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Friday, October 25, 2024

g-f(2)3076 The Leadership Factory Revolution

 


genioux Fact post by Fernando Machuca and Claude


Introduction by Fernando and Claude


The g-f New World demands a revolutionary approach to leadership development. As we navigate this age of transformation, where success depends on the masterful integration of human intelligence (HI), artificial intelligence (AI), and personal digital transformation (g-f PDT), the concept of the leadership factory becomes crucial for winning the g-f Transformation Game.


McKinsey's groundbreaking analysis reveals how traditional succession planning must evolve into systematic leadership factories—a transformation that perfectly aligns with the principles of the g-f New World. Today's leaders face twice as many critical issues as a decade ago, making it essential to develop new generations of g-f Leaders who can thrive amid complexity while driving positive change.


The leadership factory model represents a powerful tool for mastering the g-f Transformation Game. By combining six essential leadership traits with systematic development practices, organizations can build streams of g-f Leaders capable of navigating digital transformation while maintaining ethical principles and driving sustainable growth. This factory approach ensures that leadership development becomes a continuous, scalable process rather than a series of isolated succession events.


In the g-f New World, where transformation is constant and challenges are multiplying, the leadership factory revolution offers a blueprint for creating resilient organizations led by capable g-f Leaders. This systematic approach to leadership development becomes not just an organizational advantage but a crucial requirement for winning in an era where success depends on our ability to continuously evolve while maintaining ethical leadership and sustainable progress.



Introduction


McKinsey's analysis "The art of 21st-century leadership: From succession planning to building a leadership factory" reveals how modern leadership has evolved to meet unprecedented challenges, where leaders must navigate multiple disruptions simultaneously while building robust leadership factories to ensure organizational resilience and success in an increasingly complex world.



genioux GK Nugget


"21st-century leadership demands a factory model of continuous development, combining six essential personal traits with systematic preparation, where leaders act as stewards who build future leaders through real-world experiences rather than just managing current operations." — Fernando Machuca and Claude, October 25, 2024



genioux Foundational Fact


Modern leadership requires a fundamental shift from traditional succession planning to creating leadership factories, where development happens through systematic on-the-job training, mentorship, and real-world experiences. Today's leaders must possess a unique combination of personal attributes—from positive energy to stewardship—while mastering new practices that emphasize stakeholder engagement, team enrollment, operational speed, and trust-building.



The 10 Most Relevant genioux Facts


  1. Leaders today handle twice as many critical issues simultaneously compared to ten years ago, demanding new approaches to leadership development and execution.
  2. Organizations with decisive leaders who commit to decisions are 4.2 times more likely to be healthy than their peers.
  3. Leaders with even modest humor skills are 27% more motivating, leading to 15% more engaged employees and twice the team's creativity.
  4. The six essential leadership traits for today's environment: positive energy, servant leadership, continuous learning, grit, levity, and stewardship.
  5. Leadership success requires shifting from command and control to collaboration and coaching, emphasizing authenticity and stakeholder co-creation.
  6. Building trust requires balancing credibility, reliability, and intimacy while minimizing self-orientation.
  7. The most effective leadership development happens on the job through mentorship, apprenticeship, and real-world interactions rather than classroom training.
  8. Companies must create leadership factories where colleagues invest time developing others through continuous feedback and shared insights.
  9. CEOs must act as chief talent officers, identifying and connecting with high-potential leaders several levels below their positions.
  10. Organizations must protect and nurture "mavericks" who may break from tradition but could be crucial for future innovation.



Conclusion


The transformation of leadership development from traditional succession planning to the leadership factory model represents a crucial evolution in preparing organizations for future challenges. By combining essential personal traits with systematic development practices and real-world experiences, organizations can build resilient leadership pipelines capable of navigating increasing complexity and continuous disruption. Success in 21st-century leadership requires not just adapting to change but actively creating systems that develop future leaders who can thrive amid uncertainty.



