The McKinsey Quarterly

[+] previewuser@mckinseyquarterly.com Log Out

Functions

	Business Technology Application Management Infrastructure Operations Organization Outsourcing & Offshoring Strategy Corporate Finance Capital Management M&A Performance Valuation Economic Studies Country Reports Productivity & Performance Governance Boards Compensation Leadership Marketing & Sales Branding Digital Marketing Management Pricing Sales & Distribution Sectors & Regions Strategy Operations Outsourcing Performance Product Development Purchasing Supply Chain & Logistics Organization Change Management Postmerger Strategic Organization Talent Risk Banking Risk Corporate Risk Strategy Alliances Globalization Growth Innovation Strategic Thinking Strategy in Practice

Industries

	Automotive Strategy & Analysis Energy, Resources, Materials Chemicals Electric Power Environment Oil & Gas Steel Strategy & Analysis Financial Services Banking Insurance Investment Management Personal Financial Services Securities Food & Agriculture Packaged Foods Strategy & Analysis Health Care Hospitals Pharmaceuticals Strategy & Analysis High Tech Hardware Software Strategy & Analysis Media & Entertainment Publishing Radio & TV Strategy & Analysis Nonprofit Performance Philanthropy Public Sector Economic Policy Education Government Regulation Management Retail & Consumer Goods Sectors & Regions Strategy & Analysis Telecommunications Broadband Equipment & Services Strategy & Analysis Transportation Sectors Strategy & Analysis

Regions

	Africa Americas Asia-Pacific China Europe India Middle East

Big Ideas

	Business in Society Emerging Markets Growth & Innovation Managing in the New Normal Productivity Sustainability Talent Women & Leadership

Multimedia

	Audio Interactive Video

Voices

	By Invitation Interviews Surveys

Add to E-mail AlertsAdd to E-mail Alerts
Create RSS Feed

R&D strategies in emerging economies article, R&D spending, Operations

APRIL 2011

R&D strategies in emerging economies: McKinsey Global Survey results

Dissatisfaction with managers and a lack of knowledge sharing are universal challenges.

We invite you to join McKinsey's Online Executive Panel, through which we ask selected executives their views on top business trends, including the economic crisis.

MARCH 2011

Economic Conditions Snapshot, March 2011: McKinsey Global Survey results

Results of a survey concluded just before Japan’s natural disaster and the UN sanctions on Libya show that executives’ economic expectations weren’t much dampened by the initial round of political turmoil in the Middle East, although commodity prices and inflation became of greater concern.
FEBRUARY 2011

Managing government relations for the future: McKinsey Global Survey results

Companies aren’t much more effective at managing their ties with governments than they were in late 2009, though more are engaging in collaboration instead of conflict.
JANUARY 2011

Creating more value with corporate strategy: McKinsey Global Survey results

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.
JANUARY 2011

Putting strategies to the test: McKinsey Global Survey results

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.

DECEMBER 2010

Economic Conditions Snapshot, December 2010: McKinsey Global Survey results

Executives around the world anticipate greater influence of emerging-economy market power over the next five years and rising inflation rates in 2011.
DECEMBER 2010

Taking organizational redesigns from plan to practice: McKinsey Global Survey results

When companies reorganize, few get all the benefits they want in the planned time. Executives at organizations that succeeded point to some key tactics for implementation.
NOVEMBER 2010

The challenges ahead for supply chains: McKinsey Global Survey results

Senior executives say their companies manage key trade-offs well, yet see barriers to better performance: rising risk, lack of collaboration, and low CEO involvement.
NOVEMBER 2010

How IT is managing new demands: McKinsey Global Survey results

In our fifth business technology survey, executives say they want more immediate value from IT and forward-looking strategies from technology leaders that support growth and innovation.
OCTOBER 2010

Moving women to the top: McKinsey Global Survey results

A majority of executives believe gender diversity in leadership is linked to better financial performance, but companies take few actions to support women in the workforce.
OCTOBER 2010

