The McKinsey Quarterly

McKinsey Quarterly is the business journal of McKinsey & Company.

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Big Ideas

	Business in Society Climate Change Emerging Markets Growth & Innovation Managing in the New Normal Productivity Talent Women & Leadership

Multimedia

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Voices

	By Invitation Interviews Surveys

January 2010

Businesses with the best product-development track records stand apart from their less-successful peers in three crucial ways.

July 2009

Squeezing more ideas from product teardowns

Some companies are using product teardowns to dismantle silo culture in product development.

Includes:
April 2009

R&D in the downturn: McKinsey Global Survey Results

Despite the economic downturn, many companies are reluctant to cut R&D activities, viewing them as a source of competitive advantage. Companies that gain the greatest benefit from R&D are actually expanding their programs.
February 2009

Upgrading R&D in a downturn

Cutting research costs across the board in a recession isn’t smart. Companies should use R&D as an opportunity to make themselves more competitive.
November 2008

Lessons from innovation’s front lines: An interview with IDEO’s CEO

Tim Brown, whose company specializes in innovation, distills the lessons of his career.

June 2008

The next step in open innovation

The creation of knowledge, products, and services by online communities of companies and consumers is still in its earliest stages. Who knows where it will lead?
May 2008

Daniel Kahneman on behavioral economics

In an interview, the Nobel Laureate says organizations should think of decisions like any other product, and apply quality controls.

Includes:

June 2005

Reducing waste in the auto industry

Carmakers and parts suppliers can capture huge savings, but only by working together more closely.

August 2003

A product is born

It’s time for product development to enter the information age.
August 2003

The future of product development

By focusing on better information management rather than processes, companies can dramatically boost their product-development performance.
August 2003

The IT factor in mobile services

Mobile-telecom companies must redraw their IT architecture if they hope to market new services quickly and cheaply.

June 2000

Delivering value to customers

In many cases the customer—not the competition—is the key to a company's prospects.

May 1997

Packaged goods: It’s time to focus on product development

The best performers organize around four separate development missions. New products and line extensions require different processes and different performance metrics. A common mistake: not setting priorities across product groups.

November 1995

Going slow to go fast

Want to get new products to the market fast? Don’t troubleshoot. A common mistake: setting aggressive commercialization targets. Development is not a process. It’s a system with subtle feedback loops. The lure and danger of “best practice.”
May 1995

Increasing the value of product development

Companies can improve the way they develop and commercialize new products and processes with the help of a new diagnostic tool that enables senior management to link value drivers with the creation of shareholder value.