1160 Posts found for Source: McKinsey Quarterly

Bus and train systems habitually run at a loss. But public-transit agencies could lower costs and raise the quality of service by emulating best practices from around the world.

Editor’s Note: there is no real management learning value in this article, but if, like me, you have ever used the public transportation facilites around the world, you might find it an interesting read just the same. … [ Read more ]

Content: Article | Authors: Christoph Wolff, Daniel E. Powell, Martin Jörss | Source: McKinsey Quarterly | Subjects: Industry Specific, Miscellaneous | Industry: Transportation

The industry has already extracted much of the benefit to be had from improving productivity and concentrating on core brands. Meanwhile, its dynamics are changing. What comes next?

Content: Article | Authors: Kevin Sneader, Olivier Sibony, Peter Haden | Source: McKinsey Quarterly | Subject: Industry Specific | Industry: Consumer Products

The savings enjoyed by companies that move labor-intensive service industry work from the United States to countries with lower labor costs have triggered an exodus of US business-processing jobs. Some analysts project that by 2015 roughly 3.3 million of them will have moved abroad. This prospect has prompted calls for the government to restrict offshoring. But they overlook the benefits that accrue to the US … [ Read more ]

Content: Article | Authors: Diana Farrell, Vivek Agrawal | Source: McKinsey Quarterly | Subject: Economics

Tackling carbon exposure is more than good environmental stewardship; it could also protect a company’s share price in the near term and create a long-term competitive advantage.

Content: Article | Authors: Christoph Grobbel, Jiri Maly, Michael Molitor | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)

Corporations aren’t alone in focusing on governance; rigorous oversight of management and performance is increasingly important for nonprofits too.

Content: Article | Authors: Andrea R. Kilpatrick, Paul J. Jansen | Source: McKinsey Quarterly | Subjects: Corporate Governance, Nonprofit | Industry: Non-Profit

Most of us prefer being precisely wrong rather than vaguely right.

Content: Quotation | Source: McKinsey Quarterly | Subjects: Personality / Behavior, Thought

The specter of China and it’s massive fleet of low-cost laborers haunts developing economies worldwide. However, for middle-income countries, focusing on cheap labor is not the answer for sustained economic growth, according to The McKinsey Quarterly. Using Mexico as a basis for discussion, this report offers alternative strategies for successful competition. More effective routes to economic development involve transitioning to higher-value-added industries, exploiting comparative advantage, … [ Read more ]

Content: Article | Authors: Antonio Puron, Diana Farrell, Jaana K. Remes | Source: McKinsey Quarterly | Subjects: Economics, International

Generating great performance requires a more dynamic approach to building and adapting a company’s capabilities than merely squeezing its operations.

Content: Article | Authors: Lowell Bryan, Ron Hulme | Source: McKinsey Quarterly | Subjects: Management, Strategy

Some executives approach change management much as a civil engineer would tackle a construction project: they assess the need, build something new, and move on. This essay’s author-a mechanical engineer by training-disagrees with that approach. Companies, he notes, aren’t static; they are dynamic systems that continually fall out of alignment and require constant tuning to maintain their balance and momentum.

Content: Article | Author: Roger Dickhout | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

To ensure that IT investments have the greatest impact, CIOs must involve business-unit leaders and concentrate on the big picture.

Content: Article | Authors: David Mark, Eric Monnoyer | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

Expertise should be identified through experience, its frequent companion. While many point out that the two should not be confused, there is nonetheless a strong correlation between them. By letting the employees’ experience speak for itself, companies can quickly find experts when and where they are needed.

Content: Article | Authors: Lee Kempler, Michael Idinopulos | Source: McKinsey Quarterly | Subjects: Human Resources, Knowledge Management

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Transaction pricing is the key to surviving the current downturn-and to flourishing when conditions improve.

Content: Article | Authors: Craig C. Zawada, Eric V. Roegner, Michael V. Marn | Source: McKinsey Quarterly | Subjects: Marketing / Sales, Pricing

A new look at US trade and employment data shows why it’s wrong to believe that foreign competition accounts for weak job growth since 2000.

Editor’s Note: a topical article, but the economic analysis provided is interesting and of value for other countries and times…

Content: Article | Authors: Martin Neil Baily, Robert Z. Lawrence | Source: McKinsey Quarterly | Subjects: Economics, Trade

New competitive threats mean that manufacturers can no longer take their sales of aftermarket parts for granted.

Content: Article | Authors: Mark D. Mitchke, Matthew C. Rogers, Tim Gallagher | Source: McKinsey Quarterly | Subject: Industry Specific | Industry: Manufacturing

Leadership development is virtually the most important control lever you have for achieving success. You can’t control customers; there are too many of them, and they are, of course, independent. You can’t control the environment; look at all we’ve been through in the past four or five years. But if you have leaders who are adaptable and capable of leading just about anything, you can … [ Read more ]

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

Without feedback, you’re just kidding yourself about leadership. The reality is that we can’t make you a better leader; you have to do that yourself. But the more feedback you get, the better you become.

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

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The days of building to order are over. The time is ripe for an industrial revolution.

Content: Article | Authors: James M. Kaplan, Markus Löffler, Roger Roberts | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

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