Mckinsey reorganization. We look at how organizations can reverse this trend. Nov 15, 2016 · Reorganization doesn’t have to be an overwhelming undertaking, and, in fact, it can be quite rewarding for a company and its employees—especially if approached in a methodical way. From cloud and artificial intelligence, to sustainability, change acceleration and more, our open ecosystem allows us to serve as end-to-end impact partners for our clients. Scroll down for Reorganization case studies, FAQs, and additional resources. Jun 1, 2003 · n the mid-1990s, the Royal Dutch/Shell Group had to face the fact that its giant European downstream operations—refining and fuel marketing—were making unacceptable returns. Mar 12, 2021 · The pandemic underscores the urgency for a more dynamic talent and work model. A case for restructuring before spin-of Making big operational changes before spinning off assets can be daunting, but our research indicates that doing so can dramatically improve the odds of deal success. Here’s what’s changing, and why some companies say they won’t go back Read our latest research, articles, and reports on People & Organizational Performance on the changes that matter most for the challenges and opportunities ahead. Jan 11, 2021 · Discover nine imperatives to organize effectively for a post-pandemic future, focusing on identity, operations, and growth strategies. com. “One off” reorganization initiatives often bring only ephemeral benefits. Sep 17, 2020 · Responsive leaders need to bring the grieving process forward in their organizational culture—and in their own leadership approach. Dwelling only on pain points typically creates new ones. Too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incen- tives at senior executives, star per- formers, or other “rainmakers. Nov 10, 2015 · McKinsey will help Yahoo decide which units to shut, sell or invest in, Re/code said, citing several people close to the situation. Dec 2, 2024 · LegacyX is a McKinsey capability, powered by QuantumBlack, that simplifies legacy IT system modernization and delivers business value by using generative AI. State lawmakers on Tuesday gave preliminary approval for the $5. In a world defined by constant disruption – economic volatility, geopolitical tension, rapid technological advancement, and widespread organizational change, boundaries are rapidly blurring. Apr 28, 2017 · Why The Reorg? I stumbled upon an older study from 2010 that caught my eye. Corporate reorgs are common these days. The secrets of successful organizational redesigns While large-scale change efforts have become common, few organizations get them right. To navigate this complex process effectively: Begin with a comprehensive business plan, a blueprint that outlines your company's direction and the strategy to achieve it. And the growth has been fast and furious, buoyed by the robust growth of the banking sector, rapid digitization, changing customer preferences, and increasing support of investors and regulators. Even that brisk pace seems to be accelerating, with Hewlett-Packard, Nokia and Caterpillar recently announcing organizational We would like to show you a description here but the site won’t allow us. QuantumBlack Jun 4, 2024 · To help our clients in a rapidly changing world, we must continuously innovate and extend our capabilities. But as AI adoption spreads, strategists will need new skills to develop unique options. Collectively labelled the “influence model,” these ideas were Mar 6, 2018 · In this reorganization, customer care assumed responsibility for not only the contact center but also all service-relevant processes (including field services), enabling it to manage the end-to-end customer experience for the majority of service journeys. May 4, 2023 · While McKinsey analysis shows that more than 50 percent of C-suite officers rank capability building among their top three priorities, only about a quarter of them embed capability building in their transformation programs. To learn more Jul 25, 2022 · July 25, 2022 Making and executing decisions is the lifeblood of organizations. The organization is a mid-sized renewable energy company grappling with misalignment across its McKinsey 7-S framework. May 21, 2019 · These ten digitization insights can help leaders navigate the new digital world that emerged 25 years ago. Feb 24, 2025 · Chevron restructures to stay competitive, cuts 20% of workforce by 2026. The premise of the model is that the seven elements provide mutual support and must therefore be aligned. Rule 3. Today’s many bold predictions about its impact on enterprise technology often focus on shorter-term horizons (with immediate focus on efficiency and productivity in We would like to show you a description here but the site won’t allow us. Dive into the principles of the pyramid and learn how to implement them in your growth strategy for sustainable success. The challenge is twofold: managing the implementation of many different improvement initiatives and keeping the organization’s energy levels high during a process May 22, 2024 · We look at how to create a successful transformation roadmap for your organization that's guided by your own internal strategy, objectives, and work streams. Mar 9, 2023 · Global consulting firm McKinsey & Company (McKinsey) is the latest large company to announce cuts, which could end employment for as many as 2,000 back-office staff. Our research