The McKinsey Quarterly

[+] previewuser@mckinseyquarterly.com Log Out

Functions

	Business Technology Application Management Infrastructure Operations Organization Outsourcing & Offshoring Strategy Corporate Finance Capital Management M&A Performance Valuation Economic Studies Country Reports Productivity & Performance Governance Boards Compensation Leadership Marketing Branding Digital Marketing Management Pricing Sales & Distribution Sectors & Regions Strategy Operations Outsourcing Performance Product Development Purchasing Supply Chain & Logistics Organization Change Management Postmerger Strategic Organization Talent Risk Banking Risk Corporate Risk Strategy Alliances Globalization Growth Innovation Strategic Thinking Strategy in Practice

Industries

	Automotive Strategy & Analysis Energy, Resources, Materials Chemicals Electric Power Environment Oil & Gas Steel Strategy & Analysis Financial Services Banking Insurance Investment Management Personal Financial Services Securities Food & Agriculture Packaged Foods Strategy & Analysis Health Care Hospitals Pharmaceuticals Strategy & Analysis High Tech Hardware Software Strategy & Analysis Media & Entertainment Publishing Radio & TV Strategy & Analysis Nonprofit Performance Philanthropy Public Sector Economic Policy Education Government Regulation Management Retail & Consumer Goods Sectors & Regions Strategy & Analysis Telecommunications Broadband Equipment & Services Strategy & Analysis Transportation Sectors Strategy & Analysis

Regions

	Africa Americas Asia-Pacific China Europe India Middle East

Big Ideas

	Business in Society Climate Change Emerging Markets Growth & Innovation Productivity Talent

Multimedia

	Audio Interactive Video

Voices

	By Invitation Interviews Surveys

Add to E-mail AlertsAdd to E-mail Alerts
Create RSS Feed

Contributions from thought leaders outside of McKinsey

FEBRUARY 2009

Where innovation creates value

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.

APRIL 2008

The promise of prediction markets: A roundtable

Although they draw together widely dispersed information, prediction markets face organizational and legal challenges.
MAY 2008

How chief strategy officers think about their role: A roundtable

Chief strategy officers from several high-profile companies discuss the complexities and challenges of the role.
DECEMBER 2007

Building a competitive finance function: An executive roundtable

By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
AUGUST 2007

Confronting proliferation: A conversation with four senior marketers

A quartet of prominent marketing practitioners discusses the challenges and opportunities of proliferation.

SEPTEMBER 2008

The ergonomics of innovation

A successful campaign to save 100,000 lives shows that efforts to make it easier for organizations to innovate can yield remarkable results.
MAY 2006

Learning to let go: Making better exit decisions

Psychological biases can make it difficult to get out of an ailing business.

Includes:
FEBRUARY 2006

Distortions and deceptions in strategic decisions

Companies are vulnerable to misconceptions, biases, and plain old lies. But not hopelessly vulnerable.

Three professors from Harvard Business School, NYU's Stern School of Business, and UCLA's Anderson School of Management weigh in on the crisis.

DECEMBER 2008

Strategy in a ‘structural break’

During hard times, a structural break in the economy is an opportunity in disguise. To survive—and, eventually, to flourish—companies must learn to exploit it.
DECEMBER 2008

Financial crisis and reform: Looking back for clues to the future

Changes reaching far beyond the financial sector have followed every major US financial crisis that sparked an economic downturn.
DECEMBER 2008

Innovation lessons from the 1930s

History suggests that even the deepest downturns can create huge opportunities for companies with money and ideas.

Bill Emmott, the former editor of The Economist, writes that Japan’s experience provides an excellent road map for China to deal with its environmental problem. We then asked three regional experts -- Richard Katz, Minxin Pei, and Andrew Grant -- for their responses. Emmott's essay and their responses are published together.

SEPTEMBER 2008

What China can learn from Japan on cleaning up the environment

DECEMBER 2008

An electric plan for energy resilience

The fastest way to reduce America's dependence on oil imports is to convert petroleum-driven miles to electric ones by retrofitting the SUVs and pick-ups now on the road with rechargeable batteries. Here's how.
NOVEMBER 2008

Nurturing entrepreneurship in India’s villages

The world’s great cities and the professionals who live in them are linked more tightly to one another than they are with their own rural hinterlands. Yet true prosperity starts in the countryside.

JANUARY 2009

Market rebels and radical innovation

In this adaptation from Hayagreeva Rao’s book, he explains the role of activists in making or breaking new markets, products, and services.

Includes:
MAY 2007

Building the civilized workplace

Nasty people don't just make others feel miserable; they create economic problems for their companies.

Includes:
FEBRUARY 2007

The halo effect, and other managerial delusions

Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.

Embed E-mail