McKinsey Quarterly is the business journal of McKinsey & Company.
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.
JANUARY 2010
Tom Albanese explains how Rio Tinto is adapting its operations to a future when climate change may make the world’s dry parts drier and wet parts wetter.
DECEMBER 2009
For many companies, water efficiency is a long-term requirement for staying in business, a big commercial opportunity, or both.
The chairman of Nestlé explains why water is “by far the most valuable resource on this planet” and what we must do to conserve it.
The solution to water scarcity, in part, will come from new technologies for better managing water as a resource. But to make these technologies more effective, business and policy leaders will need to work more closely to implement them.
The carmaker’s executive chairman talks about its prospects, technological change in the industry, and manufacturing in America.
JULY 2009
The former CEO reflects on the oil industry’s future, as well as management lessons learned over a long career.
MARCH 2009
Risa Lavizzo-Mourey talks about the foundation's campaign against childhood obesity and its efforts to cope with the downturn.
FEBRUARY 2008
Richard Haass says that businesses have much to learn from government as they compete in an increasingly complex global landscape.
MARCH 2008
Delos "Toby" Cosgrove discusses innovation in health care—including a key role for top executives to play in reducing the nation’s health care burden.
MAY 2007
The former vice president and his partner in an investment-management firm argue that sustainability investing is essential to creating long-term shareholder value.
Most companies see corporate social responsibility programs as a way to fulfill the contract between business and society. But do they create financial value?
Prizes used to spark innovation are on the rise. Philanthropists—as well as players in the public and private sectors—must understand how to use them in the most effective way.
JUNE 2009
A perfect storm has hit the standing of big business. Companies must step up their reputation-management efforts in response.
For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.
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Many companies committed to addressing social issues in developing markets are overlooking a strategy for boosting their social impact—and perhaps their profits—a McKinsey survey suggests.
FEBRUARY 2009
Environmental, social, and governance programs create shareholder value, most executives believe, but neither CFOs nor professional investors fully include that when evaluating business projects or companies.
Consumers’ growing expectations of companies make corporate philanthropy more important than ever. But many respondents to this survey say their companies aren’t meeting social goals or stakeholder expectations very effectively. Companies that are doing well are taking a more strategic approach.
OCTOBER 2008
When business leaders assess how societal issues will affect shareholder value, many see operational opportunities where they once saw risks. But executives have yet to fathom the extent to which the public expects companies to address major global problems.
NOVEMBER 2007
Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.
OCTOBER 2007
Ian Davis, managing director of McKinsey, talks about the public-sector productivity imperative.
AUGUST 2005
By building social issues into strategy, big companies can recast the debate about their role in society.
APRIL 2008
Huge value is at stake. The winners will be companies that reposition themselves to seize the opportunities of a low-carbon future.
Businesses must act on global warming and other issues to narrow a general trust gap between them and the public.
Companies must gain a better understanding of consumer perceptions and expectations about corporate social responsibility if they are to win the public's trust.
DECEMBER 2006
By correcting some flaws, global health partnerships can save even more lives in desperately poor countries.
DECEMBER 2003
Multinationals are directly affected by the global epidemic. It can’t be controlled without them.
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