McKinsey Quarterly is the business journal of McKinsey & Company.
MARCH 2010
The attitudes and behavior of Japanese consumers are shifting dramatically, presenting opportunities and challenges for companies in the world’s second-largest retail market.
FEBRUARY 2010
Very poor people in emerging economies not only have a surprising degree of interest in financial services but also, when possible, use them enthusiastically.
More objects are becoming embedded with sensors and gaining the ability to communicate. The resulting information networks promise to create new business models, improve business processes, and reduce costs and risks.
Carbon markets will continue to play a role in pricing—and limiting—emissions, but the opportunity in developing markets may be less promising than once expected.
By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction.
Top risk forecasters highlight their picks for this year’s economic and political hot spots.
If inflation rises again, companies will have to do more than just match it to keep up—they’ll have to beat it.
JANUARY 2010
Large M&A departments aren’t essential for making successful acquisitions.
Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future.
People in the country’s 60 largest cities spend 70 percent of their leisure time online. Seismic changes in the consumer market are likely as a result.
Marketers have been applying behavioral economics—often unknowingly—for years. A more systematic approach can unlock significant value.
Dozens of readers have already weighed in on this month's hot topic. Read the article and their reactions, then tell us what you think.
With unemployment hovering just below 10 percent, job creation is now priority number one in Washington. But America’s jobs challenge is a marathon, not a sprint.
Policy makers everywhere should focus on the competitiveness of individual sectors.
Senior leaders can play an important role in assembling a lean program by involving the CIO more closely in designing and executing the transformation.
It’s high time for boards to get succession planning right.
Companies whose social investments focus on women in developing economies help not only the recipients but also themselves.
DECEMBER 2009
NOVEMBER 2009
JULY 2009
MAY 2009
It’s not enough for people to intellectually understand that an organization must start moving in a different strategic direction. People need to be motivated. – Chip Heath
In conversation and in excerpts from his recent book, a leading expert on organizational behavior explains why change often stalls and how top executives can use psychology to keep it going.
Cathie Lesjak reflects on the company’s response to the recent global financial crisis—and the long-term effects it will have on performance.
Geng Xiao, director of the Brookings-Tsinghua Center for Public Policy, discusses how divergent growth rates of the Chinese and US economies will erode the hegemony of dollar—but not right away.
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