McKinsey Quarterly is the business journal of McKinsey & Company.
JULY 2010
Strategists can challenge conventional wisdom and better prepare for uncertainty by analyzing the complex and not-so-obvious ways global trends interact in their industries.
MARCH 2010
Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.
Sir Martin Sorrell, Randy Komisar, and Anne Mulcahy describe how they balance the importance of timely action with the need for thorough, unbiased decision processes.
Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives.
MAY 2010
Executives should trust their gut instincts—but only when four tests are met.
APRIL 2010
Managing bias effectively can help lessen the impact it has on your company’s strategy.
Productive rivalry stimulated artistic innovation during the Renaissance, and according to the director of General Electric’s Global Research Group, it also has helped his company develop better products and services.
JANUARY 2010
New applications of open-innovation principles allow progressive companies to enhance not only their products but also their core internal business processes.
The keys to long-term success are professional management and keeping the family committed to and capable of carrying on as the owner.
Escalating value at risk from government regulation clearly has a place on the agendas of most CEOs.
DECEMBER 2009
Companies can’t predict the future, but they can build organizations that will survive and flourish under just about any possible future.
A new model, rejecting solutions optimal only for a single precisely defined future, generates answers representing the best compromise between risks and opportunities in all likely futures.
For many companies, water efficiency is a long-term requirement for staying in business, a big commercial opportunity, or both.
Three distinct types of agility—strategic, portfolio, and operational—help companies compete. Each of them has its own sources and dangers.
For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.
AUGUST 2010
Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment.
JUNE 2010
Future financial crises could accelerate the rebalancing of global economic activity from developed to emerging markets.
Attackers are threatening premium players in market after market—and not only at the low end.
You must have JavaScript enabled in order to view this Flash file.
JUNE 2009
APRIL 2009
SEPTEMBER 2008
JULY 2008
MARCH 2008
DECEMBER 2008
Use this HTML code to embed the video on your blog or site:
Your e-mail address* Send me a copy.
Recipient e-mail address* (Separate multiple e-mail addresses with commas. Limited to 20 addresses.)
Subject
Message ( characters remaining)(maximum length reached) Type your letter here.
*Required
The e-mail addresses that you supply to use this service will not be used for any other purpose.