Author Archives for Jeff Chan

Looking Back at the Alchemy of Growth

September 27, 2016 1:10 pm Published by Comments Off on Looking Back at the Alchemy of Growth

WILL YOU BE A GROWTH ALCHEMIST? Jeff Chan September 27, 2016 One of the more interesting projects in my time at McKinsey & Company, was the research and writing of a book entitled “The Alchemy of Growth,” whose three principal authors – Mehrdad Baghai, Steve Coley and David White – were my co-founders of McKinsey’s global Growth Practice. The new concepts introduced in the book were: The Three Horizons of Growth The Seven Degrees of Freedom Staircases to Growth Differentiated Management Approaches  THREE HORIZONS OF GROWTH Individual businesses, like any living organism, have a limited life-span. Due to new technology, new competitors, changing consumer demand, or other market discontinuities, any business, no matter how large or robust, will eventually fail....

Avoiding ‘Culture Rejection’ in M&A

August 31, 2016 5:39 pm Published by Leave your thoughts

How New Heights Health Centres and York Community Services minimized culture risk when forming Unison Health & Community Services December 12, 2011 By Jeff Chan There are many steps necessary for a successful merger or acquisition, including the strategic rationale, conducting rigorous due diligence, not over-paying and capturing the planned revenue and cost synergies. Bridging the culture gap between the organizations is the one most often overlooked and under-valued. The 2010 merger of New Heights Community Health Centres and York Community Services in Toronto Canada, to form Unison Health and Community Services, was one in which the boards and executive leaders identified and considered corporate culture as an explicit success factor in their planned merger. More importantly they utilized cultural...

You Must Measure Culture to Manage It

August 31, 2016 5:22 pm Published by Leave your thoughts

TalentMap, December 12, 2011 By Jeff Chan From Hermann Hesse (Human life is reduced to real suffering only when…two cultures…overlap), to Peter Drucker (Culture eats strategy for breakfast) to Herb Kelleher of Southwest Airlines (Culture is the most important focal point for leaders) and Lou Gerstner, former CEO of IBM (The thing I have learned at IBM is that culture is everything), important thought and business leaders have recognized that culture  is an essential consideration —  even more important than strategy — to any organization’s success. Corporate culture is a general social understanding that includes beliefs, assumptions, values and perspectives shared by an organization’s members.  In turn, it affects behavior within the organization in areas such as management style and...