McKinsey Quarterly is the business journal of McKinsey & Company.
JUNE 2009
Current bank oversight failed to prevent the financial crisis. Let’s not prescribe more of the same.
Two different kinds of accounting—fair value and hold to maturity—have created two different kinds of crises. One is almost over. The other is only beginning.
FEBRUARY 2009
Here’s a plan that could solve the toxic-asset pricing problem voluntarily—without requiring Uncle Sam to nationalize the whole industry—and make (pretty much) everyone a winner.
APRIL 2009
These funds face a credit-constrained world; they must adapt to thrive.
SEPTEMBER 2009
Managers in many back-office processing environments can make them more flexible and remove waste by organizing transactions or activities according to their variability.
AUGUST 2009
Instead of administrative work and meetings, they should focus on coaching their employees and on constantly improving quality.
AUGUST 2008
Even steps that require customization and expert judgement can be streamlined effectively.
With strategic options dwindling, banks that improve their core methods and practices stand the best chance of weathering the storm.
JULY 2009
Although the economic slowdown has indirectly affected the region’s banks, they will probably remain profitable and well capitalized.
DECEMBER 2008
The region has been hit hard but can help the world recover. Meanwhile, the global crisis is likely to spur further integration among Asian markets.
JUNE 2008
Chinese financial institutions are flush with money at an opportune moment. They should resist the urge to build empires and instead focus on advancing their skills and global experience.
MARCH 2008
This small but lively banking market encompasses the region’s largest generation gap in attitudes toward banking.
FEBRUARY 2008
Opportunities to invest in public infrastructure will increase during the next few years, but so will competition for deals.
NOVEMBER 2007
Collections departments should use advanced approaches for each segment of debtors.
AUGUST 2007
Banks have spent huge sums refurbishing their branches, often without a clear payback. They should devote more effort to managing customer visits.
Although their paths are diverging, all will remain powerful forces in the global economy.
Banks and exchanges are presented with an opportunity sooner than they expected. How should they react?
After two decades of unsustainably high spending, US consumers are suddenly behaving pretty much as they have in the past.
MAY 2009
The economic crisis has left US consumers anxious and less prepared than ever for retirement, yet few are changing course.
As consumers face more choice, complexity, and financial exposure for their health care in an increasingly uncertain world, what they are really seeking is peace of mind.
NOVEMBER 2008
At present, most health care payers convert less than 10 percent of the customers who move to a new product class. There’s substantial room for improvement.
Consumers are confused, concerned, and uncertain about their health insurance and financing needs. Companies should listen to them.
MARCH 2007
More and more, payers are dealing with individual consumers, not companies. They will have to change their products, their mind-sets, and their competencies.
Om Prakash Bhatt discusses the transformation of one of India’s oldest banks and reveals how he managed to bring the company’s 200,000 employees on board.
MARCH 2009
Jiang Jianqing discusses the need for balance within an effective governance model and the ways the financial-services industry will change in China in the wake of the global economic crisis.
The author of The Black Swan explains why the rarity and unpredictability of certain events does not make them unimportant.
JULY 2007
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.
Information technology is so crucial for the success of India’s top private bank that K. V. Kamath says he oversees it himself.
Treasuries in the developed world have a philosophy very different from the one guiding their counterparts in developing markets, but the two models may be converging.
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