McKinsey Quarterly

Tapping the strategic potential of boards
article | McKinsey Quarterly

Tapping the strategic potential of boards

February 2013—Too many boards just review and approve strategy. Three questions can help them—and executives—begin to do better.more

The perils of best practice Should you emulate Apple
article | McKinsey Quarterly

The perils of best practice: Should you emulate Apple?

September 2012—Outliers are exactly that. Duplicating their performance is harder than we might wish.more

Becoming more strategic Three tips for any executive
article | McKinsey Quarterly

Becoming more strategic: Three tips for any executive

July 2012—You don’t need a formal strategy role to help shape your organization’s strategic direction. Start by moving beyond frameworks and communicating in a more engaging way.more

Managing the strategy journey
article | McKinsey Quarterly

Managing the strategy journey

July 2012—Regular strategic dialogue involving a broad group of senior executives can help companies adapt to the unexpected. Here’s one company’s story, and some principles for everyone.more

The social side of strategy
article | McKinsey Quarterly

The social side of strategy

May 2012—Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?more

How to put your money where your strategy is
article | McKinsey Quarterly

How to put your money where your strategy is

March 2012—Most companies allocate the same resources to the same business units year after year. That makes it difficult to realize strategic goals and undermines performance. Here’s how to overcome inertia.more

The power of an independent corporate center
article | McKinsey Quarterly

The power of an independent corporate center

March 2012—To develop a winning corporate strategy, you may need more muscle in your headquarters.more

Breaking strategic inertia Tips from two leaders
commentary | McKinsey Quarterly

Breaking strategic inertia: Tips from two leaders

April 2012—A CFO and a business unit head explain how they overcome the barriers that all too often separate capital, talent, and other resources from vital strategic goals.more

Latest Thinking

Twelve questions
article

Twelve questions every new director should ask

Induction programs for new directors typically don’t provide a sufficiently detailed understanding of the business. New directors should ask twelve critical questions.

Going for growth in a go-slow world
feature

Going for growth in a go-slow world

No matter what happens, investors will reward companies that master the art of growing under pressure.more

Keeping the American dream alive
report

Keeping the American dream alive: Will the United States make the investments it needs to compete?

The United States is belatedly discovering some severe structural challenges that will require substantial investment.

Have you tested your strategy lately
article | McKinsey Quarterly

Have you tested your strategy lately?

January 2011—Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company.more

Is your emerging-market strategy local enough
article | McKinsey Quarterly

Is your emerging-market strategy local enough?

April 2011—The diversity and dynamism of China, India, and Brazil defy any one-size-fits-all approach. more

Why good companies create bad regulatory strategies
article | McKinsey Quarterly

Why good companies create bad regulatory strategies

June 2011—Too few ask themselves, “Why would anyone agree with us?”more

Do you have the right leaders for your growth strategies
article | McKinsey Quarterly

Do you have the right leaders for your growth strategies?

July 2011—It takes a mix of leaders and talent to pursue a variety of growth strategies simultaneously. Few executives can do it all.more

Putting strategies to the test McKinsey Global Survey results
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Putting strategies to the test: McKinsey Global Survey results

January 2011—Creating a winning strategy is a struggle for most companies; some seem content just to play along. They may not be asking themselves the right questions.more

Playing war games to win
article | McKinsey Quarterly

Playing war games to win

March 2011—They can be a powerful business tool—but only if you get the design right.more

Governance since the economic crisis McKinsey Global Survey results
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Governance since the economic crisis: McKinsey Global Survey results

July 2011—Corporate directors know what they should be doing. But they haven’t raised their game since 2008 and must strengthen their capabilities and spend more time on board work.more

The case for behavioral strategy
article | McKinsey Quarterly

The case for behavioral strategy

March 2010—Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.more

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Creating more value with corporate strategy McKinsey Global Survey results
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Creating more value with corporate strategy: McKinsey Global Survey results

January 2011—Few companies create strategies that deliver more value than the sum of their business unit parts, but those that do also excel at moving resources and removing barriers.more

Drawing a new road map for growth
article | McKinsey Quarterly

Drawing a new road map for growth

April 2011—New findings show how large and small companies grow—and reveal the startling performance of emerging-market players.more

Sparking creativity in teams An executives guide
article | McKinsey Quarterly

Sparking creativity in teams: An executive’s guide

April 2011—Senior managers can apply practical insights from neuroscience to make themselves—and their teams—more creative.more

Managing government relations for the future McKinsey Global Survey results
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Managing government relations for the future: McKinsey Global Survey results

February 2011—Companies aren’t much more effective at managing their ties with governments than they were in late 2009, though more are engaging in collaboration instead of conflict.more

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Cooperatives represent approximately three to five percent of the world's GDP

McKinsey on Cooperatives

Cooperatives have a unique organizational structure and represent about 3 to 5% of the world’s GDP. In this report, we offer new thinking on the global trends and challenges they face.more

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