Core Insights - The article emphasizes that having the right strategy is not enough; companies need an effective operational model to achieve key outcomes such as clear resource accountability, agile decision-making, specialized talent capabilities, and efficient organizational collaboration [2][3][4] - A significant number of companies have attempted to restructure their operational models, with nearly two-thirds having done so in the past two years and half planning to initiate changes again within the next two years [2][3] - McKinsey's research indicates that even high-performing companies can experience a gap of up to 30% between strategic potential and execution, often due to limitations in their operational models [2][3] Operational Model Design - The article introduces a new methodology for operational model design, termed the "Value-Oriented Organization" system, which consists of 12 core elements that can be flexibly configured based on the company's environment and development goals [3][4] - The updated framework builds upon the classic 7S model, which identified seven interrelated elements that influence organizational change capability [4][5][6] - The new system aims to help managers respond to rapidly changing business environments, technological trends, and social dynamics [5][6][7] Key Elements of the New Framework - The 12 elements include: corporate mission, value proposition, organizational structure, ecosystem, leadership capabilities, governance mechanisms, process systems, technology empowerment, behavioral norms, incentive mechanisms, overall layout, and talent strategy [19][21][22] - Each element is interconnected, and the effectiveness of the operational model relies on the alignment and mutual reinforcement of these components [22][23] Trends and Challenges - The article highlights that many leaders still focus on organizational structure when redesigning operational models, which may not be sufficient in today's complex environment [8][18] - High-level executives view technology, particularly AI and automation, as significant opportunities, while geopolitical complexities and workforce demographic shifts pose challenges [8][12][15] Paths for Transformation - Companies are exploring two main paths for operational model transformation: improving traditional structures or adopting new agile frameworks that emphasize speed and technology [12][15] - Research shows that organizations using emerging structures tend to exhibit greater adaptability and proactivity in innovation and technology strategies [15][18] Implementation and Performance - Successful operational model redesign requires a systematic approach that considers all 12 elements, allowing leaders to identify their unique operational model "fingerprint" [22][23] - Companies that effectively implement these changes can achieve measurable improvements in customer satisfaction, operational efficiency, decision-making speed, and employee engagement [34][35]

全文阅读时间约为16分钟。 持续构建新业务的企业往往能收获更高的投资回报，这既源于经验的累积，也得益于对人工智能的深度 运用。 对于管理者而言，一旦创业的火花被点燃，几乎难以熄灭。最新一期麦肯锡全球企业新业务构建现状调 研发现，曾成功孵化新业务的企业领导者往往期待再创佳绩【1】。调研显示，过去5年内曾推出全新增 长点（即超越渐进式改良、可开辟全新收入来源的产品、服务或业务线）的企业，更倾向于将新业务构 建视为优先任务。受访高管表示，此类布局的回本速度正在加快，投入也愈发精简；同时，新业务构建 的数量越多，成功案例的比例也越高。 值得注意的是，整体市场的能力曲线正在上移。调研表明，新业务在更早阶段便可贡献更可观的营收； 相较以往被视为成功关键的基础条件（如高层支持、充裕资本），当下的制胜要素显然更加多元。许多 领先企业正在运用人工智能（AI）等技术加速业务构建，不少受访者表示，数据与AI驱动型业务将成 为未来布局重心。 动荡环境下的布局韧性 聚焦风险可控，压缩回本周期 研究显示，企业在新业务构建上愈发审慎。它们倾向基于成熟概念或既有资产，聚焦熟悉领域，并借助 人工智能提升效率。在AI赋能下，小规模团队亦可创造可 ...

全文阅读时间约为16分钟。 为实现企业与利益相关方的高效对接，CEO肩负三重使命：确立沟通准则、践行组织文化与使命，以及 在关键时刻勇敢发声。 当商业环境如今日般风云激荡，所有目光都会聚焦在CEO身上。 来自员工、董事会、投资人、客户、供应商与监管者等关键利益相关方的期待日益攀升，他们渴望企业 领导者对地缘政治博弈、生成式AI浪潮、职场生态重塑等颠覆性趋势给出权威判断与前瞻洞察。 随着企业经营版图与价值链的全球扩张，利益相关方的影响力不断上升。媒体与公众将企业的每一次选 择置于聚光灯下，而数字平台的普及，也使得利益相关方有能力即时掀起舆论波澜，引导社会情绪。 虽然许多企业配备了庞大的公关、投资者关系和市场传播团队来讲述品牌故事，但真正举足轻重的，仍 是CEO的一言一行。研究显示，近六成公众认为CEO的言行会直接影响他们对一家公司的看法【1】。 爱德曼信任晴雨表（Edelman Trust Barometer）也表明，CEO是当前最受信任的社会角色之一【2】。但 这份信任，也意味着更高的要求：利益相关方希望CEO保持透明、始终在线，能够以权威且连贯的声 音，清晰描绘企业所面临的现实与未来之路，展现应对策略与破局 ...

