Most memorable moment in transformation experience
-Helping with the successful turnaround of a 15,000 people business: the business was rescued and the shares divided among the employees.
Recent career information
-Colin is a director in McKinsey's London office and Leads McKinsey's Global Organisation Practice. This practice accounts for around one quarter of McKinsey's client work and covers four areas: transformational change, talent and leadership, organisation design, and post-merger management.
-Colin often acts as a coach to senior executives. His approach combines individual analysis, direction, and development within the context of addressing performance challenges of the business.
A sample of experience includes
-Working with a major European aerospace company over a seven year period to effect a dramatic corporate transformation. Changes to the portfolio were complimented by significant organisation design and cultural changes. Share price rose by 20 fold over a five year period.
-Intensive work with a North American-based pharmaceutical company focused on rapid corporate recovery from a severe loss making situation. A deep cost reduction programme was complimented by a series of alliances, venturing deals, and product innovations.
Colin is recognised as an authority on post merger integration and has acted as lead advisor on 15 mergers. His experience includes working as lead advisor on the integration of two European banks. This assignment included a deep involvement in the management of the regulatory approval process and architecting the integration of two culturally different enterprises.
Colin is a prolific author and frequent speaker at major conferences. Colin has either authored or co-authored five books on the subject of change management: Better Change, The Paradox Principles, Straight from the CEO, Vertical Takeoff, and Wisdom of the CEO. Colin has spoken regularly at forums such as the World Economic Forum.
Colin holds degrees in economics, psychology, and organisation behaviour. Outside McKinsey he is Visiting Professor at Bath University and an Associate Fellow at Oxford University.
We're at the end of an eight-year period, which was marked in the beginning by the demise of Enron and marked at the end by the demise of Lehman Brothers. During that near decade, the quasi-religious mantra of business was shareholder value: Focus on performance and on performance alone. That's what real managers did. They decomposed activity to work out the value creation potential and they focused on performance. Everything else was stuff that needed to be done to run the machine.
We now know what that philosophy of management produced: an apparent growth in global GDP followed by an even larger decline in global GDP. It produced a lack of sustainability of corporate earnings. The same is true in the public sector. Focusing exclusively on performance simply does not produce long-term shareholder value, sustainable competitive advantage, or an ability to achieve the mandates of the organization in the public sector.
So, how can we focus instead on longer term organizational health? For me, health is the capacity of the organization to compete not only today, but tomorrow. I think of it as having three elements: