McKinsey Quarterly is the business journal of McKinsey & Company.
MARCH 2010
Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.
DECEMBER 2009
A new model, rejecting solutions optimal only for a single precisely defined future, generates answers representing the best compromise between risks and opportunities in all likely futures.
For many companies, water efficiency is a long-term requirement for staying in business, a big commercial opportunity, or both.
Three distinct types of agility—strategic, portfolio, and operational—help companies compete. Each of them has its own sources and dangers.
For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.
NOVEMBER 2009
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.
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.
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.
SEPTEMBER 2009
For the immediate future, business leaders will have to master the disciplines of uncertainty.
JUNE 2009
A perfect storm has hit the standing of big business. Companies must step up their reputation-management efforts in response.
APRIL 2009
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.
FEBRUARY 2009
It doesn’t matter where scientific discoveries and breakthrough technologies originate—for national prosperity, the important thing is who commercializes them. The United States is not behind in that race.
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
DECEMBER 2008
SEPTEMBER 2008
JANUARY 2010
New applications of open-innovation principles allow progressive companies to enhance not only their products but also their core internal business processes.
The keys to long-term success are professional management and keeping the family committed to and capable of carrying on as the owner.
Companies can’t predict the future, but they can build organizations that will survive and flourish under just about any possible future.
JANUARY 2009
Escalating value at risk from government regulation clearly has a place on the agendas of most CEOs.
FEBRUARY 2010
Top risk forecasters highlight their picks for this year’s economic and political hot spots.
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JULY 2008
MARCH 2008
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