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FEBRUARY 2009

Valuing corporate social responsibility: McKinsey Global Survey Results

Environmental, social, and governance programs create shareholder value, most executives believe, but neither CFOs nor professional investors fully include that when evaluating business projects or companies.

JANUARY 2009

Flaws in strategic decision making: McKinsey Global Survey Results

Irrational thinking doesn’t just affect individual economic decisions; it affects corporate strategic planning as well. These results highlight the practices of companies that have made successful strategic decisions—and also reveal what the same companies have gotten wrong.
JANUARY 2009

How companies make good decisions: McKinsey Global Survey Results

Companies get a lot of advice about how to make good decisions. Which decision-making disciplines really make a difference?

JANUARY 2009

How companies can understand competitors’ moves: McKinsey Global Survey Results

Even when companies change their strategies spontaneously, their competitors have a good chance of figuring out what they’ll do and when.
DECEMBER 2008

IT’s unmet potential: McKinsey Global Survey Results

Senior corporate leaders and tech executives want IT to better serve business strategy, but current performance still falls short, our third annual survey reveals.
AUGUST 2008

Creating organizational transformations: McKinsey Global Survey Results

If organizational transformations are to succeed, change can’t be thought of as a single, standardized process.
MAY 2008

Competition from China: Two McKinsey Surveys

Executives around the world expect competition from Chinese companies to increase, mainly because of their low production costs, yet surprisingly few are acting to meet the threat, a McKinsey survey shows. A separate survey of executives based in China reveals widespread global ambitions and concerns about finding the talent to reach them.
APRIL 2008

How companies act on global trends: A McKinsey Global Survey

Executives say that global trends have become increasingly important, but few companies are addressing them successfully.
DECEMBER 2007

The CFO’s first hundred days: A McKinsey Global Survey

Chief financial officers around the world describe their first hundred days on the job as a time when most received guidance, but many had difficulty devoting enough time to their top priorities.
DECEMBER 2007

The organizational challenges of global trends: A McKinsey Global Survey

Executives know that their companies must come up with the right organizational response to maintain a competitive edge.
NOVEMBER 2007

What shapes careers: A McKinsey Global Survey

Male and female executives—parents and nonparents alike—define the event that has had the most significant effect on their careers and report that factors at work are far more important than factors at home. Women are more likely than men to say they have had role models and mentors.

OCTOBER 2008

From risk to opportunity—How global executives view sociopolitical issues: McKinsey Global Survey Results

When business leaders assess how societal issues will affect shareholder value, many see operational opportunities where they once saw risks. But executives have yet to fathom the extent to which the public expects companies to address major global problems.
FEBRUARY 2008

The state of corporate philanthropy: A McKinsey Global Survey

Consumers’ growing expectations of companies make corporate philanthropy more important than ever. But many respondents to this survey say their companies aren’t meeting social goals or stakeholder expectations very effectively. Companies that are doing well are taking a more strategic approach.
FEBRUARY 2008

How companies think about climate change: A McKinsey Global Survey

A McKinsey Quarterly survey finds that most executives think climate change matters for their companies. Although few have taken action, they are optimistic about the possibilities.

FEBRUARY 2009

Economic Conditions Snapshot, February 2009: McKinsey Global Survey Results

Executives view their economies as bad but, in a change from recent months, do not see them getting much worse. Government actions have helped, many say. Companies are hanging on, and many are taking long-term actions to cope with economic turmoil.

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NOVEMBER 2008

Assessing innovation metrics: McKinsey Global Survey Results

A recent McKinsey Global Survey shows that companies are satisfied, overall, with their use of metrics to assess innovation portfolios—though many findings suggest that they shouldn’t be. The companies that get the highest returns from innovation do use metrics well; these organizations tend to assess innovation more comprehensively than the others.
OCTOBER 2007

How companies approach innovation: A McKinsey Global Survey

Executives say innovation is very important, but their companies’ approach to it is often informal, and leaders lack confidence in their innovation decisions. Top managers and other professionals agree that the biggest challenge is talent but disagree on why. Nonetheless, executives agree on some steps to improve innovation.

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