Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
FEBRUARY 2011
When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.
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
McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.
MAY 2010
Executives should trust their gut instincts—but only when four tests are met.
It’s time to use a structured process for selecting the nonexecutive leader of the board. Defining the role is a good start.
JANUARY 2010
The keys to long-term success are professional management and keeping the family committed to and capable of carrying on as the owner.
FEBRUARY 2010
It’s high time for boards to get succession planning right.
NOVEMBER 2009
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.
NOVEMBER 2007
Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.
JUNE 2007
Corporate directors want more information about their companies and industries, and they say that investments by private-equity firms improve governance.
JANUARY 2011
For the sake of their companies—and their legacies—departing chief executives should leave things in the best possible shape. Here’s how.
Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy.
OCTOBER 2010
Executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.
Former Merck CEO Raymond Gilmartin and three other leaders share their approaches to testing strategy.
The head of Juniper Networks discusses his strategy for making the transition into the CEO role.
MARCH 2010
Sir Martin Sorrell, Randy Komisar, and Anne Mulcahy describe how they balance the importance of timely action with the need for thorough, unbiased decision processes.
Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives.
The CEO of the social-justice organization Sojourners discusses the imperative for rethinking values in the wake of the economic downturn.
OCTOBER 2009
Unilever’s chief executive reflects on lessons learned at three major consumer goods companies, including how to manage people in a global context, the obligations corporations have to society, and why you should never waste a good crisis.
JULY 2009
A series of interviews with 14 CEOs and chairmen of major companies sheds light on the foundations of corporate leadership.
MARCH 2009
Jacqueline Novogratz, CEO of Acumen Fund, shares lessons in leadership from her work in venture philanthropy.
Jiang Jianqing discusses the need for balance within an effective governance model and the ways the financial-services industry will change in China in the wake of the global economic crisis.
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