McKinsey Quarterly is the business journal of McKinsey & Company.
MAY 2012
A premium multiple is hard to come by and harder to keep. Executives should worry more about improving performance.
APRIL 2012
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.
The world’s largest social-media market is vastly different from its counterpart in the West. Yet the ingredients of a winning strategy are familiar.
As consumers increasingly interact digitally with companies, competitive advantage lies in understanding the range and complexity of those touch points.
Between 2008 and 2010, companies with more diverse top teams were also top financial performers. That’s probably no coincidence.
Few boards look at how the CEO’s total wealth invested in the company changes as stock prices fluctuate. They could—and they should.
Global pharma companies are missing a chance to serve Brazil’s increasingly prosperous and growing middle class.
MARCH 2012
The Pulitzer Prize–winning author and global energy expert sees rising demand from the East spurring innovation.
Lower costs are an advantage for the country’s ready-made-garment industry, but challenges remain.
Evolving economic profiles will continue to be the most important trend shaping the market.
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?
Lending to micro-, small, and medium-sized enterprises looks particularly attractive. Here’s how to overcome the traditional risks in reaching this market.
Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.
Exports to China could help the US generate growth and jobs, says Morgan Stanley Asia’s former nonexecutive chairman.
JANUARY 2012
DECEMBER 2011
NOVEMBER 2011
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