McKinsey Quarterly is the business journal of McKinsey & Company.
October 2009
Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.
May 2009
Ian Bremmer discusses how businesses can limit risk exposure to political shocks.
December 2008
Although even the highest levels of uncertainty don’t prevent businesses from analyzing predicaments rationally, says author Hugh Courtney, the financial crisis has shown us the limits of our tools—and minds.
The range of possible futures confronting business is great. Companies that nurture flexibility, awareness, and resiliency are more likely to survive the crisis, and even to prosper.
November 2007
How companies such as Google and Best Buy gather the collected wisdom of customers and employees to better predict future events.
October 2006
Executives believe they face growing risk from disruptions to their supply chains—yet many are unprepared to manage those risks.
December 2005
The oil and gas industry has a history of overinvesting at the top of a cycle. This time it should break the habit.
May 2005
As the quickening pace of globalization creates both new markets and new competitors, hopes contend with fears.
December 2004
For capital-intensive businesses, the variables in portfolio decisions can seem overwhelming. Streamlining can help.
August 2004
Massive investment is needed to avert power shortages. That calls for a sound national strategy.
March 2004
Value-based management programs focus too much on measurement and too little on the management activities that create shareholder value.
February 2004
The time has come for insurance companies to reconsider their approach to risk and reward.
January 2004
Whether leading or supporting the effort, the CFO often ends up at the center of risk management.
December 2003
Are emerging markets riskier than developed ones? Not if you take a portfolio perspective on corporate investments.
November 2003
It’s good to take risks—if you manage them well.
January 2003
Off-the-shelf tools from other sectors won’t work. What will?
June 2000
The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.
August 1998
Most applications of option theory have been oversimplifled. What happens when options generate more options as well as cashflows? Here is a second-year course on compound options.
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