McKinsey Quarterly is the business journal of McKinsey & Company.
FEBRUARY 2012
Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. Here’s how.
APRIL 2012
As consumers increasingly interact digitally with companies, competitive advantage lies in understanding the range and complexity of those touch points.
Few boards look at how the CEO’s total wealth invested in the company changes as stock prices fluctuate. They could—and they should.
DECEMBER 2011
Few companies are clear about how investing in social initiatives will change stakeholder behavior or the harm a bad strategy can cause.
JANUARY 2012
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.
OCTOBER 2011
Digitization is creating a second economy that’s vast, automatic, and invisible—thereby bringing the biggest change since the Industrial Revolution.
SEPTEMBER 2011
As executives become more senior, they are less likely to receive constructive performance and strategic feedback. They can get it by calling on their junior colleagues.
JUNE 2011
It’s a hard call made harder by power struggles. CEOs can force a more thoughtful debate by asking three critical questions.
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.
MARCH 2011
Most attempts at brainstorming are doomed. To generate better ideas—and boost the odds that your organization will act on them—start by asking better questions.
FEBRUARY 2011
Knowledge workers’ information needs vary. The key to better productivity is applying technology more precisely.
OCTOBER 2010
Management thinker Stan Slap argues that the best leaders inspire their teams by bringing their values to work.
AUGUST 2010
Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.
NOVEMBER 2011
In an excerpt from his new book, Thinking, Fast and Slow, the Nobel laureate recalls how an inwardly focused forecasting approach once led him astray, and why an external perspective can help executives do better.
Learn how to harness the power of social media in this case study excerpted from The Dragonfly Effect, by Jennifer Aaker and Andy Smith. Then hear more from the authors in a conversation with McKinsey’s Dan Singer.
OCTOBER 2009
Stephen Roach explains how the next two decades will bring dramatic changes to the region.
JULY 2009
Protecting the natural environment isn’t the whole story: companies must consider their social, economic, and cultural impact as well.
MAY 2009
Ian Bremmer discusses how businesses can limit risk exposure to political shocks.
MARCH 2009
Acumen Fund founder and CEO Jacqueline Novogratz shares stories of social-sector entrepreneurship in an excerpt from her new book, The Blue Sweater. A video interview with the author takes you behind the book.
JUNE 2010
The continent is now growing much more rapidly than the OECD nations. It may well be on the cusp of a reversal of fortunes.
In the aftermath of the global crisis, Africa no longer seems uniquely risky. The opportunities are huge.
A democratic, prosperous, and peaceful Africa is now within sight.
The region has already made big strides below the radar. It now stands to become the developing world’s next great success story.
Japan is losing the economic game. Why can’t the country learn from its mistakes?
It may be too late for Japan to score in the US market for computer games. The next big opportunity is China.
The sport embodies the soul of Japan. Yet the number of Japanese recruits dwindles, and international talent is filling the gap. Why?
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