McKinsey Quarterly is the business journal of McKinsey & Company.
JULY 2009
A series of interviews with 14 CEOs and chairmen of major companies sheds light on the foundations of corporate leadership.
OCTOBER 2009
Unilever’s chief executive reflects on lessons learned at three major consumer goods companies, including how to manage people in a global context, the obligations corporations have to society, and why you should never waste a good crisis.
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.
Jacqueline Novogratz, CEO of Acumen Fund, shares lessons in leadership from her work in venture philanthropy.
NOVEMBER 2008
Idris Jala led the state-controlled carrier from the brink of bankruptcy to record-breaking profits. Now he wants it to become what he calls a “five-star value carrier.”
SEPTEMBER 2008
Yongmaan Park discusses the forces that changed the company’s core business and led to South Korea’s largest foreign acquisition.
FEBRUARY 2008
Richard Haass says that businesses have much to learn from government as they compete in an increasingly complex global landscape.
NOVEMBER 2007
The key to effective communication: make it simple, make it concrete, and make it surprising.
MAY 2007
A founding father of public-opinion research explains why shareholder value isn't enough.
FEBRUARY 2007
Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.
MAY 2006
John Hammergren discusses his strategy to revive a wounded company.
The ex-president of Goldman Sachs talks about his experiences as a reformer of board governance in China.
DECEMBER 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
JUNE 2009
There are good reasons to believe that government intervention today will be far less damaging than past experience would indicate.
FEBRUARY 2009
To meet the challenges of the economic crisis, corporate boards must change the way they work.
APRIL 2009
Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act.
The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.
Executives ignore sociopolitical debates at their own peril.
Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. Read why we think they should, and then share your views by commenting on the essay.
NOVEMBER 2009
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.
As the state-owned sector attracts strategic investors, they find themselves befuddled by the role of an almost invisible power: the Communist Party.
FEBRUARY 2006
The pressure keeps growing for companies to tackle a range of governance issues.
AUGUST 2006
As companies turn their attention from compliance to growth and innovation, boards must focus on strategy.
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