Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
FEBRUARY 2009
To meet the challenges of the economic crisis, corporate boards must change the way they work.
NOVEMBER 2008
Idris Jala led the state-controlled carrier from the brink of bankruptcy to record-breaking profits. Now he wants it to become what he calls a “five-star value carrier.”
SEPTEMBER 2008
Yongmaan Park discusses the forces that changed the company’s core business and led to South Korea’s largest foreign acquisition.
FEBRUARY 2008
Richard Haass says that businesses have much to learn from government as they compete in an increasingly complex global landscape.
NOVEMBER 2007
The key to effective communication: make it simple, make it concrete, and make it surprising.
MAY 2007
A founding father of public-opinion research explains why shareholder value isn't enough.
MAY 2006
John Hammergren discusses his strategy to revive a wounded company.
FEBRUARY 2007
The ex-president of Goldman Sachs talks about his experiences as a reformer of board governance in China.
DECEMBER 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.
Executives ignore sociopolitical debates at their own peril.
Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.
AUGUST 2005
The days, weeks, or months between taking the job and assuming power are precious. Put them to good use.
FEBRUARY 2005
Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization.
As the state-owned sector attracts strategic investors, they find themselves befuddled by the role of an almost invisible power: the Communist Party.
FEBRUARY 2006
The pressure keeps growing for companies to tackle a range of governance issues.
AUGUST 2006
As companies turn their attention from compliance to growth and innovation, boards must focus on strategy.
Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.
JUNE 2007
Corporate directors want more information about their companies and industries, and they say that investments by private-equity firms improve governance.
MARCH 2006
Corporate board members are more actively involved than they have been, and they are often—but not always—knowledgeable.
MARCH 2005
A McKinsey survey of directors shows that they’re tired of playing defense.
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