The value of centered leadership: McKinsey Global Survey results

The five key capabilities that make up centered leadership—used together—are important predictors of executives’ satisfaction with their leadership performance and their life overall.
AUGUST 2010

The next environmental issue for business: McKinsey Global Survey results

As with climate change a few years ago, executives are now beginning to recognize the importance of biodiversity for their future strategies. Many are also discovering business opportunities, not just threats.
MAY 2010

Five forces reshaping the global economy: McKinsey Global Survey results

The core drivers of globalization are alive and well, but executives are still grappling with how to seize the opportunities of an interlinked world economy.
APRIL 2010

R&D after the crisis: McKinsey Global Survey results

A McKinsey survey finds widespread resilience in corporate R&D programs. Executives say their companies made the right moves in 2009 and are poised to reap benefits from R&D today.
MARCH 2010

How companies manage sustainability: McKinsey Global Survey results

Most companies are not actively managing sustainability, even though executives think it’s important to a variety of corporate activities. Those that do are reaping benefits for themselves and for society.
MARCH 2010

What successful transformations share: McKinsey Global Survey results

When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.
MARCH 2011

What executives think about the economy: 2004 to now

This continually updated interactive tracks how executives around the world have viewed economic conditions and the economic prospects of their companies, and how those views have differed over time and across industries, regions, and types of company.

Includes:
MARCH 2010

Building organizational capabilities: McKinsey Global Survey results

Building organizational capabilities, such as leadership development or lean operations, is a top priority for most companies. However, many of them have not yet figured out how to do so effectively. The odds improve at companies where senior leaders are more involved.
FEBRUARY 2010

How companies manage the front line today: McKinsey Survey results

Most companies don’t offer sufficient training for frontline managers or structure their roles to create the most value. Aggravating the problem, senior leaders are often unaware of the issues that hinder frontline performance. Companies with effective frontline managers take a different approach.

Includes:
JANUARY 2010

Rethinking how companies address social issues: McKinsey Global Survey results

Many companies committed to addressing social issues in developing markets are overlooking a strategy for boosting their social impact—and perhaps their profits—a McKinsey survey suggests.
JANUARY 2010

What worked in cost cutting—and what’s next: McKinsey Global Survey results

Companies were able to cut costs effectively through the crisis, executives say, but they’re less confident of their ability to contain or continue to cut them. Some companies are positioning themselves for longer-term success by planning the next round more strategically.

AUGUST 2010

Innovation and commercialization, 2010: McKinsey Global Survey results

After coping with the global economic crisis, companies are beginning to aim for growth again. But their approach to managing innovation and the challenges they face haven’t changed. The survey results suggest a few ways to improve.
NOVEMBER 2008

Assessing innovation metrics: McKinsey Global Survey Results

A recent McKinsey Global Survey shows that companies are satisfied, overall, with their use of metrics to assess innovation portfolios—though many findings suggest that they shouldn’t be. The companies that get the highest returns from innovation do use metrics well; these organizations tend to assess innovation more comprehensively than the others.
OCTOBER 2007

How companies approach innovation: A McKinsey Global Survey

Executives say innovation is very important, but their companies’ approach to it is often informal, and leaders lack confidence in their innovation decisions. Top managers and other professionals agree that the biggest challenge is talent but disagree on why. Nonetheless, executives agree on some steps to improve innovation.

Buy the Q1 issue on your 2011 agenda at Amazon.com

SEPTEMBER 2009

How companies are benefiting from Web 2.0: McKinsey Global Survey Results

The heaviest users of Web 2.0 applications are also enjoying benefits such as increased knowledge sharing and more effective marketing. These benefits often have a measurable effect on the business.

Includes:
JULY 2008

Building the Web 2.0 Enterprise: McKinsey Global Survey Results

Companies are using more Web 2.0 tools and technologies than they were last year, sometimes for more complex business purposes, according to McKinsey’s second annual survey on Web 2.0. Companies that are satisfied with their use of these tools are starting to see changes throughout the enterprise.

Embed E-mail