Markus Hammer

Senior Manager of Global Operations Learning, Vienna, Austria

Dr. Markus Hammer, based in McKinsey’s Vienna office, is the Senior Manager of Operations Learning in the global Operations practice. 

As the scope, scale and complexity of Operations continue to grow, our ability to inspire and develop the next generation of Operations practitioners is our core mission. Markus currently leads a talented team of learning professionals that design, develop, and deliver our Operations learning programs globally, serving more than 2,000 practitioners spread over 80+ offices. 

As a seasoned, internationally experienced Operations consultant, he also helps clients using his deep knowledge of lean and resource-productive operations, paired with his passion for capability building. He serves as core faculty in McKinsey's global Capability Center Network and is a lecturer at Graz University of Technology, where he obtained his doctoral degree at the Institute of Innovation and Industrial Management. Markus is one of the top authors on McKinsey’s Operations Extranet and has co-authored the book, Unlocking Industrial Resource Productivity: 5 core beliefs to increase profits through energy, material, and water efficiency.


Pushing manufacturing productivity to the max

Time is money, especially on production lines. New tools make it easier than ever to manage profitability on an hourly basis. 

The change agent challenge

Three Extranet Classics help in finding, developing, and retaining the change agents your lean transformation needs.

McKinsey Solutions: McKinsey Manufacturing Analytics

Manufacturing generates more data than any other sector. McKinsey Manufacturing Analytics helps harness it for smarter operational decision-making.

Find buried treasure with advanced analytics

With advanced analytics, it’s cheaper and easier to crack bigger problems—and more of them—than ever.

Unlocking Industrial Resource Productivity

This video previews Ken Somers and Markus Hammer’s new book, Unlocking Industrial Resource Productivity, on opportunities to increase energy, material, and water efficiency.

The Dirty Little Secret About Digitally Transforming Operations

As manufacturers implement digital, they must pay close attention to the people, roles and systems needed to make them effective.

More from less: Making resources more productive

Resource-productive operations requires new approaches and a new way of thinking.

Resource Productive Operations: The resource productive organization

Creating circular business models that embed resources in their offerings has major cost advantages, but also forges closer bonds with customers

Automating the math makes analytics more democratic—and more human

The managing director of an established data analytics firm shares insights and views based on his 25 years of experience in the field.

Resource Productive Operations: Think circular

Individuals and organizations need to “think circular” to avoid running out of constrained resources in energy-savings efforts

Resource Productive Operations: Think holistic

An integrated approach that covers all aspects of a company's operations is essential to the success of resource productivity gains

Resource Productive Operations: Think profit per hour

In many organizations, resource-productivity responsibilities are divided between functions and units, an approach that ends up leaving money on the table

Resource Productive Operations: Think limits

A focus on theoretical limits can lead to greater improvement in yield and energy use

Resource Productive Operations: Think lean

The second part of a series looks at Lean and the tremendous impact it can have on resource productivity

Resource Productive Operations: The imperative

Finding ways to save more by better use of resources is an inevitable challenge companies will need to address

Resource Productive Operations: An introduction

The imperative is now for manufacturers to take a new approach to green operations

How Big Data can improve manufacturing

Advanced analytics can help to increase yield, particularly where there is process complexity, process variability, and capacity restraints

Bringing lean thinking to energy

Deeper insight into company operations can lead to unexpected (and significant) savings

How advanced analytics will power the next wave of process optimization in manufacturing

Knowing which component of a complex process to optimize can make all the difference

Profiting from compliance

Companies that have invested in energy management are also reaping the benefits of certification in ISO 50001

Five ways 3D printing is poised to change your business

No longer confined to prototypes, 3D printing offers more than speed of manufacturing

Advanced analytics and resource productive manufacturing

Basic materials and chemicals manufacturers can reduce costs and material waste with the help of cheaper computing and sensor technologies and more broadly available advanced analytical techniques

Five core beliefs on resource productive operations

Resource productive operations is helping many companies attain significant savings with a holistic approach

Resource productive operations: Closing the capability gap

Companies are missing significant opportunities if they only invest in systems to improve resource productivity

A COO's energy efficiency primer: Responses to five common myths

Common objections to energy efficiency measures need to be understood as the myths they often are

Resource productive manufacturing: use fewer resources, make more money

A new approach is enabling significant insights into ways to optimize variable production costs and increase profits

Achieving economic and environmental win-wins with resource productive operations

A pragmatic approach to deliver immediate economic impact for companies seeking rapid environmental performance improvement

Make time to add value

Some simple changes to the way change agents' work is planned, managed and executed can make a dramatic difference in their impact on the front line

Standards rule OK

Standards are essential to so much in lean, but companies often get them wrong. Here's why

Change agent executive insights: Interview with Ann Schenk

Ann Schenk discusses her experiences of the change agent role in the healthcare environment

McKinsey on Lean: The knowledge of one, or the wisdom of many?

Sharing skills and experience requires the right incentives and the right infrastructure

Change agent executive insights: Interview with KwangHo Kim

The Asian Regional Change Leader at Kimberly-Clark discusses running a global lean transformation

Getting ready for change

Experts discuss techniques for motivating people who are strongly resistant to lean transformation

Change agent executive insights: Interview with Rogier Kuijpers

The Manager of Business Services at ASML shares his lean transformation experience

McKinsey on Lean: The first-time-right contradiction

 Smart companies know when to take the "first time right" mandate seriously

The agent as an individual

Key practices in the management and motivation of the change agents themselves need to be part of a successful change program

The agent and the institution

Change agent programs need to be designed with corporate goals in mind

The agent and the line

Expert Markus Hammer explores the delicate relationship between the change agent and the front line organization

Rapid improvement events

Lean Expert Markus Hammer talks about Kaikaku, or rapid improvement events

Lean micro-factories

Markus Hammer discusses rapid manufacturing technologies, a new 'lean' technique that enables local parts production to match customers' specification

Lean micro-factories: the future for parts production?

Novel manufacturing technologies are producing a new kind of lean production: local, on-demand parts manufacturing to the customer's specification

Ops 4.0: The Human Factor—Recognizing the capability challenge

The hardest part of Ops 4.0 isn't the technology—it's people, helping them change so they can use the technology well. How's your organization doing on building the right capabilities?

Ops 4.0: The Human Factor—Defining the needs

Ops 4.0 is generating huge demand for new capabilities. Which ones will be the hardest to meet?