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How companies act on global trends: A McKinsey Global Survey
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April 2008

Executives say that global trends have become increasingly important, but few companies are addressing them successfully.

Editors' Choice

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Business strategies for climate change

April 2008

Huge value is at stake. The winners will be companies that reposition themselves to seize the opportunities of a low-carbon future.

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Leadership and innovation

January 2008

McKinsey research reveals a wide gap between the aspirations of executives to innovate and their ability to execute. Organizational structures and processes are not the solution.

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Harnessing the power of informal employee networks

November 2007

Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.

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Deal making in 2007: Is the M&A boom over?

December 2007

Reports of the demise of the M&A boom may be greatly exaggerated. But to keep it going, companies must work even harder to ensure that deals create value.

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Preempting hostile takeovers

July 2007

Companies that stick to valuation basics can capture any value that would make them attractive for takeover bids.

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Bringing best practice to China

November 2007

As the country merges into the world economy, best practice in China will become best practice globally, products developed in China will become global products, and industrial processes developed in China will become global processes.

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How to improve strategic planning

August 2007

It can be a frustrating exercise, but there are ways to increase its value.

Recent Interviews

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Crafting a message that sticks: An interview with Chip Heath

November 2007

The key to effective communication: make it simple, make it concrete, and make it surprising.

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Strategy's strategist: An interview with Richard Rumelt

November 2007

A giant in the field of strategy ruminates on strategic planning, diversification and focus, and the role of the CEO.

Recent Surveys

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The state of corporate philanthropy: A McKinsey Global Survey

February 2008

Consumers’ growing expectations of companies make corporate philanthropy more important than ever. But many respondents to this survey say their companies aren’t meeting social goals or stakeholder expectations very effectively. Companies that are doing well are taking a more strategic approach.

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Assessing the impact of societal issues: A McKinsey Global Survey

November 2007

Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.

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Premium Content
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How Chinese companies can succeed abroad

May 2008

Chinese companies are seeking opportunities abroad. They will have to acclimate to new surroundings—just as the foreign companies that entered China did.

Strategic Thinking

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Enduring ideas: The 7-S Framework

March 2008

In the first in a series of interactive presentations, we examine 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.

Chart Pack

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CEOs on strategy and social issues

October 2007

Business leaders are now more inclined to incorporate society’s expectations into their core strategies but face many challenges when they do.

Managing Innovation

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Innovation lessons from Pixar: An interview with Oscar-winning director Brad Bird

April 2008

What does stimulating the creativity of animators have in common with developing new product ideas or technology breakthroughs? A lot.

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Succeeding at open-source innovation: An interview with Mozilla's Mitchell Baker

January 2008

The company’s chairman and former CEO explains the power of the participatory, open-source model of collaboration.

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How companies approach innovation: A McKinsey Global Survey

October 2007

Executives say innovation is very important, but their companies’ approach to it is often informal, and leaders lack confidence in their innovation decisions. Top managers and other professionals agree that the biggest challenge is talent but disagree on why. Nonetheless, executives agree on some steps to improve innovation.

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Innovative management: A conversation with Gary Hamel and Lowell Bryan

November 2007

Forward-looking executives must respond to the growing need for a new managerial model.