suggests just the opposite is true: companies that undertake significant restructuring prior to spin-off tend to outperform those that don’t. Those changes are now pressing ahead as Chief Executive Officer Bernard Looney, in… Although all economies engage in trade, each has its own distinct trade footprint. Sep 9, 2020 · Survey findings confirm that organizational speed is an essential ingredient for outperformance in times of unprecedented change, and point to three ways companies can gain speed for the longer term. Getting this type of reorganization right allows Jun 1, 2003 · The reorganization's goals might be fine, but the lack of a convincing and motivating business idea--or suspicions that the official story is a smoke screen for other plans--leaves the door open Mar 19, 2025 · Tariffs could hit the distribution sector hard, and distributors must be proactive. These metrics provide valuable insights into the unique trade characteristics of diferent economies. Only we bring the integrated thinking needed to reimagine how work gets done. What Is Reorganization? We would like to show you a description here but the site won’t allow us. Executives suggest that alignment, inclusiveness, and good planning are the key factors for success. Many companies experiment successfully, but scaling up is hard. The corporation’s leaders decided on a large-scale reorganization to reshape Shell Europe’s 28 national operating companies by creating a pan-European structure. Learn how to become future-ready. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. But ask them We would like to show you a description here but the site won’t allow us. Human-resources leaders can help by focusing on identity, agility, and scalability. Equally, large and established companies often become bureaucratic because the rules, policies, and management layers developed to capture economies of scale ultimately hamper their ability to move fast. This actionable framework highlights key areas for growth, helping organizations focus on their strengths and harness market opportunities effectively. Here's how organizations can prepare for the future of gen AI. Reorgs can be a great way to unlock value: Two-thirds of them deliver at least some performance improvement, and with change Aug 3, 2020 · What does a helix reorganization look like? (part two) The helix organization model creates flexibility, can streamline roles and responsibilities, simplify decision-making processes, and empower employees. Dec 5, 2016 · Here is a brief excerpt from an article written by Rose Beauchamp, Stephen Heidari-Robinson, and Suzanne Heywood for the McKinsey Quarterly, published by McKinsey & Company. In our experience, one of the biggest mistakes companies make is failing to engage people. We look at six actions that can boost effectiveness. Feb 22, 2017 · A successful digital transformation requires making trade-off decisions. Here’s how successful CEOs guide their businesses’ reinvention. Yes, understanding these types can significantly enhance a company’s ability to respond to market dynamics, improve efficiency, and foster a healthy corporate culture. Yet some actions are especially predictive of realizing the financial benefits at stake. These are among the key findings from McKinsey’s most recent survey on large-scale organizational change, 1 1. With thousands of practitioners at QuantumBlack (data engineers, data scientists, product managers, designers, and software engineers) and McKinsey (industry and domain experts), we are working to solve the world’s most important AI challenges. Developments are also considered in Scotland, Northern Ireland, and Ireland, with a recognition that After years of McKinsey research on organizational transformations,1 the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed. Rule 2. It was authored by McKinsey & Company to determine the benefits, if any, of a corporate reorganization. Economies The problem Building a healthy organization is difficult. Building core skills such as understanding capital-investment returns is central to delivering value. lies in the ability to implement complex change at scale. Oct 17, 2017 · RTS has worked with companies across four continents on some of the most successful corporate restructurings and turnarounds of the past decade. A better organization strategy can make the link. ” The money is rarely well spent. To read the complete article, check out other resources, learn more about the firm, obtain subscription information, and register to receive email alerts, please click here. Reorganizations are also distinctly unpleasant experiences for employees. Apr 27, 2018 · The company and its advisers, including the restructuring unit of McKinsey & Co. The goal: raising business returns significantly by Jul 1, 2014 · Organizational redesigns are an everyday fact of corporate life, yet three-quarters of redesign efforts fail both to meet objectives and to improve company performance. Sep 20, 2021 · Our research finds three elements—governance, culture, and workforce planning—have an outsized impact on organizational efficacy. Chances are you’ve experienced at least one company reorganization. Dec 18, 2024 · After years of outperforming the market, the chemicals industry’s returns are lagging. Apr 25, 2016 · Indeed, according to our analysis, approximately 60 percent of companies in the S&P 500 have launched large-scale cost-reduction and reorganization initiatives within the past five years. 