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
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.
Source: www.mckinseyquarterly.com
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.
Source: www.mckinseyquarterly.com
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.
Source: www.mckinseyquarterly.com
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.
McKinsey Quarterly Many of the most needed leadership styles, now and in the future, are those used more frequently by women than by men.
Source: www.mckinseyquarterly.com
Executives have markedly changed their leadership styles in the past year—but not their views on which ones will help companies most in the long term.
McKinsey Quarterly An interactive exhibit examines 12 types of collaboration efforts in the workplace and the tools required for these interactions to flourish.
Source: whatmatters.mckinseydigital.com
McKinsey authors James Manyika, Kara Sprague, and Lareina Yee explain how technology can improve collaboration among knowledge workers and make them more productive.
McKinsey Quarterly Scott Griffith, CEO of Zipcar, describes the relationship between technology and his company’s innovative business model.
Source: whatmatters.mckinseydigital.com
Technologies such as high-speed Internet, mobile broadband and GPS are enabling new ways of providing value to customers.
McKinsey Quarterly Integrating sales forces ranks among the hardest parts of a merger to execute, but savvy companies embrace the opportunity to build a new sales organization that is more than the sum of its parts.
Source: www.mckinseyquarterly.com
Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.
China's economy grew at 8.9 percent in the third quarter, underscoring its resilience and the effectiveness of government stimulus efforts. The government also said retail sales grew, indicating that efforts to encourage consumer spending may be taking root...
McKinsey Quarterly Despite falling component costs, intense competition can restrain price increases, and rapid obsolescence often makes it necessary to discount all but the very newest products. The result? An industry-wide average profit margin in the low single digits at best and negative at worst.
Source: www.mckinseyquarterly.com
Most people don’t use advanced—and expensive—new features. There may be a better way for companies and consumers alike.
Jacques Bughin, the author of “What shape will the wireless Web take?” responds to your comments.In the recent conversation starter, “What shape will the wireless Web take,” I raised six questions regarding the future of the wireless Web. While ...
McKinsey Quarterly Today, boards are probably underreacting to the stresses—and opportunities—of economic turmoil. Boards need to work harder to assess their performance thoroughly and honestly, and to figure out what they must change and how urgently they must change it.
Source: www.mckinseyquarterly.com
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.
