McKinsey & Company ha hecho de tripas corazón con una estrategia para recuperar la rentabilidad tras un periodo de rápida expansión durante la pandemia y un entorno de menor crecimiento en el sector.
La consultora McKinsey planea eliminar alrededor de 2.000 puestos de trabajo, en lo que sería el mayor recorte de personal en la historia de la empresa.
La firma, conocida por diseñar planes de reducción de personal para sus clientes, está recurriendo al hacha con algunos de los suyos. El recorte se concentraría en el personal de apoyo en roles que no tienen contacto directo con los clientes, según personas con conocimiento del asunto.
La consultora McKinsey & Company obtuvo en España un resultado negativo de 9,08 millones en 2017 (último ejercicio del que se tienen datos) según las cuentas anuales de la compañía, depositadas recientemente en el Registro Mercantil. Estas pérdidas se unen a los 7,9 millones perdidos en 2016.
A new survey of global manufacturing experts explores the progress companies have made in implementing Industry 4.0, the challenges many still face, and the ways more players can unlock value.
Sustainable projects will add trillions to the world’s infrastructure costs. Our report finds that private-sector investors must look at new ways to fill the gap.
A new report finds that applying circular-economy principles could dramatically reshape the economics of this workhorse of the global economy—and help the environment.
Banking has historically been one of the business sectors most resistant to disruption by technology. Since the first mortgage was issued in England in the 11th century, banks have built robust businesses with multiple moats: ubiquitous distribution through branches; unique expertise such as credit underwriting underpinned by both data and judgment; even the special status of being regulated institutions that supply credit, the lifeblood of economic growth, and have sovereign insurance for their liabilities (deposits). Moreover, consumer inertia in financial services is high. Consumers have generally been slow to change financial-services providers.
Today’s economies are dramatically changing, triggered by development in emerging markets, the accelerated rise of new technologies, sustainability policies, and changing consumer preferences around ownership. Digitization, increasing automation, and new business models have revolutionized other industries, and automotive will be no exception. These forces are giving rise to four disruptive technology-driven trends in the automotive sector: diverse mobility, autonomous driving, electrification, and connectivity.
Over the past decade, we’ve studied the impact of a wide range of management practices on different dimensions of organizational health.1 This analysis, based on surveys of more than two million respondents at over 1,000 companies, has become a stable baseline for understanding the incremental contributions of specific organizational and leadership characteristics to the health, positive and negative, of the companies in our sample.
As the Internet of Things (IoT) gains momentum, many companies are trying to determine how best to update their existing IT architectures and operations to capitalize on this trend.