REFERENCES

The g-f GK Context


Bob Sternfels, Daniel Pacthod, Kurt Strovink, and Wyman Howard, The art of 21st-century leadership: From succession planning to building a leadership factory, McKinsey, October 22, 2024.



ABOUT THE AUTHORS


Bob Sternfels is McKinsey’s global managing partner and is based in McKinsey’s Bay Area office, Daniel Pacthod and Kurt Strovink are senior partners in the New York office, and Wyman Howard is a senior adviser in the Austin office.



Classical Summary of the Article: Building 21st Century Leaders


McKinsey's analysis examines the fundamental transformation of leadership development in an unprecedented complexity and disruption era. The article identifies a critical shift from traditional succession planning to a "leadership factory" model, where the systematic development of leaders becomes a core organizational capability.


The research reveals that modern leaders face double the number of critical issues compared to a decade ago, necessitating new approaches to leadership development. The framework presents six essential leadership traits for today's environment: positive energy and personal balance, servant leadership, continuous learning with humility, grit and resilience, levity, and stewardship. These traits form the foundation for successful leadership in an increasingly complex business landscape.


The study emphasizes the evolution from traditional leadership practices to new approaches that prioritize stakeholder engagement, team enrollment, operational speed, and trust-building. Particularly noteworthy is the finding that organizations with decisive leaders are 4.2 times more likely to be healthy, and those with leaders who possess even modest humor skills see 15% higher employee engagement and doubled team creativity.


Central to the analysis is the concept of the "leadership factory"—a systematic approach to developing leaders through real-world experiences rather than classroom training alone. This model, originally conceived by McKinsey's Ron Daniel in the 1980s, has evolved to meet modern challenges. The factory approach emphasizes continuous mentorship, apprenticeship, and on-the-job learning, requiring CEOs to act as chief talent officers who actively participate in developing future leaders.


The article concludes that success in modern leadership development requires organizations to move beyond traditional succession planning to create comprehensive systems that continuously develop leaders capable of navigating increasing complexity. This new approach demands not only personal leadership excellence but also the ability to build and sustain leadership pipelines that ensure organizational resilience in an uncertain future.





Bob Sternfels

By Copilot


Bob Sternfels is the current Global Managing Partner of McKinsey & Company, a position he has held since July 20211. Born in Lodi, California, Bob studied history and economics at Stanford University and later pursued further studies at Worcester College, Oxford as a Rhodes Scholar, where he earned a degree in philosophy, politics, and economics [1].


Bob joined McKinsey in 1994 and has since held various leadership roles, including leading the firm's advanced analytics practice, operations practice in the US, and its private equity practice globally [1]. He is known for his focus on expanding McKinsey's capabilities in digital and advanced analytics, as well as ensuring the firm continues to meet its clients' evolving needs [2].


In addition to his role at McKinsey, Bob is actively involved in several boards and advisory councils, including the US-China Business Council, New York City Jobs Council, FCLTGlobal, and With Honor Action's Advisory Board3. He also serves on the boards of QuestBridge, USA Water Polo, and as a trustee of the Rhodes Trust [3].


Bob is passionate about fostering an inclusive culture and driving sustainable growth, both within McKinsey and in the broader business community [2]. He is a private pilot and enjoys spending time with his family [3].


[1] en.wikipedia.org https://en.wikipedia.org/wiki/Bob_Sternfels

[2] www.weforum.org https://www.weforum.org/agenda/authors/bob-sternfels/

[3] www.mckinsey.com https://www.mckinsey.com/our-people/bob-sternfels



Daniel Pacthod

By Copilot


Daniel Pacthod is a Senior Partner at McKinsey & Company, based in New York [1]. He has been with McKinsey since 1995 and has held various leadership roles over the years [2]. Daniel heads the firm's global initiative to develop future senior leaders at McKinsey and within their clients' organizations [1]. This initiative aligns with McKinsey's vision of being a "leadership factory," nurturing exceptional individuals into not only firm partners but also C-level leaders, founders, and nonprofit executives [1].


