Links on "McKinsey Quarterly"
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
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
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.
McKinsey Quarterly Many of the most needed leadership styles, now and in the future, are those used more frequently by women than by men.
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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.
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.
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.
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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.
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.
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Most people don’t use advanced—and expensive—new features. There may be a better way for companies and consumers alike.