1160 Posts found for Source: McKinsey Quarterly

Research by a number of leading thinkers in the social sciences, such as Danah Zohar, has shown that when managers and employees are asked what motivates them the most in their work they are equally split among fve forms of impact—impact on society (for instance, building the community and stewarding resources), impact on the customer (for example, providing superior service), impact on the company and … [ Read more ]

Content: Quotation | Authors: Carolyn Aiken, Scott Keller | Source: McKinsey Quarterly | Subjects: Leadership, Management, Motivation, Organizational Behavior

A recent McKinsey Global Survey shows that companies are satisfied, overall, with their use of metrics to assess innovation portfolios—though many findings suggest that they shouldn’t be. The companies that get the highest returns from innovation do use metrics well; these organizations tend to assess innovation more comprehensively than the others.

Content: Article | Source: McKinsey Quarterly | Subjects: Best Practices, Innovation

In one of a series of interactive presentations, McKinsey director emeritus John Stuckey comments on SCP, a framework that illustrates the influence of an industry’s structure on the conduct and performance of industry players, and the effects of external shocks on all three.

Content: Article | Author: John Stuckey | Source: McKinsey Quarterly | Subject: Strategy

The creation of knowledge, products, and services by online communities of companies and consumers is still in its earliest stages. Who knows where it will lead?

Content: Article | Authors: Brad Johnson, Jacques R. Bughin, Michael Chui | Source: McKinsey Quarterly | Subject: Innovation

A survey shows a strong correlation between financial performance and best practices for managing talent globally.

Content: Article | Authors: Asmus B. Komm, Matthew Guthridge | Source: McKinsey Quarterly | Subjects: Best Practices, Human Resources, Management

Management expert Robert Sutton shares lessons on handling layoffs and teams in crisis.

Content: Multimedia Content | Author: Robert I. Sutton | Source: McKinsey Quarterly | Subject: Human Resources

In the first in a series of interactive presentations, McKinsey examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.

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

A minor but pervasive frustration that seems to be unique to management as a profession is the rapid obsolescence of its jargon. As soon as a new management concept emerges, it becomes popularized as a buzzword, generalized, overused, and misused until its underlying substance has been blunted past recognition.

Content: Quotation | Authors: A. Steven Walleck, Frederick W. Gluck, Stephen P. Kaufman | Source: McKinsey Quarterly | Subjects: Best Practices, Business Rules

It doesn’t matter where scientific discoveries and breakthrough technologies originate—for national prosperity, the important thing is who commercializes them. The United States is not behind in that race.

Content: Article | Author: Amar Bhidé | Source: McKinsey Quarterly | Subjects: Economics, International

In one of a series of interactive presentations, McKinsey director Rob Latoff offers insight into the industry cost curve, a business school classic for understanding pricing. By bringing discipline and a practical set of definitions to bear, this framework can be applied to real-world, competitive markets.

Content: Article | Author: Rob Latoff | Source: McKinsey Quarterly | Subjects: Economics, Pricing, Strategy

Picking up the pace of M&A requires big changes in a company’s processes and organization—even if the deals are smaller.

Content: Article | Authors: Andrew S. West, Robert T. Uhlaner | Source: McKinsey Quarterly | Subject: Mergers & Acquisitions

In this narrated animation—one in a series of interactive presentations—a former leader of McKinsey’s strategy practice explains the thinking behind the GE–McKinsey nine-box matrix, a framework that helps multibusiness corporations allocate resources across divisions. Developed in the early 1970s, the matrix rates the prospects of each unit by two factors: its competitive strength within an industry (the horizontal axis) and the attractiveness of the industry … [ Read more ]

Content: Article | Author: Kevin Coyne | Source: McKinsey Quarterly | Subject: Strategy

A study of interactions reveals how pervasive they are. As they increase in number, answers to fundamental questions about integration, scale, and scope will change. But what will happen when workers can carry out their jobs in half the time?

Editor’s Note: written in 1997 and it shows in a few spots, but still a good read…

Content: Article | Authors: Ali Hanna, Anupam Sahay, Byron Auguste, James Manyika, Pat Butler, Ted Hall | Source: McKinsey Quarterly | Subjects: Economics, IT / Technology / E-Business, Strategy

Companies find growth enticing, but a strong return on invested capital is more sustainable.

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

This content is restricted to site members. Please log in or register

The company’s longtime chief executive ruminates on its evolution from a regional producer of simple industrial components into a global high-tech powerhouse.

Content: Thought Leader | Authors: R. Michael Murray Jr., Raffi Markarian, Warren L. Strickland | Source: McKinsey Quarterly | Subject: Management

“Fishbowl” economics once provided the basis of corporate strategy, but no longer. New theories show that markets are “complex adaptive systems.” Can managers be more than blind players in an evolutionary business game?

Content: Article | Author: Eric Beinhocker | Source: McKinsey Quarterly | Subjects: Economics, Strategy

The key to effective communication: make it simple, make it concrete, and make it surprising.

Content: Thought Leader | Authors: Chip Heath, Lenny T. Mendonca, Matt Miller | Source: McKinsey Quarterly | Subject: Marketing / Sales

This content is restricted to site members. Please log in or register

Most companies plan to continue providing investors with frequent earnings guidance, though executives disagree about its costs and benefits.

Content: Related Content | Source: McKinsey Quarterly | Subject: Finance