Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
NOVEMBER 2008
By focusing on the “soft” side of lean and Six Sigma initiatives, leading global companies gain substantial, scalable, and sustainable advantages.
AUGUST 2008
If organizational transformations are to succeed, change can’t be thought of as a single, standardized process.
NOVEMBER 2007
Transforming an organization requires clearly articulated aspirations, as well as the ability to generate energy and new ideas.
JANUARY 2007
The head of Sandvik Materials Technology describes the challenges of getting more than 8,000 employees on board for a full transformation.
FEBRUARY 2009
Web 2.0 tools present .
SEPTEMBER 2008
Most companies treat benefits as a cost of doing business. They should see them instead as a competitive weapon.
A new approach to leadership can help women become more self-confident and effective business leaders.
JULY 2008
The imbalance between business opportunities in China and qualified executives to manage them will get worse—a lot worse—before it gets better.
MAY 2008
A survey shows a strong correlation between financial performance and best practices for managing talent globally.
MARCH 2008
Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability.
JANUARY 2008
The War for Talent never ended. Executives must constantly rethink the way their companies plan to attract, motivate, and retain employees.
Health care systems that are serious about transforming themselves must harness the energies of their clinicians as organizational leaders.
In a series of vignettes, professional women highlight traits that have made them successful.
Gary Hamel and The Management Lab explore improving performance by rethinking organizational structure.
DECEMBER 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.
A carefully constructed change agent program is essential to any successful operational transformation.
MAY 2007
Redesigning an organization to take advantage of today’s sources of wealth creation isn’t easy, but there can be no better use of a CEO’s time.
There are two types of complexity. Understanding where to intervene is the key to managing them to create value.
Nasty people don't just make others feel miserable; they create economic problems for their companies.
Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits.
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