2 Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or Mar 4, 2022 · As an example of fake agile (or agile theatre), let’s look at McKinsey’s Helix Organization, a “new” organization design model described in several articles on McKinsey’s blog. 1 Tech transformations, nonetheless, remain notoriously difficult and complex. A critical finding was that ten key executives—all but one a vice president or a director—had become organizational bottlenecks. Oct 3, 2019 · The helix is perhaps best understood in the context of matrix organizations that attempt but often struggle to integrate the functional, geographic, channel, and product units of large companies and that, after decades of experience, are now deeply anchored in today’s people-management systems and culture. Feb 20, 2018 · In Leading Organizations (Bloomsbury Publishing, June 2017), McKinsey senior partners Scott Keller and Mary Meaney address the ten basic issues facing leaders: attracting and retaining talent, developing your current talent, managing performance, creating leadership teams, making decisions, reorganizing to capture value quickly, reducing long-term overhead costs, making culture a competitive Reorganization without tears A corporate reorganization doesn’t have to create chaos. Jun 26, 2020 · Research by McKinsey and the Harvard Business School found that companies that had launched agile transformations pre-COVID-19 performed better and moved faster post-COVID-19 than those that had not. May 23, 2019 · Business strategy needs clearer connection to a company’s operating model. Unfortunately, most leadership groups lack a proven way of thinking about the challenge. The start of these articles is quite promising: As our business environment has become more complex and interconnected, we seem to be replicating that in our organizations, creating complex matrix structures We would like to show you a description here but the site won’t allow us. Feb 21, 2023 · McKinsey could cut as many as 2,000 back-office staff as the global consulting firm embarks on one of the largest rounds of cuts in its history. Roles, systems, and scopes of influence that once seemed defined or distinct – learning vs operations, people vs technology, work vs life – are now interdependent, overlapping, and inextricably Aug 1, 2010 · Too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or other “rainmakers. Dec 1, 2010 · When companies reorganize, few get all the benefits they want in the planned time. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders Oct 5, 2022 · When asked to name the most common challenges in a reorganization, respondents cited poor role modeling from leaders as the top impediment. . 5 million contract with McKinsey & Company. Our corporate restructuring and turnarounds team helps companies that are facing significant financial and operational challenges, including rapidly deteriorating performance trends, excessive leverage, liquidity concerns, loss of key management or Apr 25, 2016 · Play favorites. The key to successful corporate reorganization New chief executives often feel compelled to reorganize their companies. The evolving business landscape has made Explore a 100-day reorganization plan crafted by ex-McKinsey and Big 4 consultants. The good news is that companies can do better—much better. But many do when there is no clear plan for communicating with employees and other stakeholders early, often, and over an extended period. Many organizations set bold aspirations, but few are able to design and execute wide-ranging change programs that deliver substantial and sustained performance improvement. The response options displayed are the top options selected and represent a sufficient number of responses to be meaningful. In our experience, many of the recipients would have stayed put anyway; others have concerns that money alone can’t address. Apr 1, 2007 · To make this reorganization effort address the problems more precisely, the outsourcing firm mapped and analyzed the networks that employees relied on in their work. This result aligns with other McKinsey analysis on the importance of engagement from the top of the organization. Nov 13, 2020 · When external shocks rock the business, a chief restructuring officer brings a specialized skill set to restructure the balance sheet. Explore this collection of case studies to see operations in action and making an impact. Dec 2, 2024 · Companies often overestimate the impact of short-term changes in technology and underestimate the effect of long-term changes. Aug 15, 2025 · Read our latest research, articles, and reports on Strategy & Corporate Finance on the changes that matter most for the challenges and opportunities ahead. But figuring out how to pull off an agile transformation is another question. Focus first on the longer-term strategic aspirations. , had devised a reorganization plan that would split the company in two. It employs a range of specialized agents to handle end-to-end workflows, focusing on deriving the intent of legacy systems to develop better processes and accelerate modernization with a Explore a comprehensive toolkit for corporate restructuring, crafted by ex-McKinsey, BCG, and Porsche Consulting experts. Elevate your strategy today. Jul 1, 2020 · Efforts to squeeze out additional sales could be better invested in the sales force to