McKinsey Quarterly is the business journal of McKinsey & Company.
October 2009
Boards should view the current crisis as an opportunity to review the way they function. A healthy self-assessment can go a long way toward improving a company’s performance.
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.
December 2008
Few directors have served on the boards of both private and public companies. Those who have give their views here about which model works best.
March 2008
Corporate directors want to spend more time developing forward-looking strategies that help maximize shareholder value. Boards that are already highly influential in creating corporate value work differently.
June 2007
Corporate directors want more information about their companies and industries, and they say that investments by private-equity firms improve governance.
May 2007
A founding father of public-opinion research explains why shareholder value isn't enough.
February 2007
As the state-owned sector attracts strategic investors, they find themselves befuddled by the role of an almost invisible power: the Communist Party.
The ex-president of Goldman Sachs talks about his experiences as a reformer of board governance in China.
September 2006
Executives say their companies could be a lot more effective at developing a strategy and implementing strategic plans, and they suggest some areas for improvement.
August 2006
As companies turn their attention from compliance to growth and innovation, boards must focus on strategy.
May 2006
John Hammergren discusses his strategy to revive a wounded company.
March 2006
Corporate board members are more actively involved than they have been, and they are often—but not always—knowledgeable.
February 2006
The pressure keeps growing for companies to tackle a range of governance issues.
March 2005
Better oversight isn't just for wholly owned businesses.
A McKinsey survey of directors shows that they’re tired of playing defense.
November 2004
Many companies that thought they knew how to split them stumbled along the way. Five steps can make the process smoother and more successful.
They are less serious than many people think.
It takes two, says Jack Creighton, a veteran of many top executive jobs.
May 2004
Directors and investors are demanding reform. Companies had better prepare for it.
Fund managers should be good owners, not just traders, believes the head of Europe’s leading shareholder-activist fund.
Corporate governance in Asia has improved, but implanting new forms of behavior will take time.
The ability to explain corporate decisions is now the very essence of management.
Corporations aren’t alone in focusing on governance; rigorous oversight of management and performance is increasingly important for nonprofits too.
A survey of directors and institutional investors shows that board governance still has a long way to go.
Corporate-governance codes are definitely effective—within limits.
November 2003
Very few large family-owned enterprises thrive beyond the third generation. Those that do find ways to run themselves professionally while making the family happy.
It’s good to take risks—if you manage them well.
November 2002
Investors are angry. Directors can run but they can’t hide.
Weak boards have allowed unscrupulous executives to enrich themselves at the expense of employees, shareholders, and communities. Strong boards are the answer.
A McKinsey survey of corporate directors.
August 2002
The success of the companies listed on Italy’s STAR exchange shows the value of high corporate-governance standards.
In emerging as in developed markets, companies that adopt strict corporate-governance practices are being rewarded by institutional investors.
Thai companies can raise their market valuations by improving their performance on four dimensions of corporate governance.
May 2002
For many industrialists in Brazil, the choice between full control and maximized value is a hard one.
December 2001
Family-owned businesses in Latin America need stronger governance structures to survive and thrive in an era of globalization.
Advocates of more effective corporate governance have been focusing on corporate reform at the expense of institutional reform. Now is the time to change tactics.
December 2000
In just over a year, the once novel concept of board governance has become entrenched in the banking system of South Korea. Its experience offers lessons for other Asian countries still struggling to recover their economic credibility.
Investors say they would pay more for the shares of well-governed companies. It is hard to measure the market impact of these hypothetical premiums, but there is little doubt that good governance does make a difference.
August 1999
To do the job properly, corporate boards will have to become more diverse, more involved, and more financially rewarding to their members.
August 1997
CEOs who resist pressure for strong governance risk having institutional investors or regulatory bureaucrats tell them what kind of board they should have.
November 1996
According to a survey conducted by McKinsey in conjunction with Institutional Investor, Inc., good governance practice really does make a difference—a difference that many investors are willing to pay for.
May 1995
Don’t start something you can’t finish. Peer review? Most of your directors’ time is spent in the air.
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