McKinsey Quarterly is the business journal of McKinsey & Company.
JANUARY 2012
Focus on the human side of customer service to make it psychologically savvy, economically sound, and easier to scale.
JANUARY 2011
Getting there means ditching today’s monolithic model in favor of splintered supply chains that dismantle complexity, and using manufacturing networks to hedge uncertainty.
Building bridges between senior managers is a critical step in constructing tomorrow’s global supply chain.
SEPTEMBER 2010
China’s growth depends less on exports than conventional wisdom suggests.
AUGUST 2010
Disparities between financial and factory-level productivity measures exist at many manufacturing facilities. Better alignment can improve efficiency, pricing, and product strategies.
JULY 2010
As service operations use IT to become more efficient across all processes and workflows, they will need to align their work practices with the strengths of automation.
Many IT service providers are locating some operations in second-tier cities of their home markets.
MAY 2010
Successes in cost cutting erode with time. Here’s how to make them last.
APRIL 2010
Supposedly low-value calls may convey important information. Mining their content can help companies diagnose problems and make lasting business improvements.
FEBRUARY 2010
By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction.
NOVEMBER 2011
It’s possible, though far from certain, that oil prices will spike in the years ahead. Here’s why—and how you can prepare.
APRIL 2011
The diversity and dynamism of China, India, and Brazil defy any one-size-fits-all approach. But by targeting city clusters within them, companies can seize growth opportunities.
DECEMBER 2010
Insurers that outsource the IT and administration of policies underwritten years ago can improve customer satisfaction, lower costs, and even reduce capital requirements.
NOVEMBER 2010
JANUARY 2010
It’s really very simple. People want to do well. People want approval. When they feel they are doing something extraordinary, their motivation increases. – Filippo Passerini
JULY 2008
Filippo Passerini is bringing the back office into the boardroom.
MAY 2008
The chief purchasing officer of Lenovo explains how he helped to create the operational basis for its continuing evolution from a Chinese powerhouse into a global one.
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