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Just a few years ago, seduced by visions of limitless growth and the dotcom boom, many companies gave short shrift to seemingly mundane business processes. Today, the focus is on fundamental strength and bottom-line results, and CEOs are making operational excellence their top priority.
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 | | | Are you listening to your call center? | | McKinsey Quarterly, April 2010
Supposedly low-value calls may convey important information. Mining their content can help companies diagnose problems and make lasting business improvements.
| | Read more on McKinsey Quarterly site |
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| | | Using behavioral science to improve the customer experience | | McKinsey Quarterly, February 2010
By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction.
| | Read more on McKinsey Quarterly site |
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| | | The path to successful new products | | McKinsey Quarterly, January 2010
Businesses with the best product-development track records stand apart from their less-successful peers in three crucial ways.
| | Read more on McKinsey Quarterly site |
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| | | Taming demand variability in back-office services | | McKinsey Quarterly, September 2009
Managers in many back-office processing environments can make them more flexible and remove waste by organizing transactions or activities according to their variability.
| | Read more on McKinsey Quarterly site |
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| | | How to optimize knowledge sharing in a factory network | | McKinsey Quarterly, September 2009
Designing a manufacturing network entails devising and managing flows of innovation and know-how—not just determining what to produce and where—and organizing the resulting logistics flows.
| | Read more on McKinsey Quarterly site |
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| | | A leaner public sector | | McKinsey Quarterly, August 2009
Through lean and Six Sigma initiatives, public-sector agencies can improve performance and productivity—but the impact won’t stick if they ignore the "soft" side of making operational change happen.
| | Read more on McKinsey Quarterly site |
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| | | When citizens are your customers | | McKinsey Quarterly, August 2009
Optimization techniques using noncontroversial metrics such as customer satisfaction can help government agencies improve their service levels. | | Read more on McKinsey Quarterly site |
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| | | Improving public-sector purchasing | | McKinsey Quarterly, August 2009
To get the most out of the purchasing function, public institutions should gain a consolidated view of purchasing spend, set high aspirations for change, streamline buying processes, and strengthen the purchasing organization. | | Read more on McKinsey Quarterly site |
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