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McKinsey Quarterly is the business journal of McKinsey & Company.

featured Strategy, Strategy in Practice article, Tackling sociopolitical issues hard times

November 2009 

Tackling sociopolitical issues in hard times: McKinsey Global Survey results

The financial crisis has increased the public’s expectations of business’s role in society. Most companies have maintained or increased their efforts to address sociopolitical issues, and many have already derived better-than-expected benefits from doing so.

Recent Thinking
  • featured Strategy, Strategy in Practice 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, Strategy in Practice article, Building private-sector diplomacy

    October 2009 

    Building private-sector diplomacy

    Public-relations expert Richard Edelman explores the new landscape of corporate reputation and trust.

    Includes: Video
  • featured Strategy, Strategy in Practice article, Enduring ideas: Portfolio of initiatives

    October 2009 

    Enduring Ideas: Portfolio of initiatives

    The portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment.

    Includes: Interactive
  • featured Strategy, Strategy in Practice article, Risk Seeing around the corners

    October 2009 

    Risk: Seeing around the corners

    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.

The Archive

2009

2008

2007

  • November 2007 

    Act global, think local

    When companies globalize, executives must anticipate the reaction at home. Norsk Hydro President and CEO Eivind Reiten explains why.

    Includes: Video
  • November 2007 

    Assessing the impact of societal issues: A McKinsey Global Survey

    Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.

  • October 2007 

    CEOs on strategy and social issues

    Business leaders are now more inclined to incorporate society’s expectations into their core strategies but face many challenges when they do.

  • August 2007 

    How to improve strategic planning

    It can be a frustrating exercise, but there are ways to increase its value.

    Includes: Audio
  • June 2007 

    How companies spend their money: A McKinsey Global Survey

    Companies strive for effective resource allocation, but despite the involvement of senior executives and the best of intentions the end results are often decidedly mixed.

  • May 2007 

    The granularity of growth

    A fine-grained approach to growth is essential for making the right choices about where to compete.

    Includes: Audio
  • May 2007 

    The trust gap between consumers and corporations

    Sixty-eight percent of executives say that large corporations make a generally or somewhat positive contribution to the public good. Yet only 48 percent of consumers agree.

  • May 2007 

    What consumers expect from companies

    Companies must gain a better understanding of consumer perceptions and expectations about corporate social responsibility if they are to win the public's trust.

  • April 2007 

    Preparing for the next downturn

    In a buoyant economy, the next recession seems far off. But managers who prepare during good times can improve their companies' chances to endure—or thrive in—the eventual downturn.

    Includes: Audio
  • April 2007 

    What society expects from business

    Ian Davis, McKinsey’s managing director, explains why building social issues into corporate strategy is a key challenge for business leaders.

    Includes: Video
  • February 2007 

    The halo effect, and other managerial delusions

    Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.

  • February 2007 

    The new metrics of corporate performance: Profit per employee

    Most measurements of performance are geared to the needs of 20th-century manufacturing companies. Times have changed. Metrics must change as well.

  • January 2007 

    CEOs as public leaders: A McKinsey Survey

    US business executives say they should play a much greater role in shaping debate about sociopolitical issues and leading efforts to effect change.

2006

2005

2002

  • November 2002 

    Controversy Incorporated

    Companies that address the social concerns surrounding contentious markets may well find the effort rewarding.

  • February 2002 

    Learning from high-tech deals

    M&A deals are more likely to destroy value than to create it. But when they are executed strategically and often, as part of the routine of running a business, the odds favor success.

  • February 2002 

    The other side of outsourcing

    Despite the difficulties, there is money to be made running routine operations for other companies.

2001

2000

  • June 2000 

    Patching: Restitching business portfolios in dynamic markets

    In a world of shifting and dynamic markets, managers must be able to capture opportunities faster than their competition does. Those who patch well can create multibusiness companies that outperform even the most efficient capital markets.

  • June 2000 

    The microeconomics of industry supply

    Understanding your industry's cost structure can give you a powerful competitive advantage. And if you happen to be in a manufacturing business, it can dramatically improve your capacity and production decisions.

1999

1998

1996

1994

  • February 1994 

    Lessons of the Japanese mavericks

    The “Western” methods of maverick Japanese companies now succeed where traditional “insider” methods fail.

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