The McKinsey Quarterly

McKinsey Quarterly is the business journal of McKinsey & Company.

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MARCH 2010

What’s next for global banks

Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future.

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FEBRUARY 2010

How inflation can destroy shareholder value

If inflation rises again, companies will have to do more than just match it to keep up—they’ll have to beat it.

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JUNE 2009

The consumer decision journey

Consumers are moving outside the purchasing funnel—changing the way they research and buy your products. If your marketing hasn’t changed in response, it should.

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APRIL 2009

Managing innovation: Pages from Alessi’s handbook

A three-part multimedia feature explores how design firm Alessi manages innovation—from working with collaborators, to how design constraints help shape products, to assessing new innovations’ potential.

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JANUARY 2009

What is carbon capture and storage?

Executives and public-policy makers should familiarize themselves with the technologies involved in carbon capture and storage (CCS) as they work toward reducing carbon dioxide levels in the atmosphere.

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NOVEMBER 2008

Value creation in health care: A sector-by-sector analysis

Success is not just about top-line growth.

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JUNE 2008

What consumers want in health care

Consumers are confused, concerned, and uncertain about their health insurance and financing needs. Companies should listen to them.

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MAY 2008

What are the design flaws in your organization?

Gary Hamel and The Management Lab explore improving performance by rethinking organizational structure.

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APRIL 2008

Cutting carbon, not economic growth: Germany's path

The country can go on cutting its greenhouse gas emissions substantially, but difficult trade-offs loom.

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APRIL 2008

The growing role of emerging markets in aerospace

Manufacturers in developing markets are already helping aircraft makers in developed ones to cut costs. That's just the beginning.

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DECEMBER 2009

Enduring Ideas: The three horizons of growth

In this interactive presentation—one in a series of multimedia frameworks—Steve Coley, a director emeritus in McKinsey’s Chicago office, describes the three horizons framework. Based on research into how companies sustain growth, this approach illustrates how to manage for current performance while maximizing future opportunities for growth.

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OCTOBER 2009

Enduring Ideas: Portfolio of initiatives

The portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment.

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JUNE 2009

Enduring Ideas: The business system

In this interactive presentation—one in a series of multimedia frameworks—McKinsey alumnus Kevin Coyne describes how companies can use the business system to evaluate their choices at each stage in the process of creating and delivering products. Aligning conduct at every step with the company’s value proposition creates a truly integrated business strategy.

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APRIL 2009

Enduring Ideas: The industry cost curve

In this interactive presentation—one in a series of multimedia frameworks—McKinsey director Rob Latoff offers insight into the industry cost curve, a business school classic for understanding pricing. By bringing discipline and a practical set of definitions to bear, this framework can be applied to real-world, competitive markets.

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SEPTEMBER 2008

Enduring Ideas: The GE–McKinsey nine-box matrix

In this interactive presentation—one in a series of multimedia frameworks—McKinsey alumnus Kevin Coyne describes the GE–McKinsey nine-box matrix, a framework that offers a systematic approach for the multibusiness corporation to prioritize its investments among its business units.

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JULY 2008

Enduring Ideas: The SCP Framework

In this interactive presentation—one in a series of multimedia frameworks—McKinsey director emeritus John Stuckey comments on SCP, a framework that illustrates the influence of an industry's structure on the conduct and performance of industry players, and the effects of external shocks on all three.

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MARCH 2008

Enduring Ideas: The 7-S Framework

In this interactive presentation—one in a series of multimedia frameworks—Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.

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