Insights & Publications

Organization

Making boards work
commentary

Making boards work

December 2014—Most directors don’t understand the company’s strategy and prioritize short-term gain at the expense of creating long-term value. We recommend four essential changes.more

Editor's choice

big-data-translators-1536x1536_Thumbnail
article

How to get the most from big data

December 2014—Organizations need specialists, or “translators,” who can analyze, distill, and clearly communicate information of the greatest potential value.more

Family_owned_business_1536x1536_Thumbnail
article | McKinsey Quarterly

The family-business factor in emerging markets

December 2014—Family-owned businesses are a large and growing force. Organizations that want to collaborate—or compete—with these companies in emerging markets must first understand them.more

Lessons-from-the-diwaniya_1536x1536_Thumbnail
interview

Lessons from the diwaniya: An interview with Sulaiman Abdulkadir Al-Muhaidib

December 2014—The chairman of Saudi conglomerate Al Muhaidib reflects on the values of his father—the company’s founder—and lessons learned while growing up in the family business.more

World_class_teams_1536x1536_Thumbnail
commentary | McKinsey Quarterly

World-class teams

December 1992—Winning teams are tough to find—and even tougher to build. In this classic McKinsey Quarterly article from 1992, the former captain of New Zealand’s mighty All Blacks rugby team, David Kirk, explains how to develop superlative performers.more

Leadershipt_team_42A_1536x1536-58percent_Thumbnail
interview | McKinsey Quarterly

From bottom to top: Turning around the top team

November 2014—A case study of change at Philips illustrates the importance of the “soft stuff.”more

Next-frontiers_1536x1536_Thumbnail
commentary | McKinsey Quarterly

Synthesis, capabilities, and overlooked insights: Next frontiers for strategists

September 2014—The founder of McKinsey’s Strategy Practice, a London Business School professor, and a chief strategist turned professor describe pain points and possibilities for strategists on the leading edge.more

Global-organizations_1536x1536_Thumbnail
article | McKinsey Quarterly

The past and future of global organizations

September 2014—After more than 50 years of trying, the search for an ideal model of the global organization remains elusive. But intriguing new experiments are under way.more

Change_platforms_1536x1536_Thumbnail
commentary

Build a change platform, not a change program

October 2014—It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top.more

corporate-longevity_1536x1536_Thumbnail
article | McKinsey Quarterly

Reflections on corporate longevity

September 2014—McKinsey’s former managing director Ian Davis explores the phenomenon of long-lived companies and the values and practices they share.more

Gerstner_1536x1536_Thumbnail
interview | McKinsey Quarterly

Lou Gerstner on corporate reinvention and values

September 2014—The former IBM CEO offers his thoughts on the principles and strategies that sustain a company in the long run.more

About this content

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 Organization Practice.