McKinsey Quarterly is the business journal of McKinsey & Company.
JANUARY 2010
The keys to long-term success are professional management and keeping the family committed to and capable of carrying on as the owner.
When adjusted for market capitalization, M&A activity among corporations was stable in 2009—and fundamentals point to continued strength in 2010.
NOVEMBER 2009
As companies rethink their portfolios for the post-crisis world, they should ask themselves if they are still the best owners of their assets.
Large M&A departments aren’t essential for making successful acquisitions.
Some Asian companies take a different approach to M&A outside their borders.
SEPTEMBER 2009
In today’s tough and fast-changing environment, CEOs must help their top leaders to work through fear and denial and to learn new rules.
AUGUST 2009
Instead of administrative work and meetings, they should focus on coaching their employees and on constantly improving quality.
JULY 2009
A series of interviews with 14 CEOs and chairmen of major companies sheds light on the foundations of corporate leadership.
FEBRUARY 2009
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
Health care systems that are serious about transforming themselves must harness the energies of their clinicians as organizational leaders.
SEPTEMBER 2008
A new approach to leadership can help women become more self-confident and effective business leaders.
Most companies treat benefits as a cost of doing business. They should see them instead as a competitive weapon.
MAY 2009
Management expert Robert Sutton shares lessons on handling layoffs and teams in crisis.
MARCH 2009
Jacqueline Novogratz, CEO of Acumen Fund, shares lessons in leadership from her work in venture philanthropy.
FEBRUARY 2008
The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.
FEBRUARY 2010
It’s high time for boards to get succession planning right.
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.
DECEMBER 2009
Three distinct types of agility—strategic, portfolio, and operational—help companies compete. Each of them has its own sources and dangers.
OCTOBER 2009
Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.
MAY 2008
Gary Hamel and The Management Lab explore improving performance by rethinking organizational structure.
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