McKinsey Quarterly is the business journal of McKinsey & Company.
JUNE 2011
Financial-services executives report a mostly positive outlook on banking—and some signs of industry complacency.
JUNE 2010
Future financial crises could accelerate the rebalancing of global economic activity from developed to emerging markets.
APRIL 2010
One capital ratio tops others in foreshadowing distress—and it’s not the one that’s traditionally been regulated.
NOVEMBER 2009
Although it is surprisingly hard to create good ones, they help you ask the right questions and prepare for the unexpected. That is hugely valuable.
OCTOBER 2009
Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.
APRIL 2009
Flexibility within and among locations can help companies respond to changing conditions.
JUNE 2009
The United States has a great opportunity to restrain the cost of its health care system, to improve medical outcomes, and to ease the financial and psychological burden on US consumers.
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.
DECEMBER 2008
The range of possible futures confronting business is great. Companies that nurture flexibility, awareness, and resiliency are more likely to survive the crisis, and even to prosper.
JULY 2007
The new Markets in Financial Instruments Directive (MiFID) will change the way some European financial firms do business. First movers will have the advantage.
MAY 2007
Few executives in the region—or elsewhere—feel confident that their companies can manage these risks successfully.
AUGUST 2011
Shake up your thinking by looking at the world from the perspective of a particular country, industry, or company. “Rooted” maps can help you unearth hidden opportunities and threats.
JANUARY 2011
Top forecasters predict where this year’s economic and political risks will be and why they matter.
JULY 2010
Deciding how and what to hedge requires a company-wide look at the total costs and benefits.
Although even the highest levels of uncertainty don’t prevent businesses from analyzing predicaments rationally, says author Hugh Courtney, the financial crisis has shown us the limits of our tools—and minds.
A coauthor of Creative Destruction explains how the business world—and the capitalist system—will change in the aftermath of the financial crisis.
JULY 2011
Corporate directors know what they should be doing. But they haven’t raised their game since 2008 and must strengthen their capabilities and spend more time on board work.
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