McKinsey Quarterly is the business journal of McKinsey & Company.
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Top Articles
Top articles from the Quarterly for the third quarter of 2009 (July-Sept)
- Leadership lessons for hard times
- Managing beyond Web 2.0
- How companies are benefiting from Web 2.0: McKinsey Global Survey Results
- The crisis--one year on: McKinsey Global Economic Conditions Survey results, September 2009
- Strategic planning: Three tips for 2009
- Leaders in the crisis: McKinsey Global Survey Results
- Squeezing more ideas from product teardowns
- Unlocking the potential of frontline managers
- Evaluating the potential of solar technologies
- State capitalism and the crisis
McKinsey Quarterly Is your company finding it hard to develop new products? If so, you might try learning from the masters.
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Businesses with the best product-development track records stand apart from their less-successful peers in three crucial ways.
McKinsey Quarterly “Bad banks” are back. The concept is simple. The bank divides its assets into two categories. Into the bad pile go the illiquid and risky securities that are the bane of the banking system, along with other troubled assets such as nonperforming loans.
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For many, this is the best exit from the financial crisis—but the choices entailed are not straightforward.
McKinsey Quarterly
In times of uncertainty, game theory should
come to the forefront as a strategic tool, for it offers perspectives
on how players might act under various circumstances, as well as other
kinds of valuable information for making decisions.
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A new model, rejecting solutions optimal only for a single precisely defined future, generates answers representing the best compromise between risks and opportunities in all likely futures.
McKinsey Quarterly Based on research into how companies sustain growth, this approach illustrates how to manage for current performance while maximizing future opportunities for growth.
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In this interactive presentation—one in a series of multimedia frameworks—Steve Coley, a director emeritus in McKinsey’s Chicago office, describes the three horizons framework.
Every six weeks, the Quarterly conducts an economic conditions snapshot survey of a panel of executives around the world...
McKinsey Quarterly
The quintessential business statesman reflects on a long career and the work needed to rebuild America’s economic future.
Pete Peterson—businessman, statesman, philanthropist—has developed an economic perspective informed by three distinct and first-hand relationships with American policy. In this video interview, the c...ofounder of Blackstone and former secretary of commerce reflects on his storied career and his recent memoir, The Education of an American Dreamer. He also looks forward—sharing his ideas on deficit reduction, changes in private equity, the fate of the dollar, and how to rebuild the US economy for future generations. Rik Kirkland, McKinsey’s director of publishing, spoke with Mr. Peterson in New York in November 2009.
To download a PDF of the transcript, please visit:
http://www.mckinseyquarterly.com/links/3
For many companies, water efficiency is a long-term requirement for staying in business, a big commercial opportunity, or both...
McKinsey Quarterly As customers, employees, and suppliers—and, indeed, society more broadly—place increasing importance on CSR, some leaders have started to look at it as a creative opportunity to fundamentally strengthen their businesses while contributing to society at the same time.
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For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.
McKinsey Quarterly
President Obama called for a boost in public spending on infrastructure. But what's the right way to invest? Michael Lind, of the New America Foundation, weighs in.
This is a Conversation Starter, one in a series of invited opinions on topical issues. Read the essay, then share your thoughts by commenting below.
www.mckinseyquarterly.com
New thinking is needed to deliver the benefits of public-works spending and eliminate the waste.
McKinsey Quarterly In McKinsey’s fourth annual survey on IT strategy and spending, we asked CIOs and CTOs, among others, about the impact of the recession on their IT organizations, and their approaches to developing and executing IT strategies. The results affirm the continuing importance of IT to strategic success, despite the recession.
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Recession or no recession, corporate and IT leaders continue to see a key role for IT, especially in regard to capturing efficiencies across the enterprise. Many expect IT investments to grow soon.
As global climate talks get underway in Copenhagen, questions of a sustainable energy future will come to the fore as participants discuss the challenges from rising demand, affordability, and energy security. Should we focus on energy efficiency solutions? Where should we place our innovation bets...
