1160 Posts found for Source: McKinsey Quarterly

Changes to the way consumers perceive and absorb marketing messages will force marketers to change not only their thinking but also the way they allocate spending and organize operations.

Content: Article | Authors: Brian Salsberg, David Edelman | Source: McKinsey Quarterly | Subject: Marketing / Sales

Actively pricing products across their life cycle is increasingly important, particularly in innovation-intensive industries. Failing to do so may forego potential profits or even destroy value.

Content: Article | Authors: Craig C. Zawada, Michael V. Marn, Walter L. Baker | Source: McKinsey Quarterly | Subject: Pricing

For the sake of their companies—and their legacies—departing chief executives should leave things in the best possible shape. Here’s how.

Content: Article | Authors: Christian Caspar, Michael Halbye | Source: McKinsey Quarterly | Subject: Corporate Governance

The key is identifying and addressing the barriers workers face in their daily interactions.

Content: Article | Authors: Eric Matson, Laurence Prusak | Source: McKinsey Quarterly | Subject: Organizational Behavior

Professor Mary Gentile explores ethical dilemmas at work and how to act on them.

Content: Thought Leader | Author: Mary Gentile | Source: McKinsey Quarterly | Subject: Ethics

In this video presentation, McKinsey partner Tim Koller explores the four guiding principles of corporate finance that all executives can use to home in on value creation when they make strategic decisions.

Content: Multimedia Content | Author: Tim Koller | Source: McKinsey Quarterly | Subjects: Finance, Management

Good companies haven’t always been good investments. Total returns to shareholders may not necessarily be a good measure of management performance. How fast is your treadmill moving?

Content: Article | Authors: Richard F. Dobbs, Tim Koller | Source: McKinsey Quarterly | Subject: Finance

McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.

Content: Article | Author: Ian Davis | Source: McKinsey Quarterly | Subjects: Corporate Governance, Leadership, Management

In this interactive presentation—one in a series of multimedia frameworks—Lowell Bryan, a director in McKinsey’s New York office, describes the strategic control map, a framework that tracks the dynamics of market capitalization within industries.

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

Not all complexity is bad for business—but executives don’t always know what kind their company has. They should understand what creates complexity for most employees, remove what doesn’t add value, and channel the rest to employees who can handle it effectively. This article recounts the experience of a multinational consumer goods manufacturer that applied this approach in several regions and functions and consequently halved the … [ Read more ]

Content: Article | Authors: Julian Birkinshaw, Suzanne Heywood | Source: McKinsey Quarterly | Subject: Organizational Behavior

Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.

Content: Article | Authors: Dan P. Lovallo, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Strategy

Businesses with the best product-development track records stand apart from their less-successful peers in three crucial ways.

Content: Article | Authors: Chris Musso, Eric Rebentisch, Mike Gordon, Nisheeth Gupta | Source: McKinsey Quarterly | Subjects: Innovation, Management

Although even the highest levels of uncertainty don’t prevent businesses from analyzing predicaments rationally, says author Hugh Courtney, the financial crisis has shown us the limits of our tools—and minds.

Editor’s Note: quite topical, but still an interesting read…

Content: Thought Leader | Author: Hugh Courtney | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Strategy

If inflation rises again, companies will have to do more than just match it to keep up—they’ll have to beat it.

Multimedia bonus: An interactive exhibit allows you to see over time how much a company’s earnings must increase in order to keep cash flow stable.

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

By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction.

Content: Article | Authors: John DeVine , Keith Gilson | Source: McKinsey Quarterly | Subjects: Customer Related, Marketing / Sales

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.

Content: Article | Author: Charles Roxburgh | Source: McKinsey Quarterly | Subject: Strategy

For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.

Content: Article | Authors: Kees van der Graaf, Thomas W. Malnight, Tracey Keys | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

Marketers have been applying behavioral economics—often unknowingly—for years. A more systematic approach can unlock significant value.

Content: Article | Author: Ned Welch | Source: McKinsey Quarterly | Subjects: Economics, Marketing / Sales

Three distinct types of agility—strategic, portfolio, and operational—help companies compete. Each of them has its own sources and dangers.

Content: Article | Author: Donald Sull | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Strategy

When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.

Content: Article | Source: McKinsey Quarterly | Subjects: Best Practices, Change Management