McKinsey Quarterly is the business journal of McKinsey & Company.
APRIL 2009
Most companies find it hard to transform themselves in difficult circumstances. Those that use proven tactics markedly improve their chances of success.
The CEO of the former Banco Itaú—and now of Itaú Unibanco—describes the problems of changing a company that is set in its successful habits.
Om Prakash Bhatt discusses the transformation of one of India’s oldest banks and reveals how he managed to bring the company’s 200,000 employees on board.
Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act.
DECEMBER 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
NOVEMBER 2007
Transforming an organization requires clearly articulated aspirations, as well as the ability to generate energy and new ideas.
Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.
A carefully constructed change agent program is essential to any successful operational transformation.
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.
There are two types of complexity. Understanding where to intervene is the key to managing them to create value.
Nasty people don't just make others feel miserable; they create economic problems for their companies.
MAY 2009
Management expert Robert Sutton shares lessons on handling layoffs and teams in crisis.
Employees’ own assessments of their learning needs can lead to more effective training programs.
FEBRUARY 2009
Health care systems that are serious about transforming themselves must harness the energies of their clinicians as organizational leaders.
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
SEPTEMBER 2008
Most companies treat benefits as a cost of doing business. They should see them instead as a competitive weapon.
A new approach to leadership can help women become more self-confident and effective business leaders.
MARCH 2009
Jacqueline Novogratz, CEO of Acumen Fund, shares lessons in leadership from her work in venture philanthropy.
AUGUST 2008
In a series of vignettes, professional women highlight traits that have made them successful.
FEBRUARY 2008
The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.
JANUARY 2007
The head of Sandvik Materials Technology describes the challenges of getting more than 8,000 employees on board for a full transformation.
If organizational transformations are to succeed, change can’t be thought of as a single, standardized process.
MAY 2008
Gary Hamel and The Management Lab explore improving performance by rethinking organizational structure.
Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits.
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