McKinsey Quarterly is the business journal of McKinsey & Company.
SEPTEMBER 2009
In today’s tough and fast-changing environment, CEOs must help their top leaders to work through fear and denial and to learn new rules.
OCTOBER 2009
Executives have markedly changed their leadership styles in the past year—but not their views on which ones will help companies most in the long term. Many of the most needed leadership styles, now and in the future, are those used more frequently by women than by men.
AUGUST 2009
Most executives are coping relatively well with the demands and effects of the economic crisis, but people problems loom on the horizon.
JULY 2009
A series of interviews with 14 CEOs and chairmen of major companies sheds light on the foundations of corporate leadership.
MAY 2009
Management expert Robert Sutton shares lessons on handling layoffs and teams in crisis.
FEBRUARY 2009
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
SEPTEMBER 2008
A new approach to leadership can help women become more self-confident and effective business leaders.
Health care systems that are serious about transforming themselves must harness the energies of their clinicians as organizational leaders.
Most companies treat benefits as a cost of doing business. They should see them instead as a competitive weapon.
DECEMBER 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
NOVEMBER 2007
Transforming an organization requires clearly articulated aspirations, as well as the ability to generate energy and new ideas.
Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.
A carefully constructed change agent program is essential to any successful operational transformation.
MAY 2007
Redesigning an organization to take advantage of today’s sources of wealth creation isn’t easy, but there can be no better use of a CEO’s time.
Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.
Instead of administrative work and meetings, they should focus on coaching their employees and on constantly improving quality.
Employees’ own assessments of their learning needs can lead to more effective training programs.
Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. Read why we think they should, and then share your views by commenting on the essay.
NOVEMBER 2009
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.
MARCH 2009
Jacqueline Novogratz, CEO of Acumen Fund, shares lessons in leadership from her work in venture philanthropy.
AUGUST 2008
In a series of vignettes, professional women highlight traits that have made them successful.
MAY 2008
Gary Hamel and The Management Lab explore improving performance by rethinking organizational structure.
If organizational transformations are to succeed, change can’t be thought of as a single, standardized process.
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Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits.
FEBRUARY 2008
The merger of two large, complementary companies presented an unusual challenge: sustaining growth as well as focusing on integration and cost savings.
JANUARY 2007
The head of Sandvik Materials Technology describes the challenges of getting more than 8,000 employees on board for a full transformation.
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