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Please review some of our latest thinking on strategy.
(Please note: free, one-time registration is required to read any McKinsey Quarterly articles listed on this page).
 |  | | Leadership and innovation | | The McKinsey Quarterly, January 2008
McKinsey research reveals a wide gap between the aspirations of executives to innovate and their ability to execute. Organizational structures and processes are not the solution. | Read more on the McKinsey Quarterly site |
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| | | Deal making in 2007: Is the M&A boom over? | | The McKinsey Quarterly, Dec 2007
Reports of the demise of the M&A boom may be greatly exaggerated. But to keep it going, companies must work even harder to ensure that deals create value. | | Read more on the McKinsey Quarterly site |
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| | | Innovative management: A conversation with Gary Hamel and Lowell Bryan | | The McKinsey Quarterly, November 2007
Forward-looking executives must respond to the growing need for a new managerial model. | | Read more on the McKinsey Quarterly site |
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| | | Harnessing the power of informal employee networks | | The McKinsey Quarterly, November 2007
Formalizing a company's ad hoc peer groups can spur collaboration and unlock value.
| | Read more on the McKinsey Quarterly site |
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| | | Bringing best practice to China | | The McKinsey Quarterly, November 2007
As the country merges into the world economy, best practice in China will become best practice globally, products developed in China will become global products, and industrial processes developed in China will become global processes. | | Read more on the McKinsey Quarterly site |
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| | | Strategy's strategist: An interview with Richard Rumelt | | The McKinsey Quarterly, November 2007
A giant in the field of strategy ruminates on strategic planning, diversification and focus, and the role of the CEO.
| | Read more on the McKinsey Quarterly site |
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| | | Crafting a message that sticks: An interview with Chip Heath | | The McKinsey Quarterly, November 2007
The key to effective communication: make it simple, make it concrete, and make it surprising. | | Read more on the McKinsey Quarterly site |
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| | | CEOs on strategy and social issues | | The McKinsey Quarterly, October 2007
Business leaders are now more inclined to incorporate society's expectations into their core strategies but face many challenges when they do.
| | Read more on the McKinsey Quarterly site |
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| | | Better strategy for business units: A McKinsey Global Survey | | The McKinsey Quarterly, July 2007
Executives are most positive about the outcomes of strategy formulation for their companies' business units when they work at companies that use a collaborative approach. And while they say following best practices yields better results, they use those practices less often than they think they should. | | Read more on the McKinsey Quarterly site |
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| | | The elusive goal of corporate outperformance | | The McKinsey Quarterly, April 2007
Few large global companies outperform their competitors on both revenue growth and profitability over a decade. Do those that do have anything else in common?
| | Read more on the McKinsey Quarterly site |
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