Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
JULY 2010
Deciding how and what to hedge requires a company-wide look at the total costs and benefits.
NOVEMBER 2009
Although it is surprisingly hard to create good ones, they help you ask the right questions and prepare for the unexpected. That is hugely valuable.
OCTOBER 2009
Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.
APRIL 2009
Flexibility within and among locations can help companies respond to changing conditions.
JUNE 2009
The United States has a great opportunity to restrain the cost of its health care system, to improve medical outcomes, and to ease the financial and psychological burden on US consumers.
Two different kinds of accounting—fair value and hold to maturity—have created two different kinds of crises. One is almost over. The other is only beginning.
DECEMBER 2008
The range of possible futures confronting business is great. Companies that nurture flexibility, awareness, and resiliency are more likely to survive the crisis, and even to prosper.
JULY 2007
The new Markets in Financial Instruments Directive (MiFID) will change the way some European financial firms do business. First movers will have the advantage.
MAY 2007
Few executives in the region—or elsewhere—feel confident that their companies can manage these risks successfully.
MARCH 2007
Multinational companies remain wary of political and macroeconomic risk in Latin America. Yet the region is full of attractive opportunities.
DECEMBER 2005
The oil and gas industry has a history of overinvesting at the top of a cycle. This time it should break the habit.
MAY 2005
Financial institutions around the world can help people retire with more income and less uncertainty.
FEBRUARY 2005
When crises occur, institutions must deal with not just the original event but also its impact on shareholders.
DECEMBER 2004
For capital-intensive businesses, the variables in portfolio decisions can seem overwhelming. Streamlining can help.
NOVEMBER 2004
Good risk management is crucial for companies in this opaque market.
JANUARY 2011
Top forecasters predict where this year’s economic and political risks will be and why they matter.
JUNE 2010
Future financial crises could accelerate the rebalancing of global economic activity from developed to emerging markets.
APRIL 2010
One capital ratio tops others in foreshadowing distress—and it’s not the one that’s traditionally been regulated.
Although even the highest levels of uncertainty don’t prevent businesses from analyzing predicaments rationally, says author Hugh Courtney, the financial crisis has shown us the limits of our tools—and minds.
A coauthor of Creative Destruction explains how the business world—and the capitalist system—will change in the aftermath of the financial crisis.
The author of The Black Swan explains why the rarity and unpredictability of certain events does not make them unimportant.
NOVEMBER 2006
The CEO of JP Morgan Chase discusses postmerger integration, risk, and leadership.
OCTOBER 2008
When business leaders assess how societal issues will affect shareholder value, many see operational opportunities where they once saw risks. But executives have yet to fathom the extent to which the public expects companies to address major global problems.
OCTOBER 2006
Executives believe they face growing risk from disruptions to their supply chains—yet many are unprepared to manage those risks.
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