McKinsey Quarterly is the business journal of McKinsey & Company.
JUNE 2009
Upon entering the mainstream—in a few years or a couple of decades—electrified cars will transform the auto and utilities sectors and create a new battery industry. What will it take to win in a battery-powered age?
DECEMBER 2008
The fastest way to reduce America's dependence on oil imports is to convert petroleum-driven miles to electric ones by retrofitting the SUVs and pick-ups now on the road with rechargeable batteries. Here's how.
JUNE 2007
Automakers and dealers should learn to collaborate more. Both parties would benefit.
MARCH 2006
The problems of embedded software are rooted in the legacies of hardware development.
FEBRUARY 2003
US dealers and manufacturers can—and must—collaborate in their own self-interest.
AUGUST 2002
That fabulous invalid the internal-combustion engine is very far from dead.
AUGUST 2004
Pressure is growing on auto suppliers to diversify their customer base. Are they up to the task?
JUNE 2008
China’s carmakers have a great future on the world stage—but not in the immediate future.
MAY 2008
Yin Tongyao explains how his fledgling automotive company learned to profit from adversity.
JANUARY 2007
Cost cutting was only the first step in transforming Tata Motors from a cyclical manufacturing company into a diversified powerhouse.
SEPTEMBER 2006
Volkswagen chief information officer, Klaus Hardy Mühleck, has championed the CIO's role as the arbiter of business process and enablement.
DECEMBER 2004
Lu Guanqiu, the founder of China’s third-largest private company, discusses the future of China’s automotive industry.
The automakers have vastly more power than the North American companies that supply them. To create value, the suppliers must redress the balance.
JUNE 2005
Carmakers and parts suppliers can capture huge savings, but only by working together more closely.
SEPTEMBER 2005
Multinational corporations are starting to see the country's potential.
Political sensitivities may slow the trend but won’t stop it in the longer run.
OCTOBER 2004
In the next round of consolidation, scale should be a result of strategy—not a strategy in its own right.
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