McKinsey Quarterly is the business journal of McKinsey & Company.
JANUARY 2012
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.
SEPTEMBER 2011
As executives become more senior, they are less likely to receive constructive performance and strategic feedback. They can get it by calling on their junior colleagues.
JULY 2011
Strong multinationals seem less healthy than successful companies that stick closer to home. How can that be?
It takes a mix of leaders and talent to pursue a variety of growth strategies simultaneously. Few executives can do it all.
JUNE 2011
To sustain high performance, organizations must build the capacity to learn and keep changing over time.
Bad strategy abounds, says UCLA management professor Richard Rumelt. Senior executives who can spot it stand a much better chance of creating good strategies.
It’s a hard call made harder by power struggles. CEOs can force a more thoughtful debate by asking three critical questions.
MAY 2011
Companies that address their organizational weaknesses as they implement growth strategies give themselves an advantage.
The highest-performing labs use the best talent-management practices. That’s no coincidence.
The CEO of Manpower argues that the era of the Western expatriate manager is ending. It’s time for a local approach.
APRIL 2011
The ability to retain and promote more women middle managers is a key point of leverage.
Senior managers can apply practical insights from neuroscience to make themselves—and their teams—more creative.
NOVEMBER 2011
When implementing an organization-wide transformation, focus your efforts on the most connected employees to help generate momentum and accelerate impact.
Leaders who are serious about getting more women into senior management need a hard-edged approach to overcome the invisible barriers holding them back.
Executives who won a contest McKinsey cosponsored with Gary Hamel’s Management Innovation eXchange (MIX) and the Harvard Business Review highlight myriad ways Web 2.0 is improving communication among employees at all levels.
MARCH 2011
Pierre Beaudoin explains how a company driven by engineering goals learned to focus on customer expectations, teamwork, and continuous improvement.
A. M. Naik describes how he established a culture of value creation at one of India’s leading companies.
A member of the executive board describes how the Dutch insurance group first transformed its health division and then started to roll out the changes across the entire company.
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