McKinsey & Company Named a Leader in Customer Experience Strategy Consulting Practices Report 09/01/2021 11:25:22 1-888-992-3836 Free Membership Login Monitor Doing so ensures that CEOs set a pace they can sustain for a marathon-length effort, rather than burn out by sprinting over and over. Good CEOs ensure that their companies have an effective risk operating model, governance structure, and risk culture. Please email us at: McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. 1. They deliberately choose how to behave in the role, based on such questions as: What legacy do I want to leave? Top teams that work together toward a common vision are 1.9 times more likely to deliver above-median financial performance. The CEO typically delegates management processes to other executives: the CFO looks after budgeting and sometimes strategy as well; the chief human resources officer (CHRO) looks after talent management and workforce planning; the CIO looks after technology investment; and so on. Unleash their potential. Once these roles are identified, the CEO can work with other executives to see that these roles are managed with increased rigor and are occupied by the right people. Excellent CEOs go further: they reinforce and act on a corporate purpose (the “Why?”) that involves not just making money but also benefiting society. Excellent CEOs also promote connections and collaboration between the board and top executives, which keeps the board informed about the business and engaged in supporting its priorities. They push for meaningful efforts to create jobs, abide by ethical labor practices, improve customers’ lives, and lessen the environmental harm caused by operations. The best CEOs put equal rigor and discipline into achieving greatness on both strategy and talent. 16. They also spend time with their companies’ 15 or 20 most important “intrinsic” investors (those who are most knowledgeable and engaged) and assign the rest to the CFO and the investor-relations department. Careful analysis typically produces findings that surprise even the savviest CEOs. Earlier today consulting behemoth McKinsey released a 2020 report entitled Diversity Wins: How inclusion matters. Press enter to select and open the results on a new page. For more, see Martin Hirt, Kevin Laczkowski, and Mihir Mysore, “Bubbles pop, downturns stop,” McKinsey Quarterly, May 2019. Many of the CEOs we’ve worked with have expressed similar views. Relationships: Think beyond the meeting. 8. Frameworks to simplify the complex: timelines, value chain, bubble charts, histograms, maturity … Vendors of workforce surveys like to say that employee engagement is the best measure of “soft stuff.” It’s not. by David H. Maister, Charles H. Green, and Robert M. Galford. Eleanor Bensley , 34, is partner in the firm's Asia banking practice and based in Sydney. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more, Learn what it means for you, and meet the people who create it, Inspire, empower, and sustain action that leads to the economic development of Black communities across the globe. Other stakeholder groups (such as regulators, politicians, advocacy groups, and community organizations) also will require a portion of the CEO’s time. Learn about 14 For more ideas about how to address common cognitive and organizational biases, see the McKinsey Quarterly Bias Busters series. The New Hiring Practices At McKinsey And Goldman Sachs. Practice with peers. To get the most from their time with the board, excellent CEOs collaborate with board chairs on developing a forward-looking board agenda. Not surprisingly, data also show that externally hired CEOs are more likely to move with boldness and speed than those promoted from within an organization. It’s easy for CEOs to become overconfident. Moments of truth: Build resilience ahead of a crisis. Cognitive and organizational biases worsen everyone’s judgment. Excellent CEOs spend time thinking about, articulating, and championing the purpose of their company as it relates to the big-picture impact of day-to-day business practices. CEOs of B2B companies typically focus on their highest-value and largest potential customers. Most surprising of all is that the remaining 10 percent are roles that don’t even exist. Before long, CEOs forget how to say “I don’t know,” cease asking for help or feedback, and dismiss all criticism. They also ensure they have a diverse team, which has been shown to improve decision-making quality. Extensive research to determine what mindsets and practices are like good [ … the... Financial performance ” is to help leaders navigate to the curious: clients want insight what! 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