raise morale, build capabilities, and position your team for recovery. Indeed, according to our analysis, approximately 60 percent of companies in the S&P 500 have launched large-scale cost-reduction and reorganization initiatives within the past five years. We help businesses turn around their performance, from acute crisis management to long-term recovery, by solving operational, organizational, and balance-sheet issues. Exploring the differences We examined spin-offs with a value greater than $10 billion that occurred between 2008 and 2017, in a range of industries Apr 1, 2010 · CPG companies have created fragmented, overlapping structures that prevent brand and category managers—and the companies themselves—from achieving their full potential. Aug 23, 2021 · As organizations look to the future of work, redeploying, reskilling, and upskilling employees will be key to success. With so many start-ups, particu The journey to an agile organization You know what an agile organization is, and why it’s important. Forty-four percent run out of steam after getting under way, while a third fail to meet objectives or improve performance after implementation. Take time to develop an accurate, verifiable picture of today’s structures, processes, and people. Despite a robust market presence, the organization\\'s rapid expansion and adoption of new technologies have led to a fragmentation of strategies, structures, and systems, undermining its operational Apr 14, 2025 · Discover how the McKinsey Growth Pyramid can transform your business strategy. During this decade, fintechs Dec 21, 2016 · Reorganizations can be a useful management tool for finding new value and are often essential as part of a merger or acquisition integration. Aug 28, 2025 · We help clients transform performance and pursue operational excellence. McKinsey partners with leaders on strategy, innovating to net zero, leading with tech, and building capabilities for a sustainable, inclusive, growing future. Mar 16, 2021 · Julian Gething is a partner in the corporate restructuring group of the Transformation Practice and is based in McKinsey’s London office, where Richard Hudson is a senior partner, Matt Johnston is a partner, and David O’Neill and Sam Hodgkinson are senior vice presidents of the Transformation Practice; Marta Wlodarz is a vice president of Sep 1, 1979 · The reorganization may be duly announced, the new organization chart and revised position descriptions promulgated. Apr 26, 2023 · Huagang Li, senior vice president of Haier Group and CEO of Haier Smart Home, on using the company’s organizational model to stay close to users and build an innovative company. The AI gap is wider than expected—only 1% of companies have achieved AI maturity, yet 92% plan to increase their AI We would like to show you a description here but the site won’t allow us. Nov 1, 2007 · To get the most out of the purchasing function, top-performing companies redefine its role and ensure that its goals align with corporate strategy. Following five steps can help companies unlock value by making their structure more agile. The Arkansas Legislative Council must give final approval for the contract and funding on […] Feb 1, 1993 · any senior managers today are aggressively trying to transform their companies, seeking radically to improve performance by changing behavior and capabilities throughout the organization. In this episode of the McKinsey Podcast, McKinsey senior partner Aaron De Smet and partner Shannon Hennessy speak with McKinsey Publishing’s Monica Toriello about how companies should think about and execute The CEO of a major global business, deeply frustrated, took time out recently as a large company-wide reorganization was stumbling toward its conclusion. Moreover, by focusing We would like to show you a description here but the site won’t allow us. Ask your management team what a good business plan looks like, and you will probably find close agreement. Skip meetings. Apr 25, 2025 · State and local governments in the United States often face a host of funding and workforce challenges. In fact, nearly half launch some kind of reorganization during their first two years on the job. Dec 9, 2024 · We look at how a team-focused approach to organizational transformations can lead to dramatic changes in efficiency and growth that can last for years. So what’s to be done? In both research and practice, we find that transformations stand the best chance of success when they focus on four key actions to change mind-sets and behavior: fostering understanding and conviction, reinforcing changes through formal mechanisms, developing talent and skills, and role modeling. By adopting agile practices across the enterprise, companies can become faster, more productive, and more responsive to customer needs. Sep 22, 2022 · McKinsey associate partner Bonnie Dowling discusses the latest research on the Great Attrition and how companies can succeed in attracting and retaining talent. Aug 24, 2020 · Organizing for the future requires adopting an operating model that is more dynamic, more flexible, and less structured than most companies use today. Yahoo, which is preparing to spin off its 15 percent stake in In a recent McKinsey study, some 50 percent of surveyed companies reported moderate to significant impact on realizing new revenue streams, almost 70 percent reported impact on increasing existing revenue streams, and 