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McKinsey Quarterly
The business publication of & Company. For more than 50 years, the Quarterly has been shaping the senior management agenda.
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McKinsey Quarterly Sep 17
Better to give than to take away? Not when axing underperforming projects and businesses.
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McKinsey Quarterly Sep 15
Proliferating corporate programs and initiatives. 24/7 communications. No wonder many people think there aren’t enough hours in the week. McKinsey’s research suggests addressing it as an organizational issue.
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McKinsey Quarterly Sep 12
In this interview, The chairman and CEO of , Daniel Zhang, speaks to how the Chinese consumers have been evolving over the years and how they are different from the West.
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McKinsey Quarterly Sep 5
Recent McKinsey research suggests that, particularly in “big bet” scenarios, the most significant predictor of successful decision making is the quality of the discussions and debate. Here's why.
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McKinsey Quarterly Sep 4
People’s expectations about the future impact of science and technology are broadly positive. Learn about how this perception can become a reality:
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McKinsey Quarterly Aug 27
An engineering company that wanted to improve the way it captured external ideas found that it was consistently overoptimistic about results and underestimated its competitors. Switching to a learner mind-set helped the company overcome these shortcomings.
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McKinsey Quarterly Aug 25
The biggest barrier to successful ? The need to shift mind-sets. The key is making the shift both individual and institutional—at the same time.
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McKinsey Quarterly Aug 19
When can you trust your ? Daniel Kahneman, who won the 2002 Nobel Prize in economics, warns not to take it at face value. Gary Klein, a prominent psychologist, argues that it often supports good decision-making under high pressure. How to decide:
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McKinsey Quarterly Aug 18
Understanding what matters to the customers you serve is essential to improving their experience. And this applies to government agencies of all types as well.
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McKinsey Quarterly Aug 11
The right types of innovation and programs to manage its effects on society could double the potential growth in welfare—the sum of GDP and additional components of well-being, such as health, leisure, and equality—compared with an average scenario.
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McKinsey Quarterly Aug 7
Can artificial intelligence help society as much as it helps business? Yes, if two conditions are met:
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McKinsey Quarterly Aug 4
We spoke with two seasoned about what works and what doesn't in corporate .
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McKinsey Quarterly Aug 2
McKinsey’s Robert Uhlaner led a panel discussion at McKinsey’s Global Business Leaders Forum in New York earlier this year. Here's a conversation with experts on mergers and acquisitions.
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McKinsey Quarterly Aug 1
Find the signal in the noise with the McKinsey Quarterly Five Fifty: Your weekly dose of smart.
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McKinsey Quarterly Jul 22
When it comes to your organization's projects, how do you know when to let go of the underperforming ones?
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McKinsey Quarterly Jul 21
To change your mind-set from “fear uncertainty and minimize investment” to “gain from uncertainty and maximize learning,” read “The real power of real options”
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McKinsey Quarterly Jul 16
Overcoming silos requires end-to-end operating models and a strong dose of transparency, accountability, and coordination. But are these crucial moves enough?
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McKinsey Quarterly Jul 14
You can’t quicken the pace of an organization by fiat. You have to build it by accelerating the frequency of manageable practices that are integral to achieving key goals. More in our new research on winning in digital.
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McKinsey Quarterly Jul 12
Our research on how companies make investment decisions (capital expenditures, marketing and sales, R&D, and the like) suggests there are tangible ways to get better at promptly reallocating resources when the need arises.
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McKinsey Quarterly Jul 11
At companies, incrementalism enables breakthroughs by lowering the risks at each step:
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