Daniel serves a diverse range of clients in sectors such as technology, defense, industrials, energy, and private capital [1]. His work focuses on strategy, operations, organization, technological innovation, leadership development, and advancing the energy transition [1]. He co-founded and scaled McKinsey Sustainability, which helps accelerate decarbonization efforts and scale innovative green ventures [1].


In addition to his role at McKinsey, Daniel is passionate about fostering leadership excellence and serves on the boards of Rockefeller University and the Hospital for Special Surgery in New York [1]. He also leads McKinsey's partnership with the World Economic Forum and convenes the McKinsey Advisory Council, a group of 15 CEOs [1].


[1] www.mckinsey.com https://www.mckinsey.com/our-people/daniel-pacthod

[2] www.theofficialboard.com https://www.theofficialboard.com/biography/daniel-pacthod-g93g9



Kurt Strovink

By Copilot


Kurt Strovink is a Senior Partner at McKinsey & Company, based in New York [1]. He currently leads McKinsey's global CEO Initiative, which focuses on building great CEOs and CEO counselors [2]. Kurt has extensive experience in strategy, finance, organization, and enterprise transformation, serving clients in life insurance, asset and wealth management, property and casualty insurance, and health insurance [2].


Kurt has held several leadership roles at McKinsey, including leading the firm's global work in the insurance sector, the Strategy & Corporate Finance Practice in the Americas, and the Global Client Council [2]. He has also served as the managing partner of McKinsey's New York office [2].


Kurt is passionate about helping elevate the skills, culture, and purpose of companies and individual leaders [2]. He has served as a counselor to CEOs across various industries, working at the intersection of strategy, personal leadership, mission building, and enterprise transformation [2]. Kurt is also a co-author of the bestselling book, "The Journey of Leadership: How CEOs Learn to Lead from the Inside Out" [2].


In addition to his professional roles, Kurt is involved in several boards and advisory councils, including the Carnegie Hall Board of Trustees and the Teach for America National Board [2]. He holds a PhD in political economics from the University of Oxford and an MPhil in politics from Marshall Scholarship [2].


[1] www.cxotalk.com https://www.cxotalk.com/bio/kurt-strovink-head-of-global-ceo-services-mckinsey

[2] www.mckinsey.com https://www.mckinsey.com/our-people/kurt-strovink



Wyman Howard

By Copilot


Wyman Howard is a Senior Adviser in the Austin office of McKinsey & Company [1]. He is a retired U.S. Navy SEAL with over 32 years of special operations experience, including commanding the Naval Special Warfare Command [1]. Wyman holds an MBA from the TRIUM consortium and a certificate in AI from MIT [1]. He is known for his expertise in sustainability, disruptive technologies, and strategic security [1].


Wyman co-authored the article "The Art of 21st-Century Leadership: From Succession Planning to Building a Leadership Factory", which explores the essential traits and practices for effective leadership in today's complex world [1]. His work focuses on developing future leaders and helping organizations navigate the challenges of the digital age.


[1] oceanminingintel.com https://oceanminingintel.com/news/industry/impossible-metals-welcomes-rear-admiral-hugh-wyman-howard-iii-to-strategic-advisory-board



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Categorization


This genioux Fact post is classified as Bombshell Knowledge which means: The game-changer that reshapes your perspective, leaving you exclaiming, "Wow, I had no idea!"


Type: Bombshell Knowledge, Free Speech



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REFERENCES



“genioux facts”: The online program on "MASTERING THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)3076, Fernando Machuca and Claude, October 25, 2024, Genioux.com Corporation.


The genioux facts program has established a robust foundation of over 3075 Big Picture of the Digital Age posts [g-f(2)1 - g-f(2)3075].



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