Name: Wealth management in an era of robots, regulation, and new money by McKinsey & Company in knowledge
Duration: 27 min 39 s
Description: By redirecting focus, wealth managers can successfully respond to challenges brought on by digital disruption, demographic shifts, and tighter regulation.

knowledge

Tim Koller and Marc Goedhart, two of the coauthors of Valuation, McKinsey’s handbook on corporate valuation (now in its sixth edition), explain why focusing on current shareholders isn’t really a requirement of good business.

Resisting managing for the short term

Professor DeCelles studies settings that are rife with friction, frustration, and fatigue. In this episode, Stanford Engineering’s Bob Sutton interviews the University of Toronto’s Katy DeCelles about how people deal with the constraints and stresses of prison and airports.  Employees in both settings are required to enforce strict rules, which can inflame the often distressed, manipulative, and overbearing people that they care for and oversee. DeCelles explains how prison guards and airline workers do their jobs in ways that protect their own physical and mental health, and at the same time, allow them to maintain order among the people they are paid to serve, protect, and control.  The strategies these employees use include a curious blend of empathy and emotional detachment. DeCelles also discusses her research on another kind of pushy workplace character, the “organizational vigilante”– those self-appointed enforcers who take it upon themselves to chastise you for violating some obscure policy or arriving to work five minutes late. 

People Who Push Too Hard: Lessons from Airline Employees, Prison Guards, and Workplace Vigilantes - Katherine  DeCelles

Actor Harrison Ford shares his longstanding commitment to preserving nature through Conservation International, joined by the organization’s CEO, M. Sanjayan. In conversation with Stanford Professor of the Practice Tina Seelig, the environmental leaders urge entrepreneurs and engineers to build disruptive innovations, while describing how strategic thinking is at the heart of the self-sustaining solutions they launch around the world.

M. Sanjayan and Harrison Ford - Scaling Sustainability

How do you know when it’s time to start a company? Or when to begin fundraising, and how much? And, as you grow, how do you recruit the best executives and build a culture centered on employees? Venture capitalist Josh McFarland of the firm Greylock Partners answers these questions and more through his experiences as founder and CEO of tech startup TellApart, which Twitter acquired for nearly half a billion dollars.

Josh McFarland - Answering Common Startup Questions

Gabriel Parisi-Amon, co-founder, CTO and COO of environmentally conscious shower startup, Nebia, bravely challenges the myth of “the perfect startup founder.” Parisi-Amon takes us on a journey through the seven stages of burnout he experienced in the early years of his startup, sharing how he’s emerged a more conscious and balanced leader. He offers tips and exercises for identifying the symptoms of burnout, urging us to prevent the fire before we’re consumed.

Gabriel Parisi-Amon - A Burnout Manifesto

Rules get an unfairly bad rap. In this episode, Stanford Engineering Professor Kathleen Eisenhardt, author of Simple Rules: How to Thrive in a Complex World, and Stanford Professor Bob Sutton discuss the virtues of structure and guidelines. As long as your rules are clear and customized to your organization, Eisenhardt says, they won’t get in your way. In fact, the right set of rules—everything from Michael Pollan’s “eat food, not too much, mostly plants” to “no emails on the weekend”—can keep teams focused, productive, and harmonious.

Simple Rules Set You Free - Kathy Eisenhardt

By redirecting focus, wealth managers can successfully respond to challenges brought on by digital disruption, demographic shifts, and tighter regulation.

Wealth management in an era of robots, regulation, and new money

This operating model offers business leaders the opportunity for wins in customer experience, cost reduction, and prospects for growth.

Rethinking customer journeys with the next-generation operating model

McKinsey & Company's mission is to help leaders make distinctive, lasting, and substantial improvements in performance, and constantly build a great firm that attracts, develops, excites, and retains exceptional people. http://mckinsey.com

Wealth management in an era of robots, regulation, and new money

McKinsey & Company

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