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October 2013—By 2025, almost half of the world’s biggest companies will probably be based in emerging markets, profoundly altering global competitive dynamics.more
September 2013—Dramatically changing the sector’s inefficient supply chain may eliminate the dangers posed by counterfeiting and medication errors.more
June 2013—Executives at Robert Bosch and McKinsey experts discuss the technology-driven changes that promise to trigger a new industrial revolution.more
May 2013—Retailers can respond by harnessing existing store locations and forging relationships with outside distributors.more
June 2013—McKinsey partners explore China’s coming technology transformation, the challenges facing manufacturers, and an exciting new wave of innovative enterprise sparked by high mobile penetration and social media.more
June 2013—Companies that continue to base their manufacturing strategies solely on China’s rock-bottom wages and stratospheric domestic growth rates are in for a rude awakening. New challenges will require new competitive priorities.more
June 2013—Meaningful advances are emerging in fields ranging from genomics to mobile apps—and what’s happening beneath the surface may be even more significant.more
May 2013—Purchased materials and services often make up 60 to 80 percent of a product’s cost. Companies that don’t invest in the purchasing team’s capabilities are throwing away value.more
May 2013—To master the extremes of a fast-changing competitive landscape, challenge your company’s assumptions about designing, developing, and manufacturing products for these regions.more
October 2012—Learn how leading companies combine insights about customers, competitors, and costs to develop more innovative and cost-effective products.more
June 2012–New business models that rethink ownership can shift value along the supply circle.more
November 2012—Manufacturing remains a critical force in both advanced and developing economies. But the sector has changed, bringing new opportunities and challenges to business leaders and policy makers. more
May 2012—By improving how risk is measured—and managed—in global operations, companies can adapt to changing conditions faster than competitors.more
January 2012—Focus on the human side of customer service to make it psychologically savvy, economically sound, and easier to scale. more
January 2011—Getting there means ditching today’s monolithic model in favor of splintered supply chains that dismantle complexity, and using manufacturing networks to hedge uncertainty.more
November 2011—Complex enterprise-resource-planning systems often fail because of the local-versus-global conundrum. By focusing on a handful of agreed-upon business priorities, IT executives can break the impasse. more
The material on this page draws on the research and experience of McKinsey consultants and other sources. To learn more about our expertise, please visit the McKinsey Global Institute, Operations Practice, Sustainability & Resource Productivity Practice.