Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
MARCH 2011
Most attempts at brainstorming are doomed. To generate better ideas—and boost the odds that your organization will act on them—start by asking better questions.
FEBRUARY 2011
Knowledge workers’ information needs vary. The key to better productivity is applying technology more precisely.
OCTOBER 2010
Management thinker Stan Slap argues that the best leaders inspire their teams by bringing their values to work.
AUGUST 2010
Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.
JUNE 2010
Attackers are threatening premium players in market after market—and not only at the low end.
MAY 2010
Productive rivalry stimulated artistic innovation during the Renaissance, and according to the director of General Electric’s Global Research Group, it also has helped his company develop better products and services.
Executives should trust their gut instincts—but only when four tests are met.
JANUARY 2010
New applications of open-innovation principles allow progressive companies to enhance not only their products but also their core internal business processes.
DECEMBER 2009
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.
New thinking is needed to deliver the benefits of public-works spending and eliminate the waste.
JULY 2009
Companies should prepare now for the day when Web 2.0 morphs into Web 3.0.
JUNE 2009
There are good reasons to believe that government intervention today will be far less damaging than past experience would indicate.
MARCH 2009
The increasing popularity of online social networking is changing not only the way people manage their careers but social networking itself.
FEBRUARY 2009
To meet the challenges of the economic crisis, corporate boards must change the way they work.
NOVEMBER 2008
The world’s great cities and the professionals who live in them are linked more tightly to one another than they are with their own rural hinterlands. Yet true prosperity starts in the countryside.
Learn how to harness the power of social media in this case study excerpted from The Dragonfly Effect, by Jennifer Aaker and Andy Smith. Then hear more from the authors in a conversation with McKinsey’s Dan Singer.
OCTOBER 2009
Stephen Roach explains how the next two decades will bring dramatic changes to the region.
Protecting the natural environment isn’t the whole story: companies must consider their social, economic, and cultural impact as well.
MAY 2009
Ian Bremmer discusses how businesses can limit risk exposure to political shocks.
APRIL 2009
Textbook economics teaches that capitalism is essentially stable and has little need for government interference. That line of thinking is wrong.
Acumen Fund founder and CEO Jacqueline Novogratz shares stories of social-sector entrepreneurship in an excerpt from her new book, The Blue Sweater. A video interview with the author takes you behind the book.
DECEMBER 2008
During hard times, a structural break in the economy is an opportunity in disguise. To survive—and, eventually, to flourish—companies must learn to exploit it.
Changes reaching far beyond the financial sector have followed every major US financial crisis that sparked an economic downturn.
History suggests that even the deepest downturns can create huge opportunities for companies with money and ideas.
The continent is now growing much more rapidly than the OECD nations. It may well be on the cusp of a reversal of fortunes.
In the aftermath of the global crisis, Africa no longer seems uniquely risky. The opportunities are huge.
A democratic, prosperous, and peaceful Africa is now within sight.
The region has already made big strides below the radar. It now stands to become the developing world’s next great success story.
APRIL 2008
Although they draw together widely dispersed information, prediction markets face organizational and legal challenges.
MAY 2008
Chief strategy officers from several high-profile companies discuss the complexities and challenges of the role.
DECEMBER 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
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