Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
July 2008
In a country with a major pollution problem, Wang Yusuo is trying to build a part of the solution.
April 2008
March 2008
Businesses must act on global warming and other issues to narrow a general trust gap between them and the public.
January 2008
Regulators may worry when Arab investors acquire stakes in Western companies, yet vast reserves of petrodollars have kept down interest rates and buoyed financial assets. What’s the broader effect of the surge in petrodollars?
November 2006
Europe and Russia must take a more concerted approach to their energy partnership.
August 2006
Just as a company manages different businesses differently, it should manage the IT that supports them differently.
June 2006
China needs more oil. But the country should get it the way other big consumers do: purchases on the open market.
December 2005
The oil and gas industry has a history of overinvesting at the top of a cycle. This time it should break the habit.
November 2005
Deals with foreign partners can open the door to overseas profits.
May 2005
Cooperation among the region's countries will help guarantee a steady supply of oil and natural gas.
The major oil companies are struggling to replenish their reserves amid increased competition for new sources of petroleum. Innovative approaches are needed to ensure these companies' long-term viability.
June 2003
Two senior executives of Europe’s largest fuel marketer explain how it experienced a huge reorganization.
February 2003
Power producers should pay close attention to a European Commission proposal to curb greenhouse gas emissions. It could have paradoxical effects.
August 2001
Deregulation usually redistributes wealth from upstream energy players to distributors and consumers. But a McKinsey model suggests that in natural gas, producers will do better than wholesalers, transmission companies, and retailers.
May 1999
Recent deals have raised the ante for midsize players without scale or focus.
February 1999
Although much copied, Britain’s RPI-X approach may not be the best way to drive better service and efficiency in the long run. A formula based on the use of rolling historical benchmarks could provide better incentives.
May 1997
There are at least five different kinds of alliance. All can work. Consolidation deals in North America could unleash $25 billion in shareholder value. Players should learn from HP, Lotus, and Xerox.
“Petropreneurs” have created almost all the market value in the past five years. Deal-making skills have become more important than scale or technology. Is it time the majors did something radical?
August 1994
Creating growth and restoring value will require a fundamental commitment to “new game” strategies.
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