1160 Posts found for Source: McKinsey Quarterly

High price-to-earnings ratios are about more than growth. Understanding the ingredients that go into a strong multiple can help executives make the most of this strategic tool.

Content: Article | Authors: Nidhi Chadda, Robert S. McNish, Werner Rehm | Source: McKinsey Quarterly | Subject: Finance

While globalization is indeed a powerful force, the extent of international integration varies widely across countries and companies and generally remains more limited than is commonly supposed. To be sure, rapid growth in emerging markets, combined with a long-term outlook of lower growth in most developed economies, is pushing companies to globalize faster. But metrics on the globalization of markets indicate that only 10 to … [ Read more ]

Content: Quotation | Author: Pankaj Ghemawat | Source: McKinsey Quarterly | Subject: International

Executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.

Content: Article | Authors: Caroline Webb, Joanna Barsh, Josephine Mogelof | Source: McKinsey Quarterly | Subject: Leadership

Executives focused on having the highest multiple are missing the point. Rather, as companies with high total returns to shareholders (TRS) know, executives should focus on the amount of value they create—with regard to growth, margins, and capital productivity. Doing so won’t necessarily lead to a higher earnings multiple.

Content: Quotation | Authors: Anand Mehta, Susan Nolen Foushee, Tim Koller | Source: McKinsey Quarterly | Subject: Finance

Emotions can drive market behavior in a few short-lived situations. But fundamentals still rule.

Editor’s Note: one of the least compelling defenses of efficient or rational markets I have read, but still the topic and specific examples and issues discussed are worthy of consideration.

Content: Article | Authors: David Wessels, Marc H. Goedhart, Tim Koller | Source: McKinsey Quarterly | Subject: Finance

Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?

Content: Article | Authors: Arne Gast, Michele Zanini | Source: McKinsey Quarterly | Subjects: Management, Strategy

Most companies allocate the same resources to the same business units year after year. That makes it difficult to realize strategic goals and undermines performance. Here’s how to overcome inertia.

Content: Article | Authors: Dan P. Lovallo, Reinier Musters, Stephen Hall | Source: McKinsey Quarterly | Subjects: Finance, Management, Strategy

Moving your best managers, researchers, salespeople, and so on from low-growth or failing businesses to areas with higher growth and profit potential can be one of your most effective levers as a business leader.

Content: Quotation | Author: Andreas C. Kramvis | Source: McKinsey Quarterly | Subjects: Human Resources, Management

Between 2008 and 2010, companies with more diverse top teams were also top financial performers. That’s probably no coincidence.

Content: Article | Authors: Markus Kleiner, Thomas Barta, Tilo Neumann | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior, Women in Business

Few boards look at how the CEO’s total wealth invested in the company changes as stock prices fluctuate. They could—and they should.

Content: Article | Authors: Brian Tayan, David Larcker | Source: McKinsey Quarterly | Subject: Corporate Governance

Uncertainty and rising levels of risk make it impossible for companies to determine the future. But a portfolio-of-initiatives approach to strategy can help ensure that companies take full advantage of their best opportunities without taking unnecessary risks.

Content: Article | Author: Lowell Bryan | Source: McKinsey Quarterly | Subject: Strategy

A diversification strategy can create value, but only if a company is the best possible owner of businesses outside its core industry.

Content: Article | Authors: Jannick Thomsen, Joseph Cyriac, Tim Koller | Source: McKinsey Quarterly | Subject: Strategy

Companies that do many small deals can outperform their peers—if they have the right skills. But they need more than skill to succeed in large deals.

Content: Article | Authors: Andy West, Robert Uhlaner, Werner Rehm | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.

Content: Article | Authors: Steven J. Kramer, Teresa M. Amabile | Source: McKinsey Quarterly | Subjects: Leadership, Management, Organizational Behavior

The forces that fractured the computer industry are bearing down on all industries. In the face of changing interaction costs and the new economics of electronic networks, companies must ask themselves the most basic of all questions: what business are we in?

Content: Article | Authors: John Hagel III, Marc Singer | Source: McKinsey Quarterly | Subjects: Economics, Strategy

When implementing an organization-wide transformation, focus your efforts on the most connected employees to help generate momentum and accelerate impact.

Content: Article | Authors: Giovanni Giuliani, Marco Gardini, Marco Marricchi | Source: McKinsey Quarterly | Subject: Change Management

Radical customization, constant experimentation, and novel business models will be new hallmarks of competition as companies capture and analyze huge volumes of data. Here’s what you should know.

Content: Article | Authors: Brad Brown, James Manyika, Michael Chui | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

In an excerpt from his new book, Thinking, Fast and Slow, the Nobel laureate recalls how an inwardly focused forecasting approach once led him astray, and why an external perspective can help executives do better.

Content: Article | Author: Daniel Kahneman | Source: McKinsey Quarterly | Subject: Organizational Behavior

The economist and coauthor of This Time Is Different explains what history can teach us about the global downturn and why climbing out of it is still rife with risks.

Content: Thought Leader | Authors: Bill Javetski, Kenneth Rogoff, Tim Koller | Source: McKinsey Quarterly | Subject: Economics

Spinning off businesses can have real advantages in creating value—if executives understand how.

Content: Article | Authors: Bill Huyett, Tim Koller | Source: McKinsey Quarterly | Subjects: Finance, Management, Strategy