Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
February 2009
September 2008
To develop software successfully, follow an ancient rule: know thyself.
July 2008
David Fisher talks about his experiences after he went from the private sector to the biggest organization in the US government.
July 2007
The first wave of IT improvements solved some problems, but opportunities remain. Now it’s time for a more comprehensive approach.
June 2007
Merrill Lynch has combined operations with IT in a single unit. Diane Schueneman, the head of the company’s Global Infrastructure Solutions, explains how she is changing both to focus on the customer.
May 2007
To go on growing, these institutions must raise their productivity by streamlining the back office.
December 2006
Cross-border mergers and acquisitions are more likely to succeed at banks that have a robust and flexible operating model.
September 2006
Volkswagen chief information officer, Klaus Hardy Mühleck, has championed the CIO's role as the arbiter of business process and enablement.
May 2006
Stephen McGuckin explains how the company consolidated its IT operations and developed a unique model for outsourcing and offshoring.
March 2006
The problems of embedded software are rooted in the legacies of hardware development.
Outsourcing parts of the supply chain has disrupted the flow of critical data. Targeted IT investments can restore what's missing.
Call centers, making targeted improvements involving more cost-effective technologies, are finally saving money and improving revenues with IT.
January 2006
By restructuring operations and aligning front and back offices, wholesale banks can cut costs dramatically and find new sources of revenue.
February 2005
Telecom companies play a key role in automating the sales and service processes of other sectors. Now they must automate their own.
November 2003
A new tracking technology is being touted by retailing and consumer product companies as the next big thing, but it isn’t ready for prime time.
February 2003
A study of early adopters of supply-chain-management software shows that it works best where it is needed most—but is no use as a bandage over flawed processes.
June 2002
Cutting-edge companies are swapping their tightly coupled processes for loosely coupled ones—making themselves not only more flexible but also more profitable.
February 1998
Research indicates the greatest potential for IT lies in product development and sales. Moving from laggard to star will take two to three years. Seven highly effective habits.
November 1997
The real issue is people, not systems. Here’s how one utility addressed it.
February 1996
The IT community is slowly coming to terms with the fact that no company, big or small, will ever be able to build a fully homogeneous and coherent IT infrastructure.
November 1994
A case study of how Mervyn’s built a new store inventory system in record time.
The approach used by airlines to manage complex route networks is now helping other companies manage their software networks.
FEBRUARY 2009
DECEMBER 2008
SEPTEMBER 2008
OCTOBER 2008
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