McKinsey Quarterly is the business journal of McKinsey & Company.
MARCH 2010
Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future.
JANUARY 2010
Payors can help improve consumers’ health and reduce costs by providing information, choice, and incentives that encourage healthier lifestyles and value-conscious consumption of health care.
DECEMBER 2009
For many, this is the best exit from the financial crisis—but the choices entailed are not straightforward.
NOVEMBER 2009
While the industry ails, some commercial real-estate lenders thrive.
SEPTEMBER 2009
Managers in many back-office processing environments can make them more flexible and remove waste by organizing transactions or activities according to their variability.
Although their paths are diverging, all will remain powerful forces in the global economy.
AUGUST 2009
Banks and exchanges are presented with an opportunity sooner than they expected. How should they react?
Instead of administrative work and meetings, they should focus on coaching their employees and on constantly improving quality.
JUNE 2009
Current bank oversight failed to prevent the financial crisis. Let’s not prescribe more of the same.
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.
Fully 2.5 billion of the world’s adults don’t use banks or microfinance institutions to save or borrow money, but unserved doesn’t mean unservable.
FEBRUARY 2010
Very poor people in emerging economies not only have a surprising degree of interest in financial services but also, when possible, use them enthusiastically.
The search begins at home.
APRIL 2009
Om Prakash Bhatt discusses the transformation of one of India’s oldest banks and reveals how he managed to bring the company’s 200,000 employees on board.
MARCH 2009
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.
DECEMBER 2008
The author of The Black Swan explains why the rarity and unpredictability of certain events does not make them unimportant.
MAY 2009
The economic crisis has left US consumers anxious and less prepared than ever for retirement, yet few are changing course.
After two decades of unsustainably high spending, US consumers are suddenly behaving pretty much as they have in the past.
JUNE 2008
Consumers are confused, concerned, and uncertain about their health insurance and financing needs. Companies should listen to them.
MARCH 2008
This small but lively banking market encompasses the region’s largest generation gap in attitudes toward banking.
With strategic options dwindling, banks that improve their core methods and practices stand the best chance of weathering the storm.
JULY 2009
Although the economic slowdown has indirectly affected the region’s banks, they will probably remain profitable and well capitalized.
The region has been hit hard but can help the world recover. Meanwhile, the global crisis is likely to spur further integration among Asian markets.
Chinese financial institutions are flush with money at an opportune moment. They should resist the urge to build empires and instead focus on advancing their skills and global experience.
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