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The five key capabilities that make up centered leadership—used together—are important predictors of executives' satisfaction with their leadership performance and their life overall.
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