McKinsey Quarterly is the business journal of McKinsey & Company.
MARCH 2010
Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.
Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future.
FEBRUARY 2010
Marketers have been applying behavioral economics—often unknowingly—for years. A more systematic approach can unlock significant value.
More objects are becoming embedded with sensors and gaining the ability to communicate. The resulting information networks promise to create new business models, improve business processes, and reduce costs and risks.
With unemployment hovering just below 10 percent, job creation is now priority number one in Washington. But America’s jobs challenge is a marathon, not a sprint.
People in the country’s 60 largest cities spend 70 percent of their leisure time online. Seismic changes in the consumer market are likely as a result.
Very poor people in emerging economies not only have a surprising degree of interest in financial services but also, when possible, use them enthusiastically.
Carbon markets will continue to play a role in pricing—and limiting—emissions, but the opportunity in developing markets may be less promising than once expected.
By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction.
Top risk forecasters highlight their picks for this year’s economic and political hot spots.
You must have JavaScript enabled in order to view this Flash file.
Fully 2.5 billion of the world’s adults don’t use banks or microfinance institutions to save or borrow money, but unserved doesn’t mean unservable.
The attitudes and behavior of Japanese consumers are shifting dramatically, presenting opportunities and challenges for companies in the world’s second-largest retail market.
As more products are loaded with technology, tangled IT designs can undermine product strategies. Product managers and technical specialists need a better game plan.
When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.
Building organizational capabilities, such as leadership development or lean operations, is a top priority for most companies. However, many of them have not yet figured out how to do so effectively. The odds improve at companies where senior leaders are more involved.
Economic conditions are much improved for both companies and countries, executives say—but hopes for continued recovery are a little less bright than they were in December.
Senior leaders can play an important role in assembling a lean program by involving the CIO more closely in designing and executing the transformation.
Policy makers everywhere should focus on the competitiveness of individual sectors.
It’s high time for boards to get succession planning right.
JANUARY 2010
Companies whose social investments focus on women in developing economies help not only the recipients but also themselves.
DECEMBER 2009
NOVEMBER 2009
JULY 2009
MAY 2009
Use this HTML code to embed the video on your blog or site:
Your e-mail address* Send me a copy.
Recipient e-mail address* (Separate multiple e-mail addresses with commas. Limited to 20 addresses.)
Subject
Message ( characters remaining)(maximum length reached) Type your letter here.
*Required
The e-mail addresses that you supply to use this service will not be used for any other purpose.