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report | McKinsey Global Institute

Global flows in a digital age

April 2014—Global flows play an ever-larger role in determining the fate of nations, companies, and individuals. To be unconnected is to fall behind.more

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Editor's choice

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interview | McKinsey Global Institute

Disruptive entrepreneurs: An interview with Eric Ries

April 2014—Companies are all too aware of the disruptive power of technology. The author of The Lean Startup argues that the competitive reaction of many organizations remains fatally flawed.more

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Preparing for bigger, bolder shareholder activists

March 2014—Activists are targeting more and bigger companies. Here’s what attracts them—and some tips on how to respond when they show up.more

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interview

Dealing with activist investors: A conversation with Larry Kanarek

March 2014—Shareholder activists are having a profound impact on the behavior of companies. McKinsey director Larry Kanarek says executives must work with—rather than against—activists to improve performance.more

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Economic Conditions Snapshot, March 2014: McKinsey Global Survey results

March 2014—Executives maintain a positive outlook for both domestic and global growth, though geopolitical tensions in Europe herald new risks for the global economy.more

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article | McKinsey Quarterly

Building a forward-looking board

February 2014—Directors should spend a greater share of their time shaping an agenda for the future.more

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interview | McKinsey Global Institute

Why every leader should care about digitization and disruptive innovation

January 2014—Digitization, automation, and other advances are transforming industries, labor markets, and the global economy. In this interview, MIT’s Andrew McAfee and McKinsey’s James Manyika discuss how executives and policy makers can respond.more

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article | McKinsey Quarterly

What executives should know about open data

January 2014—Novel and more accessible forms of information from government and private sources represent a new and rapidly growing piece of the big-data puzzle.more

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Avoiding blind spots in your next joint venture

January 2014—Even joint ventures developed using familiar best practices can fail without cross-process discipline in planning and implementation.more

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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 Strategy Practice.