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Articles by Christopher Handscomb
Four shifts redefining the oil and gas operating model of the future
With rising global energy demand, continued investor expectations, and rapid technological evolution, the oil and gas industry may need to update its operating models to future-proof itself. The energy landscape is constantly evolving, driven by macroeconomic uncertainty, shifting geopolitical dynamics, fluctuating policies, and rising energy demand.
Workforce strategies are evolving in the offshore oil and gas sector
By Christopher Handscomb and Nacho Fantaguzzi, McKinsey & Co. The offshore oil and gas sector is at a critical juncture, facing a triple challenge: maintaining a skilled workforce for traditional operations while simultaneously building capabilities for emerging energy technologies, and all against the backdrop of rapid digital and technological evolution. Strategic workforce planning and innovative talent management strategies are essential to navigate these complexities.
Seven organizational trends that could shape energy and materials in 2025
As companies deepen their focus on organizational performance to navigate market challenges, we identify seven important trends for decision-makers—with three, in particular, standing out. The energy and materials sectors had another eventful year in 2024.
The impact of agility: How to shape your organization to compete
Agility is on everyone’s lips—online searches for “agile transformation” yield around 100 million hits, and the stories of well-known pioneers circulate widely. But is this just hype, or are there real benefits to be gained? Is agility just noise from the IT department, or an opportunity that merits serious attention from the top team?
In pursuit of value--not work
In 2018, Scrum.org and McKinsey started collaborating around a shared purpose: to help companies innovate how their organizations, teams, and individuals work. In this article, the latest in a series of research and insight papers, we examine the differences between doing work and creating value in an agile context. The findings here are based on interviews with agile practitioners across the Scrum.org community. How valuable is the work you do?
In pursuit of value—not work
Are you working for work’s sake or creating value? In 2018, Scrum.org and McKinsey started collaborating around a shared purpose: to help companies innovate how their organizations, teams, and individuals work. In this article, the latest in a series of research and insight papers, we examine the differences between doing work and creating value in an agile context. The findings here are based on interviews with agile practitioners across the Scrum.org community. How valuable is the work you do?
Five agility myths in energy and heavy industries
Agile ways of working originated in IT, proving their worth in technology and software companies. In the past decade, agile practices have spread to other sectors, resulting in enterprise-wide agility in banking, retail, healthcare, and insurance (see sidebar, “Organizations are on the move”). Here, we look at heavy industries: oil, gas, mining, chemicals, and utilities. Agile working can make these organizations faster, more efficient, and more resilient.
Cinco mitos de agilidade nas indústrias pesada e de energia
As práticas do trabalho ágil nas indústrias pesada e de energia podem torná-lo mais rápido, mais eficiente e mais resiliente. Neste artigo, apresentamos cinco mitos e suas realidades. As formas ágeis de trabalhar tiveram origem em TI, provando seu valor em empresas de software e tecnologia.
Five agility myths in energy and heavy industries
Agile working practices in energy and heavy industries can make them faster, more efficient, and more resilient. Here are five myths and their realities. Agile ways of working originated in IT, proving their worth in technology and software companies. In the past decade, agile practices have spread to other sectors, resulting in enterprise-wide agility in banking, retail, healthcare, and insurance (see sidebar, “Organizations are on the move”).
Cinco mitos sobre la agilidad en la industria pesada y de energía
Las prácticas de trabajo ágiles pueden volver más rápidas, eficientes y resilientes a las industrias pesadas y de energía. A continuación analizamos cinco mitos y sus realidades. Los métodos de trabajo ágiles tuvieron su origen en la informática (TI), y demostraron por primera vez su valor en compañías de software y tecnología.
bp: An agility pioneer in the energy industry
Energy companies are facing major challenges. The COVID-19 pandemic has significantly shifted energy-demand curves, cost management needs to be resilient to commodity price cycles, and technological advancements are reshaping the industry. In addition, a finite global carbon budget and an impending energy transition present the biggest challenges yet for the industry. Energy companies need to respond quickly; survival will require a transformation, not incremental change.
O impacto da agilidade: Como moldar sua organização para competir
Insights de mais de 2.000 entrevistados de todo o mundo revelam a receita para uma transformação ágil que gera impacto real nos negócios. O mundo todo está falando em agilidade — as buscas online por "transformação ágil" rendem em torno de 100 milhões de acessos, e as histórias de pioneiros bem conhecidos circulam pela internet. Mas isso é apenas hype, ou existem benefícios reais a serem conquistados?
