McKinsey Quarterly is the business journal of McKinsey & Company.
JUNE 2009
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.
APRIL 2009
Flexibility within and among locations can help companies respond to changing conditions.
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.
MARCH 2007
Multinational companies remain wary of political and macroeconomic risk in Latin America. Yet the region is full of attractive opportunities.
DECEMBER 2005
The oil and gas industry has a history of overinvesting at the top of a cycle. This time it should break the habit.
MAY 2005
Financial institutions around the world can help people retire with more income and less uncertainty.
FEBRUARY 2005
When crises occur, institutions must deal with not just the original event but also its impact on shareholders.
DECEMBER 2004
For capital-intensive businesses, the variables in portfolio decisions can seem overwhelming. Streamlining can help.
NOVEMBER 2004
Good risk management is crucial for companies in this opaque market.
AUGUST 2004
Massive investment is needed to avert power shortages. That calls for a sound national strategy.
MARCH 2004
Value-based management programs focus too much on measurement and too little on the management activities that create shareholder value.
MAY 2009
Ian Bremmer discusses how businesses can limit risk exposure to political shocks.
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.
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.
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OCTOBER 2008
When business leaders assess how societal issues will affect shareholder value, many see operational opportunities where they once saw risks. But executives have yet to fathom the extent to which the public expects companies to address major global problems.
OCTOBER 2006
Executives believe they face growing risk from disruptions to their supply chains—yet many are unprepared to manage those risks.
As the quickening pace of globalization creates both new markets and new competitors, hopes contend with fears.
NOVEMBER 2006
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