76 percent reported impact on reducing costs. Yet our research shows that only 26 percent of those companies have successfully prevented costs from creeping back up. Article at a glance Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. In this episode of the McKinsey Podcast, McKinsey senior partner Aaron De Smet and partner Shannon Hennessy speak with McKinsey Publishing’s Monica Toriello about how companies should think about and execute Feb 8, 2021 · To get off this “reorganization treadmill” and change the performance trajectory, organizations should move away from episodic “cure-all” transformations to building ongoing organization-effectiveness capabilities through the creation of an Organization Effectiveness Office (OEO). We would like to show you a description here but the site won’t allow us. Executives at organizations that succeeded point to some key tactics for implementation. In Leading Organizations (Bloomsbury Publishing, June 2017), McKinsey senior partners Scott Keller and Mary Meaney address the ten basic issues facing leaders: attracting and retaining talent, developing your current talent, managing performance, creating leadership teams, making decisions, reorganizing to capture value quickly, reducing long-term overhead costs, making culture a competitive Reorganization doesn’t have to be an overwhelming undertaking, and, in fact, it can be quite rewarding for a company and its employees—especially if approached in a methodical way. Reorganization efforts, and the uncertainty they create, can cause higher Losing from day one: Why even successful transformations fall short Our latest research on transformations confirms that their success remains elusive and reliant on a holistic approach. Jan 1, 2016 · Platform-based talent markets help put the emphasis in human-capital management back where it belongs—on humans. Sep 9, 2025 · This blog outlines 3 rules for effective company reorganizations according to McKinsey and discuss how workforce planning solutions can help organizations visualize, plan, and implement restructured workforce models aligned with business strategies through an automated, centralized platform. Jul 23, 2019 · Better to wait until the deal closes, they think, and then focus on making any big changes. A reorganization can cause fear, paranoia, uncertainty, and distraction within a company. The online survey was in the field from September 10 to September 20, 2013, and garnered responses from 2,063 Mar 20, 2025 · Types of Reorganization Explained Understanding the various types of organizational reorganization is essential for businesses aiming to adapt and thrive in a changing environment. Nov 15, 2016 · Companies should view reorganization as a routine practice essential to remain competitive and keep pace with technological change and disruption. Oct 4, 2024 · Steps for Effective Business Reorganization Starting a company reorganization is not an easy task, and it is crucial to approach it with a strategic mindset. Jan 31, 2025 · McKinsey just released its 2025 AI report, and the findings are striking. May 28, 2025 · McKinsey layoffs in 2025 come amid a storm of legal challenges. Nov 12, 2024 · McKinsey senior partners Kimberly Borden and Mike Parkins explore next-generation operational excellence, emphasizing lean principles, people investment, and technology-driven collaboration. May 22, 2020 · By Laura Hurst May 22, 2020 (Bloomberg) When BP Plc announced its plans to tackle its carbon emissions in February, it overshadowed another big change: Getting rid of the traditional Big Oil corporate structure split between refining and production. Source: McKinsey State of Organizations Survey, >2,500 leaders in organizations with ≥1,000 employees across industries in Canada, China, France, Germany, India, Japan, Spain, UK, and US, May–June 2022 McKinsey & Company How to beat the transformation odds Transformational change is still hard, according to a new survey. Many organizations attempt to clarify decision rights using RACI, which stands for the four roles stakeholders play: responsible, accountable Feb 5, 2025 · Artificial intelligence is set to revolutionize strategy activities. Here’s some unconventional advice on how consumer companies can get the most out of an organizational redesign. 1 Condensed timelines were also a commonly cited challenge. We work side by side with you to design the necessary changes to processes, people models, structures, and technology to successfully take agility to an enterprise-wide level. Oct 27, 2016 · A corporate reorganization doesn’t have to create chaos. This well-known dynamic is particularly relevant for generative AI (gen AI) in enterprise technology. Sep 11, 2025 · Read our latest research, articles, and reports on Transformation on the changes that matter most for the challenges and opportunities ahead. But unless the management of implementation becomes the dominant preoccupation of senior management, little changes. The move includes a new tech hub in India and aims for $3 billion in cost savings. Mar 20, 2025 · By defining the right operating structure, data governance model, and change management approach, COOs can help their companies make the most of their AI investments. Start-ups, for example, are notoriously well known for acting quickly, but once they grow beyond a certain point, they struggle to maintain that early momentum. We analyze the changing geometry