Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
MAY 2011
Google’s executive chairman shares his strategies on hiring, running meetings, designing “mobile first” business models, and addressing joblessness and education reform.
A historical view shows that beating markets is tougher than most leaders believe.
APRIL 2011
Senior managers can apply practical insights from neuroscience to make themselves—and their teams—more creative.
New findings show how large and small companies grow—and reveal the startling performance of emerging-market players.
MARCH 2011
Explore the cities and emerging urban clusters that will drive dramatic growth and demographic changes over the next generation.
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.
They can be a powerful business tool—but only if you get the design right.
FEBRUARY 2011
The finance chief is often well placed to guard against common decision-making biases.
JANUARY 2011
Few companies create strategies that deliver more value than the sum of their business unit parts, but those that do also excel at moving resources and removing barriers.
Getting there means ditching today’s monolithic model in favor of splintered supply chains that dismantle complexity, and using manufacturing networks to hedge uncertainty.
NOVEMBER 2010
Four principles can help you make great financial decisions—even when the CFO’s not in the room.
Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company.
Former Merck CEO Raymond Gilmartin and three other leaders share their approaches to testing strategy.
Creating a winning strategy is a struggle for most companies; some seem content just to play along. They may not be asking themselves the right questions.
The United States faces a future in which the elements of economic leadership are moving abroad. Reversing these trends will require the private and public sectors to collaborate.
Companies that address their organizational weaknesses as they implement growth strategies give themselves an advantage.
The diversity and dynamism of China, India, and Brazil defy any one-size-fits-all approach. But by targeting city clusters within them, companies can seize growth opportunities.
JULY 2010
DECEMBER 2009
JUNE 2009
APRIL 2009
SEPTEMBER 2008
JULY 2008
MARCH 2008
Despite inflation, bankruptcies, and other problems, industrial enterprises should remain highly profitable.
Finding ways to spur innovation in product design and business models will be key to sparking Chinese domestic demand.
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