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McKinsey Quarterly is the business journal of McKinsey & Company.

 
Managing through uncertainty
  • featured Economic Studies article, How managers should approach fragile economy

    SEPTEMBER 2009

    How managers should approach a fragile economy

    For the immediate future, business leaders will have to master the disciplines of uncertainty.

    Includes: Interactive
  • featured Strategy article, use and abuse scenarios

    NOVEMBER 2009

    The use and abuse of scenarios

    Although it is surprisingly hard to create good ones, they help you ask the right questions and prepare for the unexpected. That is hugely valuable.

  • featured Strategy article, new era strategy conversation Lowell BryanRichard Rumelt

    JUNE 2009

    Setting strategy in the new era: A conversation with Lowell Bryan and Richard Rumelt

    In this final installment of a three-part series, Professor Richard Rumelt and McKinsey’s Lowell Bryan reflect on the strategic opportunities emerging as value shifts within and between economic sectors.

    Includes: Audio
  • featured Strategy article, Rebuilding corporate reputation

    JUNE 2009 Premium

    Rebuilding corporate reputations

    A perfect storm has hit the standing of big business. Companies must step up their reputation-management efforts in response.

  • featured Corporate Finance article, timing strategic moves

    APRIL 2009

    The crisis: Timing strategic moves

    Timing is key as companies weigh whether to make strategic investments now or wait for clear signs of recovery. Scenario analysis can expose the risks of moving too quickly or slowly.

  • featured Strategy article, Leading through uncertainty

    DECEMBER 2008

    Leading through uncertainty

    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.

  • featured Strategy article, Strategy in a  structural break

    DECEMBER 2008

    Strategy in a ‘structural break’

    During hard times, a structural break in the economy is an opportunity in disguise. To survive—and, eventually, to flourish—companies must learn to exploit it.

 
New survey results
How boards can raise the bar
  • featured Governance article, Using the crisis to create better boards

    OCTOBER 2009

    Using the crisis to create better boards

    Boards should view the current crisis as an opportunity to review the way they function. A healthy self-assessment can go a long way toward improving a company’s performance.

Government and the private sector
Power curves
More on Strategy
Interviews
More classic frameworks
  • APRIL 2009

    Enduring Ideas: The industry cost curve

    In this interactive presentation—one in a series of multimedia frameworks—McKinsey director Rob Latoff offers insight into the industry cost curve, a business school classic for understanding pricing. By bringing discipline and a practical set of definitions to bear, this framework can be applied to real-world, competitive markets.

    Includes: Interactive
  • SEPTEMBER 2008

    Enduring Ideas: The GE–McKinsey nine-box matrix

    In this interactive presentation—one in a series of multimedia frameworks—McKinsey alumnus Kevin Coyne describes the GE–McKinsey nine-box matrix, a framework that offers a systematic approach for the multibusiness corporation to prioritize its investments among its business units.

    Includes: Interactive
  • JULY 2008

    Enduring Ideas: The SCP Framework

    In this interactive presentation—one in a series of multimedia frameworks—McKinsey director emeritus John Stuckey comments on SCP, a framework that illustrates the influence of an industry's structure on the conduct and performance of industry players, and the effects of external shocks on all three.

    Includes: Interactive
  • MARCH 2008

    Enduring Ideas: The 7-S Framework

    In this interactive presentation—one in a series of multimedia frameworks—Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.

    Includes: Interactive
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