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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
November 2014—Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist?more
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
September 2014—The economist who won a Nobel Prize for advancing our understanding of technology looks at the past and future of productivity-led growth.more
November 2014—Two experienced senior finance executives discuss their changing roles.more
September 2014—McKinsey’s former managing director Ian Davis explores the phenomenon of long-lived companies and the values and practices they share.more
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.
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
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
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
September 2014—The former IBM CEO offers his thoughts on the principles and strategies that sustain a company in the long run.more
September 2014—A record number of survey respondents now fear geopolitical instability poses a threat to economic growth, both domestically and globally.more
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
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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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.