McKinsey Quarterly is the business journal of McKinsey & Company.
MARCH 2012
Most companies allocate the same resources to the same business units year after year. That makes it difficult to realize strategic goals and undermines performance. Here’s how to overcome inertia.
To develop a winning corporate strategy, you may need more muscle in your headquarters.
APRIL 2012
A CFO and a business unit head explain how they overcome the barriers that all too often separate capital, talent, and other resources from vital strategic goals.
JANUARY 2012
FEBRUARY 2012
DECEMBER 2011
Few companies are clear about how investing in social initiatives will change stakeholder behavior or the harm a bad strategy can cause.
NOVEMBER 2011
It’s possible, though far from certain, that oil prices will spike in the years ahead. Here’s why—and how you can prepare.
In an excerpt from his new book, Thinking, Fast and Slow, the Nobel laureate recalls how an inwardly focused forecasting approach once led him astray, and why an external perspective can help executives do better.
OCTOBER 2011
Radical customization, constant experimentation, and novel business models will be new hallmarks of competition as companies capture and analyze huge volumes of data. Here’s what you should know.
Digitization is creating a second economy that’s vast, automatic, and invisible—thereby bringing the biggest change since the Industrial Revolution.
MAY 2012
Surprisingly little of their edge is attributable to starting from a smaller revenue base. They also seem to invest more, allocate resources more fluidly, and spot fast-growing segments.
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?
Companies should avoid simply imposing global business models and practices on the local market.
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