McKinsey Quarterly is the business journal of McKinsey & Company.
JANUARY 2010
The CEO of the social-justice organization Sojourners discusses the imperative for rethinking values in the wake of the economic downturn.
DECEMBER 2009
For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.
OCTOBER 2008
When business leaders assess how societal issues will affect shareholder value, many see operational opportunities where they once saw risks. But executives have yet to fathom the extent to which the public expects companies to address major global problems.
FEBRUARY 2008
Consumers’ growing expectations of companies make corporate philanthropy more important than ever. But many respondents to this survey say their companies aren’t meeting social goals or stakeholder expectations very effectively. Companies that are doing well are taking a more strategic approach.
Patients judge us in the same way they would judge a restaurant or a hotel: on the experience they have here. That experience has a physical, clinical, and emotional component. – Toby Cosgrove
MARCH 2008
Delos "Toby" Cosgrove discusses innovation in health care—including a key role for top executives to play in reducing the nation’s health care burden.
MARCH 2009
Jacqueline Novogratz discusses the challenges that divide and unite today’s philanthropic community.
AUGUST 2006
Klaus M. Leisinger discusses one company's contribution to the global fight against poverty and disease.
NOVEMBER 2007
Addressing Africa’s health workforce crisis is a formidable task. Yet McKinsey’s experience in the region suggests ways to make headway.
DECEMBER 2006
By correcting some flaws, global health partnerships can save even more lives in desperately poor countries.
SEPTEMBER 2006
When the Atlantic Philanthropies decided to spend its entire endowment by 2020, it faced huge challenges—which it has so far managed successfully, providing an example for institutions contemplating transformative change.
Corporations, the Chinese government, and nonprofits themselves all have important roles to play.
FEBRUARY 2006
Indonesia and Sri Lanka faced the monumental task of rebuilding once their immediate needs were met. Their experience could help other countries respond to disasters.
DECEMBER 2004
Business plan competitions are a powerful way to help nonprofits turn ideas into sustainable commercial ventures.
MAY 2004
The federation structure remains a viable model for nonprofit organizations—if managements transform themselves and affiliates collaborate more closely.
JULY 2009
Prizes used to spark innovation are on the rise. Philanthropists—as well as players in the public and private sectors—must understand how to use them in the most effective way.
AUGUST 2008
Mapping the way decision makers interact could hasten the introduction of vaccines.
In Nigeria, Kenya, and elsewhere, the private sector already serves more than 40 percent of the people in the lowest economic quintile. With the right investments, it could do even more.
NOVEMBER 2004
The UN Global Compact has become a major force promoting corporate social responsibility, but not enough US companies are participating.
FEBRUARY 2004
A portfolio of investments in socially responsible companies can generate returns similar to those of the S&P 500.
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