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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

Editor's choice

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interview

Heineken’s CEO on leading a 150-year-old company

October 2014—As Heineken marks its 150th year, CEO Jean-François van Boxmeer speaks about innovation, managing for the long term, and how he aims to uphold the company’s rich legacy. more

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commentary | McKinsey Quarterly

The power of enduring companies

September 2014—In separate commentaries, former Tata Sons chairman Ratan Tata and SEB chairman Marcus Wallenberg both argue that creative destruction can be taken too far.more

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article | McKinsey Quarterly

Beyond the matrix organization

September 1979—In this Quarterly archive article, Tom Peters examines the flaws of the matrix-organization design and explores several more effective approaches to implement no more than one or two essential corporate thrusts at a time.more

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article | McKinsey Quarterly

Redefining capitalism

September 2014—Despite its ability to generate prosperity, capitalism is under attack. By shaking up our long-held assumptions about how and why the system works, we can improve it.more

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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

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article | McKinsey Quarterly

What strategists need: A meeting of the minds

September 2014—A unique gathering of strategists from academia, leading companies, and McKinsey debates the state of the discipline, with an emphasis on opportunities for innovation in a changing world.more

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survey

Economic Conditions Snapshot, September 2014: McKinsey Global Survey results

September 2014—A record number of survey respondents now fear geopolitical instability poses a threat to economic growth, both domestically and globally.more

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article

Making trade-offs in corporate portfolio decisions

September 2014—Managers often want to own good businesses they shouldn’t buy—or hold onto businesses they should sell. Here’s how some companies have made these tough decisions.more

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article | McKinsey Quarterly

Management intuition for the next 50 years

September 2014—The collision of technological disruption, rapid emerging-markets growth, and widespread aging is upending long-held assumptions that underpin strategy setting, decision making, and management.more

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survey

Sustainability’s strategic worth: McKinsey Global Survey results

July 2014—Executives at all levels see an important business role for sustainability. But when it comes to mastering the reputation, execution, and accountability of their sustainability programs, many companies have far to go.more

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