April 2008
Although they draw together widely dispersed information, prediction markets face organizational and legal challenges.
Abstract
November 2007
Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.
Abstract
November 2007
Forward-looking executives must respond to the growing need for a new managerial model.
Abstract
September 2007
The founder and chairman of Satyam details the philosophy that has underpinned the company’s rapid ascent through the ranks of the world’s top IT services providers.
Abstract
August 2007
Leaders used to have few options for changing their companies, except focusing on financial performance and walking the halls. That’s no longer true.
Abstract
August 2007
McKinsey research indicates that organizational and financial performance are strongly related.
Abstract
July 2007
Executives are most positive about the outcomes of strategy formulation for their companies’ business units when they work at companies that use a collaborative approach. And while they say following best practices yields better results, they use those practices less often than they think they should.
Abstract
May 2007
How can business leaders embed “healthy” thinking in the organization?
Abstract
May 2007
Redesigning an organization to take advantage of today’s sources of wealth creation isn’t easy, but there can be no better use of a CEO’s time.
Abstract
May 2007
Nasty people don't just make others feel miserable; they create economic problems for their companies.
Abstract
May 2007
There are two types of complexity. Understanding where to intervene is the key to managing them to create value.
Abstract
May 2007
Creating value from the challenges complexity presents is a major challenge confronting today’s companies.
Abstract
April 2007
Executives see opportunities as well as risks in the global business landscape, yet many are not addressing them.
Abstract
April 2007
Companies shouldn’t focus so much on formal structures that they ignore the informal ones.
Abstract
January 2007
Public companies will need to raise their governance game if they are to compete with private firms.
Abstract
November 2006
The company's CEO from 1973 to 2000 explains how it transformed itself from a local manufacturer of simple components into a global technology giant.
Abstract
September 2006
Executives say their companies could be a lot more effective at developing a strategy and implementing strategic plans, and they suggest some areas for improvement.
Abstract
August 2006
An organization is much more likely to improve its current performance and underlying health by using a combination of complementary practices rather than any one of them alone, according to new McKinsey research.
Abstract
August 2006
As collaboration within and among organizations becomes increasingly important, companies must improve their management of the networks where it typically occurs.
Abstract
July 2006
Executives see an urgent need to increase the agility and speed of their organization and are trying in various ways to do so.
Abstract
May 2006
Tacit interactions are becoming central to economic activity. Making those who undertake them more effective isn't like tweaking a production line.
Abstract
May 2006
A 21st-century company should put as much effort into developing its talented employees as it puts into recruiting them.
Abstract
May 2006
To survive, organizations must execute in the present and adapt to the future. Few of them manage to do both well.
Abstract
April 2006
Executives report an accelerating pace of change in an increasingly competitive business environment, driven by knowledge and information trends and the forces of globalization.
Abstract
February 2006
Companies are vulnerable to misconceptions, biases, and plain old lies. But not hopelessly vulnerable.
Abstract
February 2006
Executives should recognize and compensate for cognitive biases and agency problems.
Abstract
February 2006
Focus on the interactions that are important to customers—and on the way frontline employees handle those interactions.
Abstract
February 2006
As products evolve into commodities, services become more important. But companies that play this new game must understand its rules.
Abstract
February 2006
Restructuring doesn't always lead to improved performance.
Abstract
January 2006
Macroeconomic factors, environmental and social issues, and business and industry developments will all profoundly shape the corporate landscape in the coming years.
Abstract
November 2005
Economic activity in developed economies is again undergoing a broad and deep shift.
Abstract
November 2005
The world's biggest companies are learning to manage complexity.
Abstract
November 2005
Successful efforts to exploit the growing importance of complex interactions could well generate durable competitive advantages.
Abstract
August 2005
It is difficult—but vital—for managers to strike a balance between the short and long terms.
Abstract
August 2005
The world's largest companies are more successful than ever, but scale brings its own challenges.
Abstract
August 2005
Big corporations must make sweeping organizational changes to get the best from their professionals.
Abstract
August 2005
Companies that rely on IT governance systems alone will come up short.
Abstract
July 2005
Confidence is down, distractions are up.