Unleashing the power of communication in agile transformations
August 30, 2021More organizations are seeking to become “agile”—a term that began in software development but now encompasses many efforts to work faster and more effectively in teams built around customers rather than silos. Communications around agile transformations are different than in other transformations: Agile is a philosophy rather than an outcome. High-frequency, two-way communication is required to gather sufficient feedback and pivot principles and objectives as needed.
Unleashing the power of communication in agile transformations
Communications around agile transformations are different. Here’s how communicators can prepare. More organizations are seeking to become “agile”—a term that began in software development but now encompasses many efforts to work faster and more effectively in teams built around customers rather than silos. Communications around agile transformations are different than in other transformations: Agile is a philosophy rather than an outcome.
The impact of agility: How to shape your organization to compete
Special Report Infographic: Getting agile transformations right Agility is on everyone’s lips—online searches for “agile transformation” yield around 100 million hits, and the stories of well-known pioneers circulate widely. But is this just hype, or are there real benefits to be gained? Is agility just noise from the IT department, or an opportunity that merits serious attention from the top team? And if pursuing agility yields benefits, what is the recipe for success?
The impact of agility: How to shape your organization to compete
Special Report Infographic: Getting agile transformations right Agility is on everyone’s lips—online searches for “agile transformation” yield around 100 million hits, and the stories of well-known pioneers circulate widely. But is this just hype, or are there real benefits to be gained? Is agility just noise from the IT department, or an opportunity that merits serious attention from the top team? And if pursuing agility yields benefits, what is the recipe for success?
The impact of agility: How to shape your organization to compete
Insights from over 2,000 global respondents reveal the recipe for an agile transformation that delivers real business impact. Agility is on everyone’s lips—online searches for “agile transformation” yield around 100 million hits, and the stories of well-known pioneers circulate widely. But is this just hype, or are there real benefits to be gained? Is agility just noise from the IT department, or an opportunity that merits serious attention from the top team?
How the British Field Army headquarters shifted to agile ways of working
Facing increasing operational responsibilities, HQ Field Army undertook a massive effort to embrace agile ways of working. Leaders discuss the journey—and how the pandemic affected their efforts. In early 2020, HQ Field Army—the branch of the British Army responsible for the generation and preparation of 112,000 soldiers on current and contingency operations around the world—found itself with increasing operational responsibilities but no additional resources.
Lean management or agile? The right answer may be both
Has there even been a time when customers were more demanding of the companies serving them? Industry 4.0 technologies—many barely imaginable only a decade ago—have already enabled genuine breakthroughs in cost, convenience, and customization, creating extraordinary value for buyers while raising the performance bar for producers ever higher.
Gestão lean ou metodologias ágeis? A resposta certa pode ser os dois
Usando um desenho criterioso, a gestão lean e as metodologias ágeis podem a combinação perfeita para empresas que buscam melhoria duradoura de performance. Já houve um tempo em que os clientes eram mais exigentes com as empresas que os atendiam?
¿Lean Management o Agile? La respuesta correcta podría ser ambas
Con un cuidadoso diseño, Agile y Lean Management pueden ser la combinación correcta para compañías que buscan alcanzar mejoras del desempeño duraderas. ¿Ha habido algún momento en que los consumidores hayan sido más exigentes que hoy con quienes les venden sus productos y servicios?
Lean management or agile? The right answer may be both
Through thoughtful design, agile and lean management can be the perfect match for companies in search of lasting performance improvement. Has there even been a time when customers were more demanding of the companies serving them? Industry 4.0 technologies—many barely imaginable only a decade ago—have already enabled genuine breakthroughs in cost, convenience, and customization, creating extraordinary value for buyers while raising the performance bar for producers ever higher.
An operating model for the next normal: Lessons from agile organizations in the crisis
Companies with agile practices embedded in their operating models have managed the impact of the COVID-19 crisis better than their peers. Here’s what helped them cope. This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe.
Agility to action: Operationalizing a value-driven agile blueprint
Over the past few years, many companies have sought to be more agile by reconfiguring their organizations into small, cross-functional teams. In most cases, such exercises start with a pilot, in which employees from across the organization come together to work on a common mission.
Agility to action: Operationalizing a value-driven agile blueprint
Over the past few years, many companies have sought to be more agile by reconfiguring their organizations into small, cross-functional teams. In most cases, such exercises start with a pilot, in which employees from across the organization come together to work on a common mission.
Agility to action: Operationalizing a value-driven agile blueprint
To successfully transition to an agile operating model, business leaders should focus on four questions. Over the past few years, many companies have sought to be more agile by reconfiguring their organizations into small, cross-functional teams. In most cases, such exercises start with a pilot, in which employees from across the organization come together to work on a common mission.
Enterprise agility: Buzz or business impact?
