McKinsey Quarterly is the business journal of McKinsey & Company.
SEPTEMBER 2009
For the immediate future, business leaders will have to master the disciplines of uncertainty.
JUNE 2009
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.
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.
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.
During hard times, a structural break in the economy is an opportunity in disguise. To survive—and, eventually, to flourish—companies must learn to exploit it.
NOVEMBER 2009
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.
OCTOBER 2009
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.
The Council on Foreign Relations’ president discusses new ties between government and business.
Public-relations expert Richard Edelman explores the new landscape of corporate reputation and trust.
JANUARY 2009
FEBRUARY 2009
Parallels between the failures of man-made systems, such as the economy, and of similarly complex natural ones offer fascinating food for thought.
NOVEMBER 2008
A new way of looking at industry structures reveals startling patterns of inequality among even the largest companies.
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.
The year 2009 will be challenging for CIOs. Here’s how to play your hand.
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.
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
In this adaptation from Hayagreeva Rao’s book, he explains the role of activists in making or breaking new markets, products, and services.
As concern over global problems mounts, executives and regulators have everything to gain from building relationships based on trust, and developing solutions that benefit a wide range of stakeholders.
MAY 2008
Chief strategy officers from several high-profile companies discuss the complexities and challenges of the role.
NOVEMBER 2007
Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.
AUGUST 2007
It can be a frustrating exercise, but there are ways to increase its value.
Koushik Chatterjee discusses the Indian multinational’s approach to outbound M&A—and its response to the global financial crisis.
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.
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.
Tim Brown, whose company specializes in innovation, distills the lessons of his career.
Yongmaan Park discusses the forces that changed the company’s core business and led to South Korea’s largest foreign acquisition.
In this interactive presentation—one in a series of multimedia frameworks—McKinsey director Rob Latoff offers insight into the industry cost curve, a business school classic for understanding pricing. By bringing discipline and a practical set of definitions to bear, this framework can be applied to real-world, competitive markets.
In this interactive presentation—one in a series of multimedia frameworks—McKinsey alumnus Kevin Coyne describes the GE–McKinsey nine-box matrix, a framework that offers a systematic approach for the multibusiness corporation to prioritize its investments among its business units.
JULY 2008
In this interactive presentation—one in a series of multimedia frameworks—McKinsey director emeritus John Stuckey comments on SCP, a framework that illustrates the influence of an industry's structure on the conduct and performance of industry players, and the effects of external shocks on all three.
MARCH 2008
In this interactive presentation—one in a series of multimedia frameworks—Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.
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