Abstract
May 2005
Developing economies have become an invaluable springboard for companies looking to compete successfully abroad.
Abstract
April 2005
Markets may expect solid performance over the short term, but they also value sustained performance over the long term. How can companies manage both time frames?
Abstract
February 2005
Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization.
Abstract
November 2004
Traditional public-sector organizations can be redesigned to perform more successfully—even when market forces are lacking.
Abstract
August 2004
For companies and their employees alike, knowledge is power—and profit.
Abstract
August 2004
Companies should treat a customer-relationship-management solution as a product or service and its users as internal customers—by making it valuable, pricing appropriately, advertising, and providing after-sales support.
Abstract
July 2004
To ensure that IT investments have the greatest impact, CIOs must involve business-unit leaders and concentrate on the big picture.
Abstract
May 2004
The federation structure remains a viable model for nonprofit organizations—if managements transform themselves and affiliates collaborate more closely.
Abstract
March 2004
Olli-Pekka Kallasvuo, Nokia’s head of mobile phones and a former CFO, discusses strategic organization, performance measurement, and the value of financial transparency.
Abstract
August 2003
Generating great performance requires a more dynamic approach to building and adapting a company’s capabilities than merely squeezing its operations.
Abstract
August 2003
Executives in France are taking a more proactive approach to ensure their IT investments bear fruit.
Abstract
June 2003
Foundations are endowed with intellectual as well as financial capital. Now is the time to use it.
Abstract
June 2003
In even the largest and best-managed companies, hundreds of organizational muddles take place every day. Throughout the economy, they add up to a staggering waste of our national resources.
Abstract
June 2003
Teach For America learned the importance of building organizational capacity the hard way.
Abstract
June 2003
CEOs must now be more architect than general: the job is to design working environments where thousands of people know what to do, cooperate to get it done, and experience it as personally fulfilling.
Abstract
June 2003
Even a corporate revamping inspired by state-of-the-art design principles won’t succeed if not driven by a powerful, well-timed business idea adapted to social realities.
Abstract
December 2002
Business leaders—that’s who.
Abstract
June 2002
Uncertainty and rising levels of risk make it impossible for companies to determine the future. But a portfolio-of-initiatives approach to strategy can help ensure that companies take full advantage of their best opportunities without taking unnecessary risks.
Abstract
August 2001
A new business model may forever change the way companies compete.
Abstract
August 2001
Many companies hard-pressed to maintain their margins through products alone are turning to ’solutions.’ But to succeed, they must not only embrace competitors but also often turn away existing customers.
Abstract
August 2001
First agree on what you want to achieve. Then develop and execute an agenda.
Abstract
August 2001
Even during the present slowdown, networked companies are outperforming conventional ones. They are likely to go on doing so.
Abstract
May 2001
As drivers of corporate success, organizational design and the quality of leadership now share pride of place with strategy.
Abstract
May 2001
Companies can grow quickly without sacrificing performance discipline. The trick is to balance partitioning and integration.
Abstract
February 2001
Corporate organization’s future lies in the ability to work across business units. Opportunity-based organizational design may help you succeed.
Abstract
November 1999
Some people believe that "it is different this time." Others don't.
Abstract
February 1998
In their purest forms, markets motivate and hierarchies coordinate. Have we learned to combine the best of both? Two challenges for the corporations of the future: entrepreneurialism and knowledge.
Abstract
August 1996
When, if ever, should you reorganize around processes? How much functional structure should be left in place? Two companies who got it right: Ford and Kraft.
Abstract
February 1996
A new category-based structure is about to be born. Teams fixed functional silos; now there’s no one to integrate processes. The “soft stuff” matters, particularly compensation and evaluation.
Abstract
May 1994
A brief introduction to the most common assumptions that lead astray efforts to boost performance.
Abstract
August 1993
Winner of the McKinsey Award for the best article published in the Harvard Business Review in 1992. How complex modern organizations can achieve unity without uniformity.
Abstract
February 1993
New evidence suggests that the most popular routes to global success are not always reliable.
Abstract
May 1992
In a complex world, to "design" means to rethink the logic of cause and effect.
Abstract