The McKinsey Quarterly

2008

• December 2008 

  Managing IT spending

  Many IT organizations will reduce their spending in 2009. A strong management focus can mitigate the pain—and create opportunities.

• June 2008 

  Managing IT to support rapid growth: An interview with the CIO of NetApp

  To keep pace with a rapidly growing company, CIO Marina Levinson must choose her priorities carefully.

• January 2008 

  Succeeding at open-source innovation: An interview with Mozilla’s Mitchell Baker

  The company’s chairman and former CEO explains the power of the participatory, open-source model of collaboration.

2007

• July 2007 

  Better IT management for banks

  McKinsey research shows that the IT investments of banks are most fruitful when they match technology strategy with business strategy, implement systems in a disciplined way, and balance value creation with increased IT capabilities.

• May 2007 

  Improving operations and IT in Latin America's banks

  To go on growing, these institutions must raise their productivity by streamlining the back office.

• January 2007 

  Integrating diverse IT systems: An interview with the CIO of Credit Suisse

  Tom Sanzone explains how his broad authority within the company helps keep IT aligned with the business strategy.

• January 2007 

  What's on CIO agendas in 2007: A McKinsey Survey

  CIOs are focusing their plans on more flexible architectures and more efficient data centers.

2006

• December 2006 

  Better operating models for financial institutions

  Banks and brokerages frequently can reduce operating costs by adopting one or two performance improvement measures. Bigger rewards await those that can conceptualize a broader redesign.

• September 2006 

  How IT can drive business process reorganization: An interview with the CIO of Volkswagen

  Volkswagen chief information officer, Klaus Hardy Mühleck, has championed the CIO's role as the arbiter of business process and enablement.

• September 2006 

  Managing IT for scale, speed, and innovation

  Companies must govern IT as they govern their businesses: with different rules and metrics for different parts of the organization.

• September 2006 

  Splitting demand from supply in IT

  Dividing IT into demand and supply organizations helps companies realize the full potential of their IT investments.

• August 2006 

  Divide and conquer: Rethinking IT strategy

  Just as a company manages different businesses differently, it should manage the IT that supports them differently.

• May 2006 

  Building a global IT organization: An interview with DPWN's managing director for IT

  Stephen McGuckin explains how the company consolidated its IT operations and developed a unique model for outsourcing and offshoring.

• February 2006 

  CIO spending in 2006

  Chief information officers plan to keep operating costs low to spend more on ERP upgrades, servers, and security.

• January 2006 

  Smart IT spending: Insights from European banks

  Those that get the most value from information technology might be the ones that spend the least on it.

• January 2006 

  When IT's customers are external

  IT organizations can minimize the risks of customer-facing projects by adopting the approach of software product companies.

2005

• August 2005 

  What IT leaders do

  Companies that rely on IT governance systems alone will come up short.

• May 2005 

  Leading a turnaround: An interview with the chairman of D&B

  Allan Loren explains how he delivered double-digit earnings growth during each of the past four years and raised the company's value by more than 300 percent.

2004

• October 2004 

  Taming postmerger IT integration

  Lessons from the IT-heavy banking sector can bring balance to this critical task.

• July 2004 

  How IT spending is changing

  IT customers are buying again, but not as extravagantly as they did during the boom. Tech companies must adapt to ensure their long-term survival.

• July 2004 

  Next-generation CIOs

  To ensure that IT investments have the greatest impact, CIOs must involve business-unit leaders and concentrate on the big picture.

2003

• November 2003 

  Tying the knot: IT systems in a merger

  Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.

• May 2003 

  Recentralizing IT

  Companies can run their IT systems more efficiently by creating new organizational structures in which IT departments and business units share responsibility.

• February 2003 

  Fighting complexity in IT

  To simplify a company’s information systems, look beyond them.

• February 2003 

  French and German trucking: IT for the long haul

  Continued consolidation is needed but won’t be enough—only IT-enabled innovation can help road freight companies enjoy productivity growth rates like those of the late ‘90s.

2002

• December 2002 

  Banking behind the scenes

  World-class banks manage their back-office and IT activities as a portfolio of individual operations, each demanding a unique solution.

• December 2002 

  How to rescue CRM

  Even dysfunctional CRM systems may be well positioned for future success. The trick is to step back and think about your real goals.

• December 2002 

  Who's accountable for IT?

  Business leaders—that’s who.

• June 2002 

  Managing information security

  Protecting proprietary information is becoming ever more important. To do so, many companies are looking beyond technology—and their technology managers.

1998

• February 1998 

  A hard and soft look at IT investments

  It’s getting tougher and tougher to calculate costs and estimate benefits. No methodology can substitute for judgment. A new approach: total value of ownership.

1997

• November 1997 

  Escaping the IT abyss

  Like it or not, you should know the truth about your investment in information technology. It’s also time to face facts about how your organization made these expensive decisions. Then put the business side on the hook to deliver results.

• August 1997 

  Six principles of high-performance IT

  The 1990s have been a time of great advances in information technology. So why are companies struggling with their systems? How a few are getting big payoffs from IT.

1996

• August 1996 

  An open letter to CEOs: How otherwise good managers spend too much on information technology

  The choice is yours: manage information technology, or give away a bundle. The experts’ three “I”s: infallible, inflexible, and very inflatable. You have the knowledge to change this. And the technology trends are in your favor.

1995

• May 1995 

  Is your CIO adding value?

  Whether a company sees its IS department as an asset or a liability is largely down to the CIO’s ability to add value.