The McKinsey Quarterly

2005

• May 2005 

  What global executives think about growth and risk

  As the quickening pace of globalization creates both new markets and new competitors, hopes contend with fears.

• February 2005 

  Managing operational risk in banking

  When crises occur, institutions must deal with not just the original event but also its impact on shareholders.

2004

• November 2004 

  The real risks of credit derivatives

  Good risk management is crucial for companies in this opaque market.

• February 2004 

  Can banks grow beyond M&A?

  US banks will need to look beyond mergers for growth. Better earnings will have to be won from improved value propositions and productivity.

2003

• November 2003 

  Running with risk

  It’s good to take risks—if you manage them well.

• February 2003 

  The allure of distressed debt

  Although investors in distressed debt will probably have to accept recovery rates lower than those of years past, the market does have its attractions.

2002

• November 2002 

  How to win in a financial crisis

  When is a good time to make strategic advances? During a crisis, of course.

• June 2002 

  Preparing for a financial crisis

  Companies can do much to avoid falling victim to sudden national financial emergencies. Although the tally of such events is rising, many businesses remain unprepared for them.

2001

• November 2001 

  Getting international banking rules right

  Significant changes in the proposed new Basel Capital Accord are needed to avoid placing unintended burdens on banks and discouraging them from embracing the sophisticated risk-management practices it was intended to promote.

• August 2001 

  Caveat vendor

  Telecom-equipment suppliers extended billions in vendor financing to aggressive start-ups and wireless companies. Many of them are now struggling or bankrupt—and their suppliers are suffering, too.