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1 episodes · 8 quoted claims
Meagan Hill says the average transformation engages only about 2% of employees, while top-quartile transformations activate 20 to 30% of the organization.
“the average transformation engages only about 2% of employees, and the most successful top quartile transformations activate twenty to 30% of the organization.”
Meagan Hill says a transformation includes a few initiatives worth 1 to 5 million dollars of EBITDA and many worth 250 thousand to 500 thousand dollars.
“Sure, you'll have a few initiatives that are one to 5 million, you know, EBITDA in in value, but you'll also have initiatives that say are 250 K or 500 K in value.”
Meagan Hill says the small pebble and sand initiatives make up the bulk of a transformation's impact.
“those initiatives actually, you know, make up, uh, the bulk of the transformation impact.”
Meagan Hill says McKinsey has a specific hub that studies the performance of the thousands of transformations it has done.
“we actually have a a specific hub within the firm that looks at how those transformations perform.”
Meagan Hill says leading CEOs highlight five sources of meaning: society, company, customers, team and personal success.
“leading CEOs understand that five sizes actually fit most.”
Meagan Hill describes a CEO who used every town hall for several years to let employees share what a transformation meant to them.
“he would dedicate a few minutes to invite one or two employees to share a personal story about what the transformation meant to them”
Meagan Hill says culture change should be run as a workstream with owners, KPIs and metrics managed as rigorously as financial initiatives.
“we would do the exact same thing on the culture side of things.”
Meagan Hill says embedding transformation disciplines means core business monthly operating reviews should mirror the rigor of transformation meetings.
“monthly operating reviews mirror the discipline that you'll see in the transformation meetings.”