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Rising CEOs: Lessons from the McKinsey Leadership Forum

Mckinsey and Company

These eight lessons drawn from more than 300 McKinsey Leadership Forum participants and the CEOs who advise them will benefit any top executive or aspiring CEO. Preparing for the CEO role can be a challenge and a reward.

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EY CEO’s retirement sounds new leadership alarm

CFO Dive

Carmine Di Sibio’s exit and the firm’s abandonment of “Project Everest” may signal a new era of leadership, as well as a new structure to complete the breakup of EY’s consulting and auditing arms.

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What is leadership?

Mckinsey and Company

Leadership is a set of mindsets and behaviors used to engage and enable people to align on a collective direction, and work together to accomplish shared goals while adjusting to changing environments.

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Even in the metaverse, women remain locked out of leadership roles

Mckinsey and Company

Five early indicators on women in the metaverse reveal gender inequality—especially in the leadership creating and setting metaverse standards.

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10 Ways to Keep Your Hourly Employees

Not only is great leadership important, but upward movement, flexibility, and benefits like earned wage access can make all the difference. Did you know that if your employees are engaged by a leader they trust, it can take a pay raise of more than 20% to poach them, according to a recent Gallup poll?

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New leadership for a new era of thriving organizations

Mckinsey and Company

Five leadership shifts can unleash an era of sustainable, inclusive growth for companies looking to outperform in this era of disruption.

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The power of price leadership

Mckinsey and Company

CEO Luís Araújo explains how Biedronka, the largest retail chain in Poland, upholds price leadership despite cost pressure by focusing on efficiency, productivity gains, and volume growth.

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The Emerging Spend Management Sector: Simplifying Your Accounting Processes

Speaker: Spencer Falbo, Principal at Kong Basile Consulting

Unfortunately, these tools have resulted in time-consuming processes that require manual gap filling, slow the month-end close, and leave accounting and leadership teams without much-needed visibility and control. These instruments have aided in the automation of workflows for various aspects of non-payroll spending. The solution?