McKinsey Quarterly is the business journal of McKinsey & Company.
JUNE 2011
Many boards have improved their structures and processes. But to become truly effective stewards of their companies, they must also instill the right mind-set and boardroom dynamics.
DECEMBER 2009
Companies can’t predict the future, but they can build organizations that will survive and flourish under just about any possible future.
SEPTEMBER 2009
In today’s tough and fast-changing environment, CEOs must help their top leaders to work through fear and denial and to learn new rules.
A new report by the McKinsey Global Institute highlights the impact of the global financial crisis on global capital flows.
For the immediate future, business leaders will have to master the disciplines of uncertainty.
JULY 2009
The US government is beginning to spend vast sums to jump-start the economy. The opportunities for the private sector are huge, but so are the changes it must make to benefit from them.
A series of interviews with 14 CEOs and chairmen of major companies sheds light on the foundations of corporate leadership.
JUNE 2009
A perfect storm has hit the standing of big business. Companies must step up their reputation-management efforts in response.
Recession or no recession, corporate and IT leaders continue to see a key role for IT, especially in regard to capturing efficiencies across the enterprise. Many expect IT investments to grow soon.
A year after the global economic system nearly collapsed, many companies are finally finding ways to increase profits under the new conditions. But almost as many expect profits to continue falling, and executives also indicate that their broader financial hopes remain fragile. Many expect more government involvement in economies and industries over the long term.
AUGUST 2009
Most executives are coping relatively well with the demands and effects of the economic crisis, but people problems loom on the horizon.
APRIL 2009
Despite the economic downturn, many companies are reluctant to cut R&D activities, viewing them as a source of competitive advantage. Companies that gain the greatest benefit from R&D are actually expanding their programs.
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MARCH 2011
They can be a powerful business tool—but only if you get the design right.
JUNE 2010
Future financial crises could accelerate the rebalancing of global economic activity from developed to emerging markets.
Three distinct types of agility—strategic, portfolio, and operational—help companies compete. Each of them has its own sources and dangers.
We wanted to build in the confidence and the cushion so that we could make these investments and take advantage of the downturn, as opposed to being on our back foot the entire time. – Cathie Lesjak
MARCH 2010
Cathie Lesjak reflects on the company’s response to the recent global financial crisis—and the long-term effects it will have on performance.
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.
MARCH 2009
Jiang Jianqing discusses the need for balance within an effective governance model and the ways the financial-services industry will change in China in the wake of the global economic crisis.
DECEMBER 2008
A coauthor of Creative Destruction explains how the business world—and the capitalist system—will change in the aftermath of the financial crisis.
Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future.
Current bank oversight failed to prevent the financial crisis. Let’s not prescribe more of the same.
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.
These funds face a credit-constrained world; they must adapt to thrive.
FEBRUARY 2009
Here’s a plan that could solve the toxic-asset pricing problem voluntarily—without requiring Uncle Sam to nationalize the whole industry—and make (pretty much) everyone a winner.
Companies—and their CFOs—may have to adapt more radically to the downturn than they now expect.
JANUARY 2009
M&A may be more resilient in this downturn than in previous ones, but it will be a different kind of M&A.
History suggests that even the deepest downturns can create huge opportunities for companies with money and ideas.
Changes reaching far beyond the financial sector have followed every major US financial crisis that sparked an economic downturn.
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