Risk CEOs in noncompetitive industries are well positioned to both challenge and support their peers in aiming higher; in sharing learnings, best practices, and encouragement regarding elevating “to be” to the same level as “to do”; and in working through how to fully embrace stakeholder capitalism.COVID-19 has brought with it a pressurized operating environment the likes of which few of today’s CEOs have ever experienced—it has “unfrozen” many aspects of the CEO role.The pharmaceutical industry’s “10x” rush to counter COVID-19 bears witness to this. The more that CEOs do, however, the more the moment has the potential to become a movement—one that could create higher-achieving, more purposeful, more humane, and better-connected leaders. Other executives include Aaron De Smet, Senior Partner, Houston; Amadeo Di Lodovico, Senior Partner, Dubai; and … Other executives include Aaron De Smet, Senior Partner, Houston; Amadeo Di Lodovico, Senior Partner, Dubai; and 6 others. inclusion and diversity. Download McKinsey CEO and enjoy it on your iPhone, iPad, and iPod touch.
Some, such as Larry Fink, expect that this shift will continue to gain strength: “Going forward, there is going to be a lot more focus on society, customers and clients, family, and employees.” The moment of the pandemic offers CEOs the opportunity—and increases their obligation—to acknowledge this reality.CEOs who believe in the opportunity of stakeholder capitalism should ask themselves the following questions to help turn beliefs into action:Here’s one of the most noteworthy changes we have seen during the pandemic: CEOs are talking to one another much more and are seeking to do so at a much greater rate. Is it actually trending? Public & Social Sector Travel, Logistics & Transport Infrastructure
Agile Organizations Public & Social Sector Private Equity & Principal Investors The ensuing shutdown orders, travel restrictions, and outbreaks around the world not only upended her 100-day plan but also compelled Peck and her leadership team to rearrange the company’s priorities and reallocate … As CEO Lance Fritz explains, “I made the conscious decision to spread the impact across the whole organization, so that our frontline professionals—the transportation employees, mechanical employees, and engineering employees—wouldn’t be the only ones feeling it. Is our resource allocation correct? Search Jobs Private Equity & Principal Investors
Life insurers have wrestled ingeniously with a unique COVID-19-related problem, says Jennifer Fitzgerald, CEO of Policygenius, an online insurance broker: “Some consumers don’t want the examiner in their house. As Fisher explains: “I never purposefully gave thought to whether there’s a way to be really Choosing how one wants “to be” is yielding concrete results. Retail Digital Juli 2020 – Aktuelle Ergebnisse des European Private Banking Survey decken weitere Schwachstellen der … If they become permanent, these shifts hold the potential to thoroughly recalibrate the organization and how it operates, the company’s performance potential, and its relationship to critical constituents.Only CEOs can decide whether to continue leading in these new ways, and in so doing seize a once-in-a-generation opportunity to consciously evolve the very nature and impact of their role. Sustainability That looks different if you’re in a manufacturing site in full PPE [personal protective equipment]. The bigger question is, ‘How do we learn from this and evolve better for the future? Best Buy, which had spent months testing curbside pickup at a handful of stores, rolled it out to every store in just two days. McKinsey Blog
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