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What is New in Management Theory and Practice?
2026
Feedback is vital to personal and professional growth, but it’s often difficult to deliver well. A powerful way to help is using a clear structure to keep the conversation fact-based and focused on solutions.
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2025
As we look back on 2025, here are some of the McKinsey Global Institute’s most illuminating charts – distilling a year of research across our core themes: https://mck.co/3Y49uOk
Our most-read Strategy & Corporate Finance articles unpack how the C-suite is leveraging AI, data, and purpose to stay ahead.
Our Most Essential Reads of the Year 2025
Boston Consulting Group (BCG)
The Top 10 Articles of 2025
MIT Sloan Management Review
December 14, 2025
In 2025, Organizations that enabled talent to adapt, grow, and lead are outpacing the rest in the AI era. Explore our top McKinsey People & Organizational Performance insights to see how the best leaders are building new mindsets and capabilities to empower humans at work. Best of 2025.
Interviews with Wharton faculty authors about their latest books in 2025.
30 Dec
L.P. What separates good CEOs from great ones? How, and when, they communicate.
L.P. The best new CEOs ask questions that reflect a powerful mindset shift: moving from personal performance to collective purpose.
First-in-the-nation AI law to support Responsible AI.
December 18, 2025 Faculty News
California vs. the deepfakes: How a Haas faculty member helped write first-in-the-nation AI law.
David Evan Harris, a UC Berkeley Haas professional faculty member since 2015 and a UC Berkeley Chancellor’s Public Scholar, took a lead role in drafting California’s AI Transparency Act of 2025 (AB 853). Introduced by Berkeley Assemblywoman Buffy Wicks and signed into law by Gov. Gavin Newsom on Oct. 13, this first-in-the-nation law requires online platforms to make it easier for users to discern whether content is authentic or AI-generated. The law, which takes effect in January 2027, applies to social media, search engines, and mass messaging platforms like WhatsApp and Telegram.
Businesses face a choice: innovate or be eclipsed.
CEOs are turning to new venture opportunities to drive revenue growth and resilience, but how can they increase their chances of success?
The three building blocks of a successful venture factory.
May 27, 2025 | Article
Which chief risk officer archetype are you?
May 6, 2025 | Interactive
The tech landscape is shifting fast, and leaders are feeling the pressure to choose wisely.
This year’s Tech Trends Outlook highlights the frontier technologies poised to reshape business, and what it takes to scale them with trust and impact.
McKinsey Technology Trends Outlook 2025
July 22, 2025 - Report - Fifth edition
Don’t just finish the year strong. Finish with clarity.
McKinsey Strategy & Corporate Finance
December 10, 2025
By Carolyn Dewar, McKinsey & Company senior partner and co-author of two The New York Times bestsellers, A CEO for All Seasons: Mastering the Cycles of Leadership and CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
Most leaders use December to close the quarter, manage urgent issues, and push for final results. But we have found the CEOs who consistently outperform use this month to make the choices that will define next year: sharpening priorities, shifting resources, and aligning their organizations so January doesn’t begin with a cold start.
Across our work with more than 200 high-performing CEOs, three year-end practices separate those who set the pace for the next 12 months.
McKinsey Global Institute
In a new Forward Thinking, Anu Madgavkar and Olivia White explore how boosting productivity through automation, AI, and workforce reskilling can help fill the work force availability gap.
Learn how leading organizations are navigating this shift and what American businesses can do
Leading the tech agenda as CIO. CTO. CDIO
Building a robust investment case is a baseline from which tech leaders can lead positive change in their organization toward resilience, productivity, and growth. To do this, you will need strategies to successfully scale gen AI and agentic AI, moving beyond compliance to driving measured impact.
The pressure is on, and the opportunities for tech leaders have never been greater. CIOs must assume the roles of chief orchestrator, builder, protector, and operator across the entire business. You must capture the value of new technologies, based on real-world observations. From starting with high-impact internal use cases, to optimizing prompts, building the right test environments, and putting effective governance systems in place.
The CEO shareholder letter: What they teach us about company culture
McKinsey Strategy & Corporate Finance
May 6, 2025
Two of this year’s most dog-eared shareholder letters I’ve heard CEOs talking about are: Jamie Dimon’s letter to JPMorgan Chase shareholders, and Andy Jassy’s letter to Amazon shareholders.
Cost Stories - How AI Powers Excellence
Boston Consulting Group (BCG)
November 6, 2025
Become a Stronger Negotiator.
Read the article included in the newsletter/
MIT Sloan Management Review
November 30, 2025
Six Keys to a Strong Culture
MIT Sloan Management Review
April 13, 2025
L.P. How two simple formulas help to START(!) improving an assembly line.
In serial production environments, two simple formulas provide clarity and guidance.
1.Takt Time (TT)
TT = Net available time per day / Demand per day
2. Number of Operators Needed
# of operators = Operator Cycle Time (OCT) / Takt Time (TT)
👉 OCT represents the time one operator needs to complete a full cycle to make one product.
Leading in a New Era
Columbia Business School
July 18, 2025
How Gen AI Can Reshape Your Role as a Manager
Harvard Business Review
July 16, 2025
GenAI Innovation: Colgate-Palmolive’s Lessons
MIT Sloan Management Review
February 16, 2025
2024 Best Conversations of BCG
2020
Theodore Kinni, Contributing Editor, MITSMR https://twitter.com/TedKinni
http://readingwritingmanagement.blogspot.com/
April 2019
One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin
September 2018
7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers
March 2018
The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.
__________________
__________________
Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.
Jobs terms people with highest maturity of business processes and tasks as greatest people.
https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences
https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/
https://blog.dcrworkforce.com/build-effective-team-steve-jobs
November 2017
Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301
27 August 2016
16 August 2016
Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer, customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition. This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/
Values of Business Schools
Updated 30 March 2018, 12 November 2017, 20 October 2016, 27 August 2016, 18 September 2015
April 2019
One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin
September 2018
7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers
March 2018
Managing Greatest people - Steve Jobs
The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.
__________________
__________________
Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.
Jobs terms people with highest maturity of business processes and tasks as greatest people.
https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences
https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/
https://blog.dcrworkforce.com/build-effective-team-steve-jobs
November 2017
Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301
Amoeba Management - Kazuo Inamori - Full Web Page on the topic with various links
http://global.kyocera.com/inamori/management/amoeba/27 August 2016
Why Companies Can’t Perceive Customer Insights and Can't Turn the limited Customer Insight into Growth
BCG Perspectives16 August 2016
Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer, customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition. This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/
Values of Business Schools
Updated 30 March 2018, 12 November 2017, 20 October 2016, 27 August 2016, 18 September 2015
