McKinsey Quarterly is the business journal of McKinsey & Company.
DECEMBER 2009
Companies can’t predict the future, but they can build organizations that will survive and flourish under just about any possible future.
Executives of Boeing, Estée Lauder, Smith International, and Visa discuss setting strategy in the wake of the downturn.
NOVEMBER 2009
Although it is surprisingly hard to create good ones, they help you ask the right questions and prepare for the unexpected. That is hugely valuable.
OCTOBER 2009
Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.
JANUARY 2010
The keys to long-term success are professional management and keeping the family committed to and capable of carrying on as the owner.
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.
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New applications of open-innovation principles allow progressive companies to enhance not only their products but also their core internal business processes.
Escalating value at risk from government regulation clearly has a place on the agendas of most CEOs.
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.
Boards should view the current crisis as an opportunity to review the way they function. A healthy self-assessment can go a long way toward improving a company’s performance.
SEPTEMBER 2009
For the immediate future, business leaders will have to master the disciplines of uncertainty.
JULY 2009
Despite massive state interventions in economies around the world, many corporate leaders and investors act as though globalization remains the dominant paradigm. That is a mistake.
JUNE 2009
A perfect storm has hit the standing of big business. Companies must step up their reputation-management efforts in response.
APRIL 2009
Timing is key as companies weigh whether to make strategic investments now or wait for clear signs of recovery. Scenario analysis can expose the risks of moving too quickly or slowly.
FEBRUARY 2009
It doesn’t matter where scientific discoveries and breakthrough technologies originate—for national prosperity, the important thing is who commercializes them. The United States is not behind in that race.
The year 2009 will be challenging for CIOs. Here’s how to play your hand.
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
Many companies committed to addressing social issues in developing markets are overlooking a strategy for boosting their social impact—and perhaps their profits—a McKinsey survey suggests.
The financial crisis has increased the public’s expectations of business’s role in society. Most companies have maintained or increased their efforts to address sociopolitical issues, and many have already derived better-than-expected benefits from doing so.
JANUARY 2009
Irrational thinking doesn’t just affect individual economic decisions; it affects corporate strategic planning as well. These results highlight the practices of companies that have made successful strategic decisions—and also reveal what the same companies have gotten wrong.
Even when companies change their strategies spontaneously, their competitors have a good chance of figuring out what they’ll do and when.
In this final installment of a three-part series, Professor Richard Rumelt and McKinsey’s Lowell Bryan reflect on the strategic opportunities emerging as value shifts within and between economic sectors.
Koushik Chatterjee discusses the Indian multinational’s approach to outbound M&A—and its response to the global financial crisis.
DECEMBER 2008
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.
A coauthor of Creative Destruction explains how the business world—and the capitalist system—will change in the aftermath of the financial crisis.
The author of The Black Swan explains why the rarity and unpredictability of certain events does not make them unimportant.
NOVEMBER 2008
Will the country’s economic fortunes fade as growth elsewhere declines? Jonathan Anderson doesn’t think so.
SEPTEMBER 2008
How the Internet will change the nature of competition, innovation, and company operations.
FEBRUARY 2010
Top risk forecasters highlight their picks for this year’s economic and political hot spots.
JULY 2008
MARCH 2008
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