About the Book

In Beyond Performance, McKinsey & Company's Scott Keller and Colin Price give you everything you need to build an organization that can execute in the short run and has the vitality to prosper over the long term.

Drawing on the most exhaustive research effort of its kind on organizational effectiveness and change management, Keller and Price put hard science behind their big idea: that the health of an organization is equally as important as its performance. In the book's foreword, management guru Gary Hamel refers to this notion as "a new manifesto for thinking about organizations.

Key Features

• McKinsey & Company Support: McKinsey & Company is the trusted advisor and counselor to many of the most influential businesses and institutions in the world. They serve more than 70 percent of Fortune magazine's most admired list of companies and have distribution networks that reach its clients worldwide.
• Foreword by Gary Hamel: Hamel was recently ranked by the Wall Street Journal as the world's most influential business thinker. He is the author of the best-selling management books Leading the Revolution, Competing for the Future, and The Future of Management and has contributed to many leading publications, including the Wall Street Journal, Fortune, and the Financial Times. He is a fellow of the World Economic Forum and visiting professor of strategic and international management at London Business School.
• Evidence-based Support. Half of the companies in the 2010 S&P 500 Index are likely to have left it before 2020. Only a third of excellent companies remain excellent over the long term. Roughly 50 percent of performance variation among companies is accounted for by difference in organizational health. Over 70 percent of failures are driven by poor organizational health. Transformations designed through a large-scale collaborative effort are 1.5 times more likely to succeed. Companies that rigorously assess their current state are 2.4 times more likely to be successful in their transformation. Companies that explicitly design a sequence of change initiatives are 3.5 times more likely to succeed.

About The Author
Scott Keller is a director in the Chicago office of McKinsey & Company and leads its transformational change practice in the Americas. He has published many articles on organizational behavior as well as a book for colleagues and clients entitled The Performance Culture Imperative. He holds an MBA and a BS in mechanical engineering from the University of Notre Dame, Indiana, and has worked as a manufacturing manager for Procter & Gamble and a photovoltaic engineer for the US Department of Energy. Outside McKinsey, he is a co-founder of Digital Divide Data, an award-winning social enterprise that utilizes a sustainable IT service model to benefit some of the world's most disadvantages people.

Colin Price is a director in McKinsey's London office and the global leader of its organization practice. He has advised many of the world's largest corporations, several national governments, and a number of charitable institutes. His six books include Mergers: Leadership, Performance and Corporate Health (written with his colleague David Fubini and Maurizio Zollo of INSEAD), and Vertical Takeoff (with Sir Richard Evans, former chairman of British Aerospace). He holds degrees in economics, industrial relations and psychology, and organizational behavior. He believes that the academic and business worlds have much to learn from each other, and is an associate fellow at Said Business School, University of Oxford, and a visiting professor at Bath University.

Table Of Contents
INTRODUCTION Excellence Found?
PART I WHY PERFORMANCE IS NOT ENOUGH

• The Big Idea: Performance and Health
• The Science: Hard Facts behind the Soft Stuff

PART II THE FIVE FRAMES

• Aspire: Where Do We Want to Go?
• Assess: How Ready Are We to Go There?
• Architect: What Do We Need to Do to Get There?
• Act: How Do We Manage the Journey?
• Advance: How Do We Keep Moving Forward?

PART III PUTTING IT ALL TOGETHER

• The Senior Leader's Role: Does Change Have to Start at the Top?
• The Five Frames in Action: How Do You Make a Great Organization Even Better?
• Making It Happen: Do You Have What It Takes?