1160 Posts found for Source: McKinsey Quarterly

Just as a company manages different businesses differently, it should manage the IT that supports them differently.

Content: Article | Authors: David Craig, Ranjit Tinaikar | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Management

Companies must govern IT as they govern their businesses: with different rules and metrics for different parts of the organization.

Content: Article | Authors: Paul Willmott, Sam Marwaha | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Management

The biggest individual foreign investor in the United States discusses the pace of reform in Saudi Arabia, his investments, and the future of Islam.

Content: Thought Leader | Author: Kito de Boer | Source: McKinsey Quarterly | Subject: People | Industry: Investing

Companies can make their IT investments more cost effective by creating separate demand organizations to coordinate development requests from their business units.

Content: Article | Authors: David Mark, Diogo P. Rau | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

An organization is much more likely to improve its current performance and underlying health by using a combination of complementary practices rather than any one of them alone, according to new McKinsey research.

Content: Article | Authors: Bill Schaninger, Keith Leslie, Mark A. Loch | Source: McKinsey Quarterly | Subject: Management

Juggling thousands or even millions of price points calls for common systems, greater transparency in performance, and an organizational balance between centralization and decentralization.

Content: Article | Authors: Andrew H. Kincheloe, Dieter Kiewell, J. Kevin Bright | Source: McKinsey Quarterly | Subjects: Marketing / Sales, Pricing

This article provides an overview of Profiting from Proliferation, a new book by The McKinsey Quarterly on how companies should respond to the challenges posed by rising complexity in today’s marketing environment—which is characterized by increasingly fragmented customer segments, the declining effectiveness of traditional media, and a constantly expanding number of distribution touchpoints. The contents of the entire book are available for download.

Content: Article | Authors: David C. Court, Riiber Knudsen, Thomas D. French | Source: McKinsey Quarterly | Subjects: Management, Marketing / Sales

Once companies reach a certain size, setting realistic performance aspirations gets a bit trickier.

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

Now that conventional ways of arranging and running a corporation actually subvert the creation of wealth, say two leading business thinkers, executives must address organizational problems with the same passion and creativity they devote to new products and services. Read this interview with Gary Hamel and Lowell Bryan for their thoughts on how to mobilize the talents and imagination of the workforce at a time … [ Read more ]

Content: Thought Leader | Source: McKinsey Quarterly | Subject: Management

To stimulate growth in today’s marketing environment, companies must identify and prioritize opportunities at points where proliferating segments, channels, and product categories intersect.

Content: Article | Authors: John E. Forsyth, Nicolo’ Galante, Todd Guild | Source: McKinsey Quarterly | Subjects: Customer Related, Marketing / Sales

When you read the history of management and of early pioneers like Frederick Taylor, you realize that management was designed to solve a very specific problem-how to do things with perfect replicability, at ever-increasing scale and steadily increasing efficiency.

Now there’s a new set of challenges on the horizon. How do you build organizations that are as nimble as change itself? How do you mobilize and … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subject: Management

The traditional, hierarchically based 20th-century model is not effective at organizing the thinking-intensive work of self-directed people who need to make subjective judgments based upon their own special knowledge. Such people work in all companies, in all industries, and in the digital age it is these people who create wealth. We need a model for such work-a model that uses hierarchical decision making only for … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

The days, weeks, or months between taking the job and assuming power are precious. Put them to good use.

Content: Article | Authors: Bobby S. Y. Rao, Kevin P. Coyne | Source: McKinsey Quarterly | Subjects: Leadership, Management

In the short term, emotions influence market pricing. A simple model explains short-term deviations from fundamentals.

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

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Companies can keep an eye on their health by regularly assessing all their business ideas and new initiatives-projects or programs to change or improve something in the business. They should evaluate these projects both by mapping the point when each would be likely to create the greatest value and by looking at whether a project involves familiar, routine work that plays to their strengths and … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subjects: Management, Strategy

M&A executives at the most successful US companies understand not only how acquisitions create value but also how to enlist the support of the organization.

Content: Article | Authors: Dev Srinivasan, Robert N. Palter | Source: McKinsey Quarterly

Nasty people don\’t just make others feel miserable; they create economic problems for their companies. A book excerpt.

Content: Related Content | Author: Robert I. Sutton | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

For improving performance and gaining competitive advantage, offshoring and the latest advances in technology seem to grab all the headlines. Yet building a sustainable advantage requires much more. Employees whose jobs can’t be automated-any company’s high-value decision makers-hold the key to boosting productivity, so making them more effective can create an edge that competitors won’t replicate easily.

Content: Article | Authors: Bradford C. Johnson, James Manyika, Lareina Yee | Source: McKinsey Quarterly | Subjects: Management, Strategy

There are only two ways to get [substantially higher performance]. One, you can invent your way to success. Unfortunately, you can’t count on that. The second path is to exploit some change in your environment-in technology, consumer tastes, laws, resource prices, or competitive behavior-and ride that change with quickness and skill. This second path is how most successful companies make it. Changes, however, don’t come … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subjects: Planning, Strategy