Core Insights - KONE has been deeply rooted in the Chinese market for nearly 30 years, establishing the largest manufacturing base and the second-largest R&D center globally in Kunshan. The company is now focusing on service digitalization, urban renewal, and sustainable development as new growth drivers amid a market adjustment phase [2][3]. Group 1: Company History and Market Position - KONE entered China in 1996, with Kunshan being its largest elevator and escalator manufacturing facility and the second-largest R&D center globally. China is KONE's largest single market, benefiting from the rapid urbanization over the past 15-20 years [3][4]. - The company initially focused on new elevator installations, achieving over 20% growth during China's infrastructure boom. However, with a significant decline in new projects post-2021, KONE is shifting its strategy [3][4]. Group 2: Strategic Focus Areas - KONE's strategy now emphasizes three main areas: 1. Digitalization and efficiency in service maintenance, which has become the largest business segment in China [4][5]. 2. Urban renewal, particularly the installation of elevators in old buildings and the modernization of equipment over the next 15-20 years [5]. 3. Sustainable development and the adoption of green technologies, with energy feedback technology expected to save approximately 1200 RMB per elevator annually [5][6]. Group 3: Competitive Landscape and Pricing Challenges - Local brands are aggressively expanding in lower-tier cities, impacting KONE's profit margins. However, KONE maintains a commitment to safety, quality, and compliance, leveraging its local supply chain to compete effectively [7][8]. - KONE employs a dual-brand strategy to cater to different market segments, with its second brand focusing on niche applications such as freight and rural areas [8][9]. Group 4: Global Supply Chain and Market Strategy - KONE's supply chain remains primarily based in China, which is crucial for maintaining competitive production costs. The company has also established manufacturing capabilities in India, Italy, and Mexico to serve nearby markets [9][10]. - Despite geopolitical challenges, KONE's commitment to the Chinese market remains strong, viewing it as a critical hub for innovation and growth [9][10]. Group 5: Digital Transformation and Workforce Development - KONE's digital transformation involves three phases: data collection, predictive maintenance, and AI-assisted operations. The company is also investing in retraining its workforce to adapt to these changes [11][12]. - The company aims to balance its new equipment and service business, moving from an 80:20 ratio to a more sustainable 50:50 structure [10][11]. Group 6: Future Outlook - KONE views China as a priority market, focusing on residential product development and leveraging local insights for global operations. The company believes that despite slowing growth, China remains the center of the global elevator industry [14][15].

Core Insights - The article emphasizes the rapid development cycle of new energy vehicles (NEVs) by emerging Chinese automakers, which is approximately 24 months, significantly shorter than the 40-50 months typical for traditional automakers [3][10] - The Chinese automotive market is the largest and fastest-growing globally, with vehicle ownership expected to exceed 350 million by 2024 and NEV market share rising from 1% in 2015 to 46% in 2024 [3][6] Industry Trends - Chinese automakers are increasingly competing on a global scale, with companies like BYD establishing assembly plants in Hungary, Indonesia, and Turkey [7] - The market capitalization of leading Chinese brands like BYD and Geely has increased over four times in the past decade, while many traditional automakers have seen stagnant valuations [7][10] Key Strategies for Success - Efficient resource allocation allows for faster product development and cost control, which is crucial in a highly competitive environment [6][10] - Chinese automakers focus on simplifying product and component combinations, leading to a reduction in complexity and faster development times [11] - The use of software simulation and virtual prototyping in testing has increased to 65% among Chinese automakers, compared to 40-50% in other regions, significantly reducing the need for physical prototypes [12] - Decoupling software from hardware development enables faster updates and feature enhancements post-launch, leveraging over-the-air (OTA) capabilities [12] - Vertical integration in core components allows for greater control and efficiency, reducing reliance on external suppliers [14] - Streamlined execution management through small, agile teams and advanced digital tools enhances decision-making and project tracking [15][16] Challenges and Considerations - The rapid iteration of vehicle models may lead to shorter product lifecycles, pressuring automakers to optimize production and component reuse [17] - Traditional automakers must adopt strategies from emerging players to remain competitive in a fast-evolving market [18][22]

