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What enables some talented people to rise to the top and create positive and sustained impact, while others stop short of their full leadership potential?
September 2014—Thirty years after leaving McKinsey, the prolific author returns to discuss tomorrow’s management challenges and the keys to organizational change and transformative leadership in any age.more
September 2014—Gender equality at the top of business has stalled, and trust in business is alarmingly low. Putting more women in charge could well be the key to a better future for business and society alike.more
September 2014—In 2010, eBay embarked on a journey to bring more women into its top ranks. It found that commitment, measurement, and culture outweigh a business case and HR policies.more
September 2014—Managers often want to own good businesses they shouldn’t buy—or hold onto businesses they should sell. Here’s how some companies have made these tough decisions.more
September 2014—As artificial intelligence takes hold, what will it take to be an effective executive?more
June 2014—The author of Give and Take explains why generosity in the workplace continues to be more effective than selfishness and why it is critical for personal fulfillment.more
April 2014—McKinsey’s survey of global executives finds that corporate culture and a lack of convinced engagement by male executives are critical problems for women.more
April 2014—Trust in public institutions is at record lows—yet people want greater regulation of many industries. According to Edelman president and CEO Richard Edelman, that’s because business leaders must do more to earn the public’s respect.more
April 2014—New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.more
April 2014—Five simple exercises can help you recognize, and start to shift, the mind-sets that limit your potential as a leader.more
March 2014—Anyone who pulls the organization in new directions must look inward as well as outward.more
March 2014—A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts.more
February 2014—Directors should spend a greater share of their time shaping an agenda for the future.more
January 2014—Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.more
November 2013—By following a few simple principles, leaders can realize the vast potential of social technologies to engage employees and transform organizations.
August 2013—Executives in the region say gender diversity has moved up on their companies’ agendas, but they still report few women at the top. Women and men disagree on the reasons why.more
July 2013—A member of the board of Knorr-Bremse Asia Pacific explains how the German braking-systems company has developed a global–local approach to capability building in China.more
July 2013—Skill building must be rewards-based, rooted in real work, and tailored to local conditions.more
July 2013—McKinsey’s Andrew Grant explores what’s being done to make Chinese workers and managers more effective in domestic and global operations.more
May 2013—The management writer and academic explains why he believes companies that empower and train people at all levels to lead can create competitive advantage.more
April 2013—Advancing women to the top may be a journey, but how to do so is no longer a mystery. New research points to four principles that can help just about any company.
April 2013—Coming to terms with that reality is invaluable for women trying to find fulfillment as both great leaders and great parents.more
January 2013—Through a few simple techniques, executives can boost workplace “MQ” and inspire employees to perform at their peak.more
January 2013—The author and strategist describes why effective knowledge management within enterprises requires replacing e-mail with social media.more
January 2013—To stop wasting a finite resource, companies should tackle time problems systematically rather than leave them to individuals.more
January 2013—Improving the fit between the priorities of managers, their direct reports, and their supervisors—all the way up to the CEO—is a good place to start.more
The Human Capital (HC) function has come a long way in the last 10 years. Yet, it faces a false summit. Increasing globalization, technological changes and tough economic conditions have introduced a new set of strategic HC challenges. Creating the HC organization that can tackle these challenges is the next frontier.
September 2012—Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance.more
June 2012—As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risks.more
June 2012—Companies must cultivate leaders for global markets. Dispelling five common myths about globalization is a good place to start.more
June 2012—Competition for talent in emerging markets is heating up. Global companies should groom local highfliers—and actively encourage more managers to leave home.more
June 2012—The structures, processes, and communications approaches of many far-flung businesses have been stretched to the breaking point. Here are some ideas for relieving the strains.more
June 2012—Executives at global companies are satisfied with their organizations’ overall capabilities, but see room to improve in innovation and motivation. Better leaders are the key.more
June 2012—Six global leaders confront the personal and professional challenges of a new era of uncertainty.more
June 2012–Business conditions in Asia are now dictating that CEOs turn their attention to gender diversity.
This collection of articles highlights how innovative companies are using new models, different ways of thinking, and the latest technologies to manage the increasingly complex challenges of global footprints.more
Our latest research, produced for the Wall Street Journal’s Task Force for Women in the Economy, draws on the experience of 60 companies to identify the ways in which organizations are advancing female executives—and the barriers that remain.more
April 2012—Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.more
March 2012—Seven winning entries in a contest McKinsey cosponsored with Gary Hamel’s Management Innovation eXchange (MIX) and Harvard Business Review reveal executive thinking on the importance of engaging employees in an open and realistic way.more
March 2012—Many companies are making serious efforts to improve the number of women in top jobs. Some detect progress. But others say change is frustratingly slow. This report looks at what companies can do to make a breakthrough.more
April 2011—By helping more women make the transition from middle management to senior roles, companies could substantially improve the odds of achieving real gender diversity all the way to the top.
Insights from business leaders in creating lasting change.
February 2011—When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.more
May 2010—Not all complexity is bad for business—but executives don’t always know what kind their company has. They should understand what creates complexity for most employees, remove what doesn’t add value, and channel the rest to employees who can handle it effectively.more
August 2010—Many companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution.more
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How can organizations deliver strong financial and operational results today and change fast enough to do so year in, year out?
As firms grow, they develop individual and organizational rigidities that prevent them from adapting to change in the marketplace.more
Personal stories and related insights show how success results from combining the five elements of centered leadership: meaning, framing, connecting, engaging, and energizing.more
While merger catastrophes continue to grab headlines, a growing number of companies have learned how to get it right.more