McKinsey Quarterly is the business journal of McKinsey & Company.
FEBRUARY 2011
The country could become the world’s first truly mobile digital society. But grasping the opportunity requires unprecedented cooperation between the private and public sectors.
MARCH 2011
Now is the time to spot opportunities and risks in the coming boom.
SEPTEMBER 2010
To get the most from massive investments, India must adopt a coordinated approach that aligns the development of each transport mode with the country’s needs.
JULY 2010
An interactive map of India’s urbanization hot spots illustrates the challenges ahead. In a related podcast, McKinsey directors discuss how to prepare for the transformation.
AUGUST 2009
India’s technology and business services industry can defend and even expand its global market share, but only if it learns to innovate.
China and India are both urbanizing rapidly, but China has embraced and shaped the process, while India is still waking up to its urban realities and opportunities.
NOVEMBER 2008
The world’s great cities and the professionals who live in them are linked more tightly to one another than they are with their own rural hinterlands. Yet true prosperity starts in the countryside.
JANUARY 2008
Affordable care, preventive medicine, and healthy behavior must be the pillars of India’s health care reform.
OCTOBER 2009
A new managed-services business model helps both the customers and the employees of offshore-service providers.
SEPTEMBER 2009
BPO providers often rely on a limited number of geographic locations, exposing themselves to unnecessary risk. They can mitigate these risks in the same way that financial managers do—by diversifying their holdings.
NOVEMBER 2007
Multinational retailers face new challenges to capture the increased spending power in each of these distinctive markets.
OCTOBER 2007
Executives in India are consistently the world’s most optimistic about their country’s economic prospects, McKinsey research shows.
AUGUST 2007
Over the next two decades, the country’s middle class will grow from about 5 percent of the population to more than 40 percent and create the world’s fifth-largest consumer market.
JULY 2006
A new methodology for measuring the performance of remote providers shows that while clients are mostly satisfied, there is significant room for improvement.
A. M. Naik describes how he established a culture of value creation at one of India’s leading companies.
Koushik Chatterjee discusses the Indian multinational’s approach to outbound M&A—and its response to the global financial crisis.
JANUARY 2009
Tarun Khanna says their common optimistic entrepreneurialism makes them a formidable force.
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.
The chairman of GMR discusses the problems of India’s infrastructure and rural economy.
DLF’s Rajiv Singh talks about the complex challenges of improving India’s infrastructure and the importance of getting it right.
Having helped to put India’s economy on the right track, Montek Singh Ahluwalia has now changed focus, to addressing problems with the country’s infrastructure and financial and educational systems.
MARCH 2007
Information technology is so crucial for the success of India’s top private bank that K. V. Kamath says he oversees it himself.
MAY 2006
Romi Malhotra shares insights on recruitment, retention, and developing talent.
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