麦肯锡卓越CEO课程 打造卓越领导力 应对复杂多变时代 2025年12月4-5日 | 上海 邀请函 世界正经历多年未有之变局,我们正处于VUCA(Volatility 多变,Uncertainty 不确定,Complexity 复杂 and Ambiguity 模糊)时代,外部不确定性增强,严峻的市场环境、竞争压 力给管理者们带来挑战。富有同理心和赋能型的领导者才能 由内而外去真正引领和激励团队并提供指导。 领导力日益成为决定一个组织未来成功与否的关键,在面对 当前复杂多变不确定性时代,董事长、CEO及核心高管领 导力急需得到不断提升,这也得到了越来越多全球和中国各 类企业高管的普遍共鸣和高度关注。 麦肯锡以咨询闻名于世,但其更独特的底蕴却在于卓越 CEO锻造 -- 世间再无机构能像它这般,孕育出如此众多 的《财富》500强CEO. 麦肯锡也因此成为培养CEO的工厂。 如今,麦肯锡将这一理念付诸实践,将于12月4-5日在上海 举办"麦肯锡卓越CEO专题培训",这是麦肯锡全球广受欢 迎的CEO领导力旗舰课程,也是第三年在中国举办,目前已 经有25位CEO报名,欢迎民营企业、上市公司、科技公司 董事长CEO、跨国 ...

Core Insights - Building a healthy and efficient executive team is a deliberate process that requires continuous effort, leading to sustainable competitive advantages for companies [2][3] - In today's complex business environment, teams are crucial for driving organizational transformation, with research indicating that team-centric transformations can enhance organizational efficiency by up to 30% [3][4] - A significant number of CEOs prioritize team building as a critical leadership development area, with over 70% of executives in a McKinsey study identifying it as urgent [3][4] Group 1: Team Dynamics and Challenges - Many executive teams face dysfunction, with nearly 75% of cross-functional teams exhibiting some level of dysfunction [4][5] - Common misconceptions about team performance include the belief that a lack of conflict indicates a well-functioning team, when in fact, healthy teams engage in constructive conflict [5][6] - The most significant weaknesses in executive teams often lie in interaction-related traits, such as insufficient psychological safety and weak conflict management abilities [9][11] Group 2: Key Drivers of Team Performance - Four critical dimensions of team health have been identified: team configuration, goal alignment, execution effectiveness, and organizational sustainability [6][11] - The most predictive traits of high-performing teams include role definition, mission consensus, innovative thinking, communication effectiveness, and recognition mechanisms [11][14] - The importance of these health drivers can change over a CEO's tenure, with role clarity being crucial in the early stages and innovation and communication becoming more significant as the team matures [17][18] Group 3: Transformational Strategies for Teams - CEOs must engage directly with their teams to initiate transformation, focusing on redefining roles, fostering consensus, and breaking down psychological barriers [18][19] - Real-world case studies illustrate how companies have successfully redefined their executive teams, clarified roles, and built trust through structured interventions [21][24][29] - Establishing a culture of feedback and accountability is essential for fostering a high-performance team environment [27][30] Group 4: CEO Action Guidelines - CEOs should conduct thorough diagnostics to identify team strengths and weaknesses, utilizing objective assessment methods to uncover issues [31][32] - Long-term commitment and resource allocation are necessary for effective team transformation, as results may take months to materialize [32][33] - Continuous practice and refinement of team dynamics are vital for achieving sustained high performance, with leaders needing to cultivate a culture that prioritizes teamwork over individual achievement [33][34]

Core Insights - The article highlights the recognition of Li Yili, the Chairman of McKinsey China, as one of the most influential Chinese elites by Forbes for the third consecutive year, emphasizing his leadership in driving innovation and resilience within McKinsey China [2] - The selection of Li Yili in the "Industry Reshapers" category reflects the expanding influence of Chinese elites across various sectors, including technology, pharmaceuticals, climate, culture, education, and social innovation [2] Group 1: Leadership and Influence - Li Yili's influence extends beyond corporate management to thought leadership, where he articulates the growth potential of the Chinese market and strategies for multinational companies to succeed in it [5] - His upcoming book aims to further systematize insights on the future development of the Chinese market, indicating a significant contribution to strategic planning for businesses [5] Group 2: AI and Organizational Change - Li Yili identifies organizational and cultural transformation as the core bottleneck in AI deployment, rather than the technology itself, stressing the need for CEO-led initiatives focused on profit creation [6] - Successful AI transformation requires fundamental restructuring of existing processes and organizational frameworks, with a focus on breaking down barriers and managing change effectively [6] - The rise of generative AI may exacerbate the technological divide among companies, with agile organizations leading the transformation while others may struggle to benefit from technological advancements [6] Group 3: Globalization Strategy - Li Yili presents a three-stage framework for the globalization of Chinese enterprises, evolving from a "World Factory" model to a "Global Corporate Citizen" approach [7] - The framework outlines a progression from low-cost manufacturing to acquiring brands and technologies through overseas mergers and acquisitions, ultimately achieving sustainable development as global citizens [7] - This strategic evolution emphasizes the need for companies to move beyond mere product exports to a comprehensive output of management philosophy, technological innovation, and brand value [7] Group 4: Social Contributions - Beyond business consulting, Li Yili actively promotes social development through various roles, including initiatives for wheelchair accessibility and youth employment education [8] - His leadership in organizations like Generation Hong Kong and his involvement with Harvard University and Tsinghua University reflect a commitment to nurturing the next generation of business leaders [8] - The recognition of Li Yili underscores the growing need for business leaders who possess both global perspectives and local insights in the increasingly complex business environment [8]