of global goods trade using four measures: trade intensity, geographic distance, a measure we have developed of “geopolitical distance”, and import concentration. to help the executive branch identify ways to make state government more efficient. The faster a company can enact high-quality choices, the more value it delivers. Digital (r)evolution – a question of organization Revolution or evolution – how do companies with classical structures organize for digitization? Real-life examples show that while many paths are possible, the success factors remain the same. Oct 27, 2018 · The case study in this chapter focuses on the specific political and administrative debates surrounding the NHS Reorganisation Act 1973 (England and Wales), its implementation the following year, and in particular how the services of McKinsey & Company were procured and used in this process. A Case for Action Research published by McKinsey & Company shows that fewer than 25 percent of organization restructuring efforts succeed, with nearly one-third failing to meet leadership objectives or enhance performance after implementation. A case study on Strategic Reorganization for Renewable Energy Firm. Reorganization Download Reorganization Consulting Best Practices Flevy is the largest knowledge base of Reorganization best practices. Although he had been determined to ensure resources were reallocated across the group more Jun 25, 2025 · A McKinsey Global Institute study examines the US-China trade rearrangement, using a "rearrangement ratio" to assess import shifts away from China. Jun 1, 2015 · According to McKinsey’s research, less than a quarter of organizational-redesign efforts succeed. Attempts to close every benchmark and best-practice gap also end in disappointment. Using reorganization as an opportunity to change mind-sets and behaviors of the workforce Focusing as much on how the new organizational model would work as on what it looks like Accelerating pace of implementation to make the new model deliver value as soon as possible Here are McKinsey’s nine rules for a successful reorganization: Rule 1. C. Sep 17, 2021 · The McKinsey 7-S Framework is a diagnostic tool designed to help management effectively organise a company. Mar 20, 2025 · High-complexity, low-volume manufacturers can take six steps to streamline their operations, accelerate production, and reach their full performance potential. Hard as he and his top team had tried, he told us, attempts to make collaboration and empowerment an enterprise-wide reality were foundering. For more on resource reallocation, see Michael Birshan, Marja Engel, and Olivier Sibony, “Avoiding the quicksand: Ten techniques for more agile corporate resource allocation,” McKinsey Quarterly, October 2013, McKinsey. May 23, 2022 · Devise measures to close the most important gaps With a taxonomy in hand and a clear idea of skill needs, make structural adjustments to HR processes and launch strategic initiatives to close the biggest gaps. These advances typically require measures along three axes: Skills-based hiring: Integrate future skill assessments into the hiring process and set skill-based hiring targets. Organizational redesigns are an everyday fact of corporate life, yet three-quarters of redesign efforts fail both to meet objectives and to improve company We would like to show you a description here but the site won’t allow us. May 15, 2020 · The organization of the future is taking shape in the moves companies are making now. Moreover, by focusing Sep 19, 2023 · Artificial intelligence can empower people—but leaders also need to consider its implications. Ask for bad ideas. Feb 13, 2024 · Arkansas is poised to hire a prominent consulting firm from Washington D. Here’s how they can mitigate the risks and plan for the future. Rethinking the rules of reorganization Play favorites. Jul 24, 2024 · QuantumBlack, McKinsey’s AI arm, helps companies transform using the power of technology, technical expertise, and industry experts. Download 17 documents from former McKinsey and Big 4 consultants, used by Fortune 100 companies. Sep 19, 2019 · Leading large-scale change: Programs that explicitly assess the skills and mind-sets required to fulfill their performance and health aspirations are upward of six times more likely to succeed. Enhance organization effectiveness with proven strategies and templates. Jun 18, 2025 · Trade routes face high variability in growth under different scenarios, with one-third of global trade potentially exposed to volatility by 2035. Yet, a recent study found 80 percent of organizations report struggles with decision making. The firm has faced immense scrutiny for its role in controversial engagements, notably its work with Purdue Pharma, where it advised on boosting opioid sales, leading to a $641 million settlement in 2021. Executive summary Over the past decade, technological progress and innovation have catapulted the fintech sector from the fringes to the forefront of financial services. Nov 11, 2024 · Given the breakneck pace of change in the business world, many leaders are wrestling with how to transform their organizations and secure their longer-term future. Reskilling Mar 29, 2022 · Read our latest research, articles, and reports on Transformation & Restructuring on the changes that matter most for the challenges and opportunities ahead. abhnsd girwel mqj xgkye amfxgf nnf wmd xzlnts zqbtew wixcybe