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

FEBRUARY 2009

How executives put centered leadership into action: McKinsey Global Survey Results

Executives who frequently think about and act on all the elements of the centered leadership model are also more likely than others to be satisfied with their jobs.
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.

More on the crisis

FEBRUARY 2009

The CFO’s role in navigating the downturn

Companies—and their CFOs—may have to adapt more radically to the downturn than they now expect.
JANUARY 2009

Mapping decline and recovery across sectors

Different sectors enter and emerge from downturns at different times. A look at past recessions suggests how some industries may fare.

Includes:
JANUARY 2009

What’s different about M&A in this downturn

M&A may be more resilient in this downturn than in previous ones, but it will be a different kind of M&A.

FEBRUARY 2009

Getting into your competitor’s head

To anticipate the moves of your rivals, you must understand how their strategists and decision makers think.
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.

Read the article, then tell us what you think by writing a letter to the editor.

FEBRUARY 2009

The crisis: Mobilizing boards for change

To meet the challenges of the economic crisis, corporate boards must change the way they work.

Join an online conversation.

FEBRUARY 2009

How executives put centered leadership into action: McKinsey Global Survey Results

Executives who frequently think about and act on all the elements of the centered leadership model are also more likely than others to be satisfied with their jobs.

McKinsey consultants and outside contributors examine the strategic, financial, economic, and regulatory aspects of the current crisis. See our complete collection.

DECEMBER 2008

Leading through uncertainty

The range of possible futures confronting business is great. Companies that nurture flexibility, awareness, and resiliency are more likely to survive the crisis, and even to prosper.
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.

More on the economic crisis

FEBRUARY 2009

Six ways to make Web 2.0 work

Web 2.0 tools present .

FEBRUARY 2009

Management practices that drive supply chain success

The results of in-depth interviews with operations executives represent major implications for companies in high tech, manufacturing and assembly, packaged goods, pharmaceuticals, and retailing.

“If we can incorporate the most efficient energy-use technologies in developing countries, and import the most efficient energy-use habits back to the developed world, would that not be the best combination?”
—Adam Sadlowski
Goodyear Tire & Rubber Company

FEBRUARY 2009

Promoting energy efficiency in the developing world

Read the letters, then write yours

Columbia University business professor Amar Bhidé counters the argument that offshoring R&D harms competitiveness.

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.

McKinsey’s newest site convenes leading thinkers from around the world, weighing in with scores of essays on topics—from geopolitics to the credit crisis to health care—that will shape our future. Take a look at a mapping of innovation clusters around the world, based on growth and diversity dynamics, to find out where the world’s centers of innovation will be. Find out what matters, and join the conversation.

MARCH 2009

Developing entrepreneurship among the world’s poorest

Acumen Fund founder and CEO Jacqueline Novogratz shares stories of social-sector entrepreneurship in an excerpt from her new book, The Blue Sweater. A video interview with the author takes you behind the book.

Includes:
JANUARY 2009

Hal Varian on how the Web challenges managers

Google’s chief economist says executives in wired organizations need a sharper understanding of how technology empowers innovation.

Includes:
JANUARY 2009

China and India: The power of complementary cultures

Tarun Khanna says their common optimistic entrepreneurialism makes them a formidable force.

Includes:

66%

Share of CFOs who agree that environmental, social, and governance programs do create value for their shareholders in typical times.
66%

Share of execs who believe shareholder value created by environmental and governance programs will increase in the next 5 years relative to their contributions before the crisis.
45%

Share of investment professionals who believe global economic turmoil has increased the importance of governance programs.

More on the survey from which these statistics were drawn.