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May 2013—Companies can create a powerful risk culture without turning the organization upside down.more
April 2010—One capital ratio tops others in foreshadowing distress—and it’s not the one that’s traditionally been regulated.more
January 2013—Early-warning tracking of small changes in customers’ financial situations can make a big impact on the bottom line.more
August 2012—Risk-averse midlevel managers making routine investment decisions can shift an entire company’s risk profile. An organization-wide stance toward risk can help.more
January 2013—To secure future growth, banks must fundamentally transform their economics, businesses, and cultures.more
October 2011—The economist and coauthor of This Time Is Different explains what history can teach us about the global downturn and why climbing out of it is still rife with risks. more
January 2012—Reducing debt in mature economies continues to be a long and slow process. But lessons of history show that with the right reforms during deleveraging, countries can return to robust long-term growth.more
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
July 2010—Deciding how and what to hedge requires a company-wide look at the total costs and benefits.more
October 2009—Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.more
November 2009—Although it is surprisingly hard to create good ones, they help you ask the right questions and prepare for the unexpected. That is hugely valuable. more
October 2009—The portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment.more
December 2010—By 2020, half of the world's saving and investment will take place in emerging markets, and there will be a substantial gap between global investment demand and the world's likely saving.more
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The creation of knowledge supports McKinsey's core mission: helping our clients achieve distinctive, lasting, and substantial performance improvements. We publish our insights and those of external experts to help advance the practice of management and provide leaders with facts on which to base business and policy decisions. Views expressed by third-party authors are theirs alone.