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Jan 14, 2025 | 
mckinsey.com | Anna Mattsson |Anthony Luu |Dana Maor |Jamie Koenig
Separations have become a widely adopted strategy for creating value, but their popularity does not mean these complex transactions are always effective. For instance, spin-offs—one of the main types of corporate separations, alongside divestitures and carveouts—have hit record numbers in recent years, but these deals are not guaranteed to create value for both the remaining and new businesses.
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Dec 6, 2024 | 
mckinsey.com | Jacqueline Brassey |Aaron De Smet |Dana Maor
Unexpected crises, volatility, and a generally accelerated pace of change have increasingly become the norm. But it doesn’t feel normal. For many, it feels stressful and exhausting.
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Nov 15, 2024 | 
onlinelibrary.wiley.com | Dana Maor |Hans-Werner Kaas |Kurt Strovink |Ramesh Srinivasan
The authors, all senior partners at McKinsey & Company, concluded in working with many leaders that there was a need for greater self-awareness and self-reflection.
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Nov 4, 2024 | 
mckinsey.com | Dana Maor |HansWerner Kaas |Kurt Strovink |Ramesh Srinivasan
Showing vulnerability can build connections and trust. One place to start: create a ‘to be’ list rather than a ‘to do’ list. What does it take to be a great CEO? There are the tangible skills, of course, such as financial acumen and operational management. Then there’s a short list of traits that corporate leaders can agree are prerequisites, including confidence, resilience, and versatility.
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Sep 26, 2024 | 
chiefexecutive.net | Hans-Werner Kaas |Dana Maor |Ramesh Srinivasan |Kurt Strovink
The best leaders grant authority and then try to minimize mistakes by creating a modicum of control and by keeping people from straying too far from the company’s goals and values. On a day-to-day basis, that’s a hard act to pull off. The best CEOs use different metrics for monitoring and enforcing that balance between control and autonomy. The challenge here is to create an environment that provides both psychological safety and accountability. This is another polarity that leaders must master.
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Sep 19, 2024 | 
mckinsey.com | Andrea Pedroni |Dana Maor |Davide Schiavotto
Telcos worldwide want to evolve from traditional connectivity providers into customer-centric, platform-oriented innovators akin to today’s top tech players. Industry leaders and experts view this shift toward broader services and partner ecosystems as the most promising path to reignited and sustainable growth after many years of declining performance (especially in the European market).
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Sep 10, 2024 | 
bigthink.com | Hans-Werner Kaas |Dana Maor |Ramesh Srinivasan |Kurt Strovink
Learn from the world’s biggest business thinkers Excerpted from The Journey of Leadership: How CEOs Learn to Lead from the Inside Out by Dana Maor, Hans-Werner Kaas, Kurt Strovink, and Ramesh Srinivasan, in agreement with Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright © McKinsey & Company, 2024. At one Bower Forum in New York City, a CEO of a global manufacturer bemoaned the fact that everything seemed to be spinning out of control.
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Sep 9, 2024 | 
nextbigideaclub.com | Steven Petrow |Dana Maor |Hans-Werner Kaas |Kurt Strovink
Dana Maor is a senior partner at McKinsey & Company. She is the global co-head and Europe leader for the McKinsey People & Organizational Performance Practice. Hans-Werner Kaas is the co-dean of McKinsey & Company’s CEO leadership program, “The Bower Forum.” He is a senior partner emeritus at McKinsey and works with and counsels CEOs and leaders across multiple industry sectors globally. Kurt Strovink leads McKinsey & Company’s CEO special initiative globally.
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Aug 21, 2024 | 
mckinsey.com | Asmus Komm |Brooke Weddle |Dana Maor
The past few years have been a confounding time in performance management. Disruptions of long-standing workplace norms have led many employees to rethink their expectations of employers regarding remote work, employee burnout, and work–life balance. Compounding these challenges, an inflationary economy and a slower hiring market have put pressure on employers to “do more” with the talent they already have.
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Aug 18, 2024 | 
mckinsey.com | Dana Maor |Kurt Strovink |Ramesh Srinivasan |HansWerner Kaas
Some of the most innovative and creative people in history succeeded because they were versatile. They were able to master more than one discipline and then combine them to forge new ideas and inventions. Benjamin Franklin, for instance, the quintessential Renaissance man, was a writer, printer, scientist, and politician.
