Show Notes
McKinsey & Company is one of the world’s most renowned strategic management consultancies. With a mission of striving for “change that changes everything”, its global team of change and strategy consultants has delivered some of the most complex and challenging change programmes in the world. Join Katie Macaulay as she goes under the hood and find out what makes IC tick at McKinsey.
This episode’s guests – Andi Almond, Eric Sherman and David Honigmann – are part of the firm’s dedicated communications practice. The trio have cross-generational knowledge and experience, each bringing their unique yet complimentary approaches to the many challenges facing today’s organisations.
Tune in for a look behind the scenes at how McKinsey’s communications experts approach IC challenges, how to empower leaders to become true strategic transformation partners, why 70% of transformation projects still fail and how to make sure your project lands in the successful 30%. All this, and so much more.
As always, share your thoughts on this or any other episode of The Internal Comms Podcast using the hashtag #TheICPodcast. And thanks for listening.
More from The Internal Comms Podcast
In this episode of The Internal Comms Podcast, host Katie Macaulay is joined by leadership coach Kate Waterfall-Hill, the brains behind Linda the bad manager, a wonderfully awful alter ego who demonstrates everything that can go wrong with leadership.
In the first episode of Season 16, host Katie Macaulay sits down with expert digital workplace consultants Sharon O’Dea and Jonathan Phillips to explore the value of understanding what employees actually need – to “start with the appetite, not the fridge.”
In this special episode of the Internal Comms Podcast, host Katie Macaulay looks through 15 seasons of the podcast and pulls together some of her favourite conversations about the craft, the science and the power of storytelling in internal communications.
This episode is for everyone.
For decades, organisations have obsessed over employee engagement. But what if we've been measuring the wrong thing? What if engagement isn't the key to organisational performance after all?