Enterprise agility was desirable and is now becoming essential. Agility across a whole enterprise combines speed and stability; helps role clarity, innovation, and operational discipline; and can produce positive outcomes for organizational health and performance. Although the beneficial outcomes of agility are widely recognized by executives, those considering an enterprise-wide agile transformation are questioning both the potential of such an undertaking and the outcomes they should seek.
Brexit: The bigger picture--Embracing agility in a volatile world
Brexit-related uncertainty brings additional pressures for UK firms and heightens their need to stay flexible–a fact underscored in interviews we conducted with executives at about 50 firms across the United Kingdom. As previous articles in this series highlight, the Brexit process has created additional uncertainty in the talent approaches, supply chains, and export strategies of UK companies.
How people and organizational moves can power up energy firms in 2023
By Ignacio Fantaguzzi, Christopher Handscomb, and Jesper Ludolph A shifting landscape means energy companies need to rev up —and people and organizational topics are at the heart of firms that are successfully navigating the road ahead. Energy companies are facing unprecedented times: crises like Russia’s invasion of Ukraine and the COVID-19 pandemic are foremost humanitarian issues, but have also highlighted the need for affordable, reliable, and secure energy.
Building agility in the British Army’s headquarters
Three leaders from the British Army lay out what it took to bolster agility and flexibility in its headquarters operations. The British Army’s headquarters is the central hub of strategic thinking and planning for more than 80,000 regular and 30,000 reservist soldiers deployed in the United Kingdom and across the world. The army’s operating environment is arguably more complex now than ever, and the nature and purpose of military force have shifted significantly.
The journey to an agile organization
[[DownloadsSidebar]] Agility is catching fire, and there is growing recognition of its transformational benefits. But moving to an agile operating model is tough, especially for established companies. There are several paths to agility and many different starting points, yet successful agile transformations all share the common elements described in this paper. Agile organizations are different.
The journey to an agile organization
Agility is catching fire, and there is growing recognition of its transformational benefits. But moving to an agile operating model is tough, especially for established companies. There are several paths to agility and many different starting points, yet successful agile transformations all share the common elements described in this paper. Agile organizations are different.
The journey to an agile organization
Agility is catching fire, and there is growing recognition of its transformational benefits. But moving to an agile operating model is tough, especially for established companies. There are several paths to agility and many different starting points, yet successful agile transformations all share the common elements described in this paper. Agile organizations are different.
A jornada para se tornar uma organização ágil
Hoje a agilidade desperta grande interesse e entusiasmo, e cada vez mais se reconhece seus benefícios transformadores. Mas mudar para um modelo operacional ágil é difícil, especialmente para empresas estabelecidas. Há vários caminhos para se chegar à agilidade e muitos pontos de partida diferentes, mas todas as transformações ágeis bem-sucedidas têm em comum os elementos descritos neste artigo. Organizações ágeis são diferentes.
El camino hacia una organización ágil
La agilidad es un concepto en boga, y sus beneficios transformacionales son cada vez más reconocidos. Pero pasar a un modelo operativo Agile es complejo, particularmente para las empresas consolidadas. Existen varios caminos hacia la agilidad, como también varios puntos de partida diferentes; no obstante ello, todas las transformaciones Agile exitosas tienen en común los elementos que describimos en este artículo. Las organizaciones ágiles son diferentes.
Giants can dance: Agile organizations in asset-heavy industries
Agility is neither a new concept nor one exclusive to tech industries. Lockheed Martin, for example, established its “skunkworks” teams back in 1943 to drive a radically new approach to the development and manufacture of aircraft. Engineers, technicians, and aviators were brought together in a shed in the California desert, united by clarity of purpose and empowered to get stuff done.
Los gigantes también pueden ser ágiles: Organizaciones Agile en industrias con grandes activos
La revolución Agile se está expandiendo a todas las industrias, y las compañías con grandes activos están tomando nota de ello. En este artículo analizamos cómo y dónde pueden capturar los beneficios de la agilidad sin poner en riesgo la seguridad y la calidad. La agilidad no es un concepto nuevo ni exclusivo de los sectores tecnológicos.
Gigantes podem dançar: Organizações ágeis em setores com uso intensivo de bens de capital
A revolução ágil está se espalhando pelas indústrias, e as empresas intensas em bens de capital estão tomando nota. Nós exploramos como e onde elas podem capturar os benefícios da agilidade, preservando segurança e confiança. A agilidade não é um conceito novo nem é exclusivo dos setores de tecnologia. A Lockheed Martin, por exemplo, criou equipes de “skunkworks” em 1943, introduzindo uma abordagem radicalmente nova de desenvolvimento e fabricação de aviões.