Core Insights - Sustained revenue growth is a critical indicator of a company's success, but achieving this has become increasingly difficult in the past 15 years due to economic slowdowns and rising inflation [2] - Companies need a comprehensive growth blueprint that includes a grand vision, effective empowerment mechanisms, and a clear growth path to reverse the trend of declining growth rates [2][3] - Revenue growth is the key driver of corporate performance, with a 5% increase in annual revenue growth correlating to a 3-4% increase in total shareholder return (TSR) [2] Revenue Growth Challenges - The median annual growth rate for sample companies was only 2.8% in the decade before the COVID-19 pandemic, with only 12.5% achieving over 10% growth [3] - A significant "mean reversion" phenomenon exists, where only one-third of companies in the top 25% of growth from 2009 to 2014 maintained that growth in the following five years [3] Growth Principles - **Principle 1: Competitive Advantage** Companies with high return on invested capital (ROIC) can attract more capital and create a virtuous cycle of growth and returns [5] - **Principle 2: Capitalize on Trends** Focusing on high-growth, high-profit sectors can enhance shareholder returns by 1-2 percentage points [7] - **Principle 3: Avoid Mediocrity** Companies that outperform their industry in growth can achieve an additional 5 percentage points in shareholder returns [9] - **Principle 4: Strengthen Core Business** 83% of revenue growth for sample companies comes from their core business, emphasizing the need to activate and strengthen this area [10] - **Principle 5: Expand Boundaries** Companies that venture into related fields can see an average increase of 1.5 percentage points in shareholder returns [13] - **Principle 6: Focus on Familiarity** Companies that expand into highly related fields can achieve up to 2 percentage points more in shareholder returns [15] - **Principle 7: Dominate Local Markets** Companies that fail to grow in their home markets struggle to achieve overall growth, with less than 20% of those with low local growth outperforming their peers [19] - **Principle 8: Leverage Local Strengths** Companies with strong local growth can gain an additional 2.6 percentage points in returns through international expansion [20] - **Principle 9: Systematic Acquisitions** Systematic acquirers, who make multiple small acquisitions annually, outperform those using other acquisition strategies [23][24] - **Principle 10: Strategic Divestitures** Companies that strategically divest underperforming segments can achieve higher shareholder returns compared to those relying on large acquisitions [27] Conclusion - Companies must establish clear growth objectives that exceed business inertia and design coherent growth paths that incorporate multiple principles to achieve sustainable growth [30]

Core Insights - The deployment of AI agents requires significant effort and a focus on workflow redesign rather than just the technology itself [2][4] - Successful AI agent implementation can lead to unprecedented productivity gains, but many organizations face challenges that hinder their progress [2][4] - Historical patterns show that every generation of innovative technology has faced similar obstacles during its adoption [2] Definition of AI Agents - AI agents are systems built on generative AI models that can autonomously perform multi-step processes in real-world scenarios, primarily utilizing natural language processing for task automation [3] Importance of Workflow Redesign - The key to creating business value with AI agents lies in rethinking workflows, rather than focusing solely on the agents themselves [4] - Organizations must identify core pain points in existing processes to facilitate effective collaboration between humans and AI agents [4] Continuous Learning Mechanisms - Implementing continuous learning mechanisms within AI systems can help them adapt to changing conditions, as demonstrated by a legal service company that integrated feedback loops into their contract review workflow [5] Technology Deployment Strategy - Focusing on the right technology at the appropriate stages of complex workflows is crucial for successful AI agent deployment [6] Limitations of AI Agents - AI agents are not a one-size-fits-all solution and may not be the best choice for every task; leaders should evaluate the nature of tasks before implementation [9][10] Guidelines for Selecting AI Tools - Organizations should avoid binary thinking regarding AI tool usage and instead find the most suitable tools for specific tasks, ensuring effective human-AI collaboration [12] Quality Assurance in AI Outputs - To prevent low-quality outputs from AI agents, companies should invest in training and continuous evaluation, treating AI deployment like hiring new employees [13][16] Evaluation Criteria for AI Tasks - Different types of tasks require different AI tools, such as rule-based automation for high-repetition tasks and generative AI for complex decision-making [15] Performance Monitoring - Continuous expert involvement in performance testing of AI agents is essential to ensure quality and reliability [16][17] Reusability of AI Agents - Companies should develop reusable AI agents for similar tasks to avoid redundancy and resource wastage [18][20] Human Role in AI Integration - Despite the rise of AI agents, human oversight remains critical, particularly in ensuring compliance and making key decisions [21][22]