McKinsey Quarterly is the business journal of McKinsey & Company.
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- Founded:
- 1964
Top Articles
Top articles from the Quarterly for the third quarter of 2009 (July-Sept)
- Leadership lessons for hard times
- Managing beyond Web 2.0
- How companies are benefiting from Web 2.0: McKinsey Global Survey Results
- The crisis--one year on: McKinsey Global Economic Conditions Survey results, September 2009
- Strategic planning: Three tips for 2009
- Leaders in the crisis: McKinsey Global Survey Results
- Squeezing more ideas from product teardowns
- Unlocking the potential of frontline managers
- Evaluating the potential of solar technologies
- State capitalism and the crisis
McKinsey Quarterly To maximize value for shareholders, a company’s board and management team must be clear—and current—about how they do or could add value to each business in their portfolio. At the very least, they must understand what makes them the best owner of what kinds of businesses and be prepared to act accordingly.
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As companies rethink their portfolios for the post-crisis world, they should ask themselves if they are still the best owners of their assets.
McKinsey Quarterly
Web 2.0 technologies are changing the way companies do business. But can these tools help them achieve their goals?
For a full transcript, please visit:
http://www.mckinseyquarterly.com/links/3
McKinsey Quarterly To better understand the challenges to ethanol use in the United States, this interactive highlights the problems prevalent in US midstream ethanol distribution and examines some of the difficulties presented in its shipping and blending.
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The US biofuels industry must address midstream ethanol distribution bottlenecks if it hopes to deliver next-generation ethanol in a cost-effective manner.
McKinsey Quarterly Global carmakers should focus on the way individual consumers actually use their vehicles. Matching a car’s energy storage requirements to a consumer’s particular needs will give consumers a better value for their money, and help carmakers to better define a future market for electric vehicles.
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Many carmakers design electric vehicles intended to satisfy the needs of almost all customers. Instead, they should embrace a radical new form of market segmentation.
McKinsey Quarterly Scenarios enable the strategist to steer a course between the falsecertainty of a single forecast and the confused paralysis that often strike in troubled times. When well executed, scenarios boast a rangeof advantages—but they can also set traps for the unwary.
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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.
Efforts to reduce sales costs might seem inevitable during tough economic times...
McKinsey Quarterly Novelist and political writer Mark Helprin argues for strengthening copyright protection in his recent book, Digital Barbarism: A Writer's Manifesto. In an audio interview, he ontends that diluting the individual voice will weaken intellectual and artistic output.
whatmatters.mckinseydigital.com
McKinsey Quarterly For the first time in a year, a majority of respondents—51 percent—say economic conditions in their countries are better now than they were in September 2008. However, a majority of executives around the world share the prevailing skepticism that low consumer demand is a worrisome threat to growth.
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Executives’ optimism about the economy continues to climb, especially in emerging markets and in developed economies in Asia. Executives are a little less sure about their companies’ prospects and say low consumer demand is the biggest barrier to growth.
McKinsey Quarterly For executives who run major IT organizations, the implications of the current downturn are clear: they will have to make the IT function dramatically more productive, use IT more effectively to meet larger company goals, and embrace disruptive technologies that will shape the new economic terrain.
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In the ‘new normal,’ successful CIOs will search for value through experimentation with customers and partners.
McKinsey Quarterly McKinsey Quarterly, 2009 Number 4: Competing for Asia's consumers
McKinsey Quarterly
Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. We think they should.
Read the essay, then share your thoughts by commenting below.
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The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.
McKinsey Quarterly When correctly planned and executed, a truly integrated multichannel strategy will help a retailer maximize its share of a customer’s wallet over time, and emerge from the current recession stronger and more rapidly than its peers.
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In a year of doom and gloom for retailers, the continued emergence of online sales has been a bright spot. Why then do so few companies get true multichannel retailing right?
McKinsey Quarterly
Today, Wal-Mart operates 260 outlets in China and employs more than 90,000 associates. And as China CEO Ed Chan explains in this video interview, Wal-Mart sees enormous potential for further growth in the region.
To read the full transcript, visit: http://www.mckinseyquarterly.com/links/3
McKinsey Quarterly
Read what they have to say and then let us know what’s working in your
organization.
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Cutting costs equally across company units may seem fair, but it doesn't make strategic sense. The authors of this article argue that targeting cuts can leave room to build capabilities, too.