Enterprise agility: Measuring the business impact
Enterprise agility was desirable and is now becoming essential. Agility across a whole enterprise combines speed and stability; helps role clarity, innovation, and operational discipline 1 ; and can produce positive outcomes for organizational health and performance. Although the beneficial outcomes of agility are widely recognized by executives, 2 those considering an enterprise-wide agile transformation are questioning both the potential of such an undertaking and the outcomes they should seek.
How to select and develop individuals for successful agile teams: A practical guide
What personality traits and values help agile teams bloom? Discover ways to identify these when recruiting and coaching your people. To survive and thrive, many organizations are making the effort to become more agile. Whereas traditional organizations seem mechanical, hierarchical, and linear, agile organizations feel more organic: they balance stability with dynamism and can adapt for an ever-changing, unpredictable future.
How to select and develop individuals for successful agile teams: A practical guide
To survive and thrive, many organizations are making the effort to become more agile. Whereas traditional organizations seem mechanical, hierarchical, and linear, agile organizations feel more organic: they balance stability with dynamism and can adapt for an ever-changing, unpredictable future. In the article “The five trademarks of agile organizations,” we detailed the major differences between traditional and agile organizations.
How to select and develop individuals for successful agile teams: A practical guide
What personality traits and values help agile teams bloom? Discover ways to identify these when recruiting and coaching your people. To survive and thrive, many organizations are making the effort to become more agile. Whereas traditional organizations seem mechanical, hierarchical, and linear, agile organizations feel more organic: they balance stability with dynamism and can adapt for an ever-changing, unpredictable future.
Como selecionar e desenvolver pessoas para ter equipes ágeis de sucesso: um guia prático
Quais traços de personalidade e valores ajudam as equipes ágeis a florescer? Descubra maneiras de identificá-los ao recrutar e treinar seu pessoal. Para sobreviverem e prosperarem, muitas organizações estão empreendendo esforços para se tornarem mais ágeis.
Cómo seleccionar y desarrollar miembros de equipos ágiles exitosos: guía práctica
¿Qué características de personalidad y valores necesitan los equipos ágiles para prosperar? Sepa cómo detectarlas cuando contrata y entrena su personal. Para sobrevivir y prosperar, muchas organizaciones se están esforzado para ser más ágiles. Mientras que las organizaciones tradicionales se muestran mecánicas, jerárquicas y lineales, las organizaciones ágiles se perciben como más orgánicas: equilibran estabilidad y dinamismo, y pueden adaptarse a un futuro impredecible y en constante evolución.
10 common myths about enterprise agility
Agility is a hot topic, but you have to separate fact from fiction. In this post, we dispel 10 common myths about enterprise agility. Agility is not simply a software team incorporating agile methods or a management team supporting faster product delivery. Enterprise agility is about the distinct qualities that allow organizations to respond rapidly to changes in internal and external environments without losing momentum or vision.
Digging deep for organizational innovation
Organizational simplicity. Clear accountabilities. Nimble planning processes are all topics on the mind of Oil and Gas CEOs globally. Organizational simplicity. Clear accountabilities. Nimble planning processes are all topics on the mind of Oil and Gas CEOs globally.
How to mess up your agile transformation in seven easy (mis)steps
The journey to become agile is challenging. But your organization can avoid some common pitfalls that we have seen companies encounter, including failing to create buy-in around an aspiration and forgetting to put culture first. You have to give it to Silicon Valley: it sure knows how to disrupt industries. It has left its mark on every facet of our life—from how we socialize and interact, to how we travel, how we earn, and how we pay.
How to mess up your agile transformation in seven easy (mis)steps
You have to give it to Silicon Valley: it sure knows how to disrupt industries. It has left its mark on every facet of our life—from how we socialize and interact, to how we travel, how we earn, and how we pay. The scale of impact has led to traditional companies in the ecosystem asking themselves, How do we get our large organizations to adapt and move as quickly as these nimble start-ups? The answer in many cases has to do with being more agile.
How to mess up your agile transformation in seven easy (mis)steps
The journey to become agile is challenging. But your organization can avoid some common pitfalls that we have seen companies encounter, including failing to create buy-in around an aspiration and forgetting to put culture first. You have to give it to Silicon Valley: it sure knows how to disrupt industries. It has left its mark on every facet of our life—from how we socialize and interact, to how we travel, how we earn, and how we pay.
Activate agility: the five avenues to success | Organization
In a time of rapid change and unprecedented complexity, only the nimble survive! In 1935, the life expectancy of an S&P 500 company was 90 years. By 2010, it was 14 years and studies show that it’s getting even shorter. No wonder more and more companies, who are tired of change fatigue and endless restructuring, are looking at how they can become a more agile organization and retain their competitive advantage.
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