McKinsey Quarterly is the business journal of McKinsey & Company.
November 2009
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.
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
Public-relations expert Richard Edelman explores the new landscape of corporate reputation and trust.
The portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment.
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 Council on Foreign Relations’ president discusses new ties between government and business.
June 2009
A perfect storm has hit the standing of big business. Companies must step up their reputation-management efforts in response.
February 2009
To anticipate the moves of your rivals, you must understand how their strategists and decision makers think.
January 2009
Different sectors enter and emerge from downturns at different times. A look at past recessions suggests how some industries may fare.
December 2008
A new regulatory environment for greenhouse gas emissions could hold good news for banks.
As concern over global problems mounts, executives and regulators have everything to gain from building relationships based on trust, and developing solutions that benefit a wide range of stakeholders.
September 2008
Looking to slash your IT investments? Consider the possibility that targeted ones might generate savings and revenues exceeding what you could save through cost cutting.
Businesses are beginning to embrace the economics of carbon reduction. Here's how.
May 2008
Chief strategy officers from several high-profile companies discuss the complexities and challenges of the role.
April 2008
Huge value is at stake. The winners will be companies that reposition themselves to seize the opportunities of a low-carbon future.
Although they draw together widely dispersed information, prediction markets face organizational and legal challenges.
March 2008
Executives should examine the impact of trends on subindustries, segments, categories, and micromarkets before placing their bets.
November 2007
When companies globalize, executives must anticipate the reaction at home. Norsk Hydro President and CEO Eivind Reiten explains why.
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
Business leaders are now more inclined to incorporate society’s expectations into their core strategies but face many challenges when they do.
August 2007
It can be a frustrating exercise, but there are ways to increase its value.
June 2007
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
A fine-grained approach to growth is essential for making the right choices about where to compete.
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.
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
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.
Ian Davis, McKinsey’s managing director, explains why building social issues into corporate strategy is a key challenge for business leaders.
February 2007
Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.
Most measurements of performance are geared to the needs of 20th-century manufacturing companies. Times have changed. Metrics must change as well.
January 2007
US business executives say they should play a much greater role in shaping debate about sociopolitical issues and leading efforts to effect change.
November 2006
The CEO of JP Morgan Chase discusses postmerger integration, risk, and leadership.
October 2006
Dr. Hans-Joachim Körber, former CEO of METRO Group, discusses the importance of gaining public trust at a time when big businesses are under increased scrutiny.
August 2006
Will your business catch them before they catch it?
May 2006
To address business and sociopolitical issues, CEOs will have to draw on a different set of skills.
Executives ignore sociopolitical debates at their own peril.
April 2006
Executives report an accelerating pace of change in an increasingly competitive business environment, driven by knowledge and information trends and the forces of globalization.
February 2006
As products evolve into commodities, services become more important. But companies that play this new game must understand its rules.
January 2006
Macroeconomic factors, environmental and social issues, and business and industry developments will all profoundly shape the corporate landscape in the coming years.
Executives say they face a host of worries about society's expectations of their companies, which can—and must—do better.
November 2005
Companies have everything to gain from linking them.
Ratan Tata explains how the company is expanding abroad while cultivating an emerging mass market at home.
September 2005
Business and government should be partners, not rivals—let alone enemies.
February 2005
The forces of globalization, technology, and economic liberalization are combining to make life harder than ever for established companies.
Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization.
November 2002
Companies that address the social concerns surrounding contentious markets may well find the effort rewarding.
February 2002
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.
Despite the difficulties, there is money to be made running routine operations for other companies.
May 2001
A few simple ideas make it possible to construct powerful strategies for even the most complex deals.
February 2001
Knowledge is now the lifeblood of all companies. Don’t confuse it with information.
June 2000
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.
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.
August 1999
Large corporations often finance their fledgling businesses too generously. They should take a hint from venture capitalists.
May 1999
Being an insider in your local market is no longer enough. Do you have the skills to specialize or the market cap to acquire?
February 1999
The best strategy for any company is a strategy it can implement. The experience of two industries—energy and pharmaceuticals—illustrates a new way to assess the fit between corporate strategy and corporate strengths.
May 1998
Maybe, but first they need to understand what makes the model work. Four good reasons to try…pick only one.
November 1996
In this part of the world, relationships are the art of strategy. Can Westerners join the “investment club”?
May 1996
First, look to customer satisfaction rather than competitors’ costs. Develop new processes as you do products, by testing market response. The reengineering trap.
February 1994
The “Western” methods of maverick Japanese companies now succeed where traditional “insider” methods fail.
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