1160 Posts found for Source: McKinsey Quarterly

Yes, but not for the reasons you might think.

Content: Article | Authors: André Annema, Marc H. Goedhart, William C. Fallon | Source: McKinsey Quarterly | Subject: Finance

The key to postmerger revenue lies in holding onto your best salespeople.

Content: Article | Authors: Matthias M. Bekier, Michael J. Shelton | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

Content: Article | Authors: Claudio Feser, Fernanda Mayol, Ramesh Srinivasan | Source: McKinsey Quarterly | Subject: Leadership

Delivering an enriched customer experience requires a new digital architecture running alongside legacy systems.

Content: Article | Authors: Chris Ip, Jürgen Laartz, Oliver Bossert | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

Involving outsiders in the creative process of developing products and services is harder than it sounds. Here’s how leading companies do it.

Content: Article | Author: Jacques Bughin | Source: McKinsey Quarterly | Subject: Innovation

Investors reward high-performing companies that shift their strategic focus prudently, even if that means lower returns or slower growth.

Content: Article | Authors: Bin Jiang, Tim Koller | Source: McKinsey Quarterly | Subjects: Finance, Management

An integration manager can help make a merger more successful, but only if the top team knows how to choose and install one.

Content: Article | Author: Michael J. Shelton | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

Companies now have an opportunity to rethink their use of stock options so that they serve shareholders as well as executives.

Content: Article | Authors: J. C. de Swaan, Neil Harper | Source: McKinsey Quarterly | Subject: Corporate Governance

A case study of change at Philips illustrates the importance of the “soft stuff.” An interview with Pieter Nota, head of the Dutch technology group’s Consumer Lifestyle sector.

Content: Case Study | Authors: Michiel Kruyt, Udo Kopka | Source: McKinsey Quarterly | Subject: Management | Company: Philips

The economist who won a Nobel Prize for advancing our understanding of technology looks at the past and future of productivity-led growth.

Editor’s Note: more interesting than the description would indicate

Content: Thought Leader | Author: Robert Solow | Source: McKinsey Quarterly | Subject: Economics

Thirty years after leaving McKinsey, the prolific author returns to discuss tomorrow’s management challenges and the keys to organizational change and transformative leadership in any age.

Editor’s Note: I am not a big fan of Tom Peters and I find very little of real substance in this interview, but I’ll let you decide for yourself.

Content: Thought Leader | Author: Tom Peters | Source: McKinsey Quarterly | Subject: Management

Abundance breaks more things than scarcity. Society’s really good at managing scarcity. If something is really valuable but hard to do, we develop a profession and we have all these pricing models. Once something becomes so cheap that it’s not worth metering anymore, that’s when real social change happens.

Content: Quotation | Author: Clay Shirky | Source: McKinsey Quarterly | Subjects: Business Rules, Economics

I use the analogy of a rocket ship: You can’t get a rocket to the moon just by aiming it. You also have to give yourself the ability to course correct. And when we look around at the landscape of really big successes, very often what we see is that the course correction turned out to be more important than the initial direction.

Content: Quotation | Author: Clay Shirky | Source: McKinsey Quarterly | Subjects: Management, Strategy

Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist?

Content: Article | Authors: Emma Gibbs, Kurt Strovink, Michael Birshan | Source: McKinsey Quarterly | Subject: Strategy

It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top.

Editor’s Note: I found this article to be a bit empty and unconvincing, but perhaps you will disagree.

Content: Article | Authors: Gary Hamel, Michele Zanini | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior

A unique gathering of strategists from academia, leading companies, and McKinsey debates the state of the discipline, with an emphasis on opportunities for innovation in a changing world.

Content: Article | Source: McKinsey Quarterly | Subject: Strategy

In this Quarterly archive article (1979), Tom Peters examines the flaws of the matrix-organization design and explores several more effective approaches to implement no more than one or two essential corporate thrusts at a time.

Content: Article | Author: Tom Peters | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

A new way to organize IT infrastructure can reduce cost, improve performance, and help prepare companies for next-generation IT infrastructure products.

Content: Article | Authors: Allen Weinberg, Himanshu Agarwal, Nagendra Bommadevara | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

Companies are increasingly expected to join with other organizations—both public and private—to address social and environmental problems. Here are seven ways to make such alliances successful.

Content: Article | Authors: Kimberly Henderson, Marco Albani | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

Executives at all levels see an important business role for sustainability. But when it comes to mastering the reputation, execution, and accountability of their sustainability programs, many companies have far to go.

Content: Article | Authors: Anne-Titia Bové, Sheila Bonini | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)