Back to Digital Newsstand McKinsey Quarterly 2013 Number 4

Strategy to beat the odds

Examines how to make wise strategic choices, mobilize the C-suite to take advantage of big data, use social technologies to engage employees and transform organizations, and build vibrant communities with help from companies.

Searching for strategy that beats the odds

Article - McKinsey Quarterly

The strategic yardstick you can’t afford to ignore

– A systematic scan of the economic-profit performance of nearly 3,000 global companies yields fresh insight about where and how to compete.
Article - McKinsey Quarterly

Mastering the building blocks of strategy

– Increase your likelihood of developing effective strategies through an approach that’s thorough, action-oriented, and comfortable with debate and ambiguity.
Interview - McKinsey Quarterly

Rethinking where to compete: An interview with the CEO of Pentair

– The US manufacturer has reinvented itself by switching out of power tools and into water and other resource-based businesses.

Committing to strategy that beats the odds

Article - McKinsey Quarterly

Never let a good crisis go to waste

– New research shows that actively reallocating corporate resources is even more important in a downturn than it is in good times.
Article - McKinsey Quarterly

Avoiding the quicksand: Ten techniques for more agile corporate resource allocation

– These tested ideas can help organizations overcome inertia and implement their strategies more effectively.
Article - McKinsey Quarterly

How quickly should a new CEO shift corporate resources?

– Moving early to reconfigure the business portfolio and top-management team improves corporate performance and the odds for a lengthy tenure.
Interview - McKinsey Quarterly

Tilting the global balance: An interview with the CEO of Solvay

– The Belgian company is reshaping its portfolio to focus harder on fast-growing markets.

Other highlights

Article - McKinsey Quarterly

Mobilizing your C-suite for big-data analytics

– Leadership-capacity constraints are undermining many companies’ efforts. New management structures, roles, and divisions of labor can all be part of the solution.
Article - McKinsey Quarterly

Measuring the full impact of digital capital

– Although largely uncounted, intangible digital assets may hold an important key to understanding competition and growth in the Internet era.
Article - McKinsey Quarterly

Doing well by doing good: A leader’s guide

– Addressing community problems increasingly requires cooperation among the private, public, and not-for-profit sectors. Here, three executives explain how a civic alliance in America’s Minneapolis–Saint Paul region may point toward an operating model.
Article - McKinsey Quarterly

Breaking the US growth impasse

– Business leaders can give the US economy a shot in the arm by stepping out of their comfort zones, pursuing innovative partnerships, and creating industry standards.
Article - McKinsey Quarterly

Building the social enterprise

– By following a few simple principles, leaders can realize the vast potential of social technologies to engage employees and transform organizations.

How B2B companies talk past their customer

– New research shows there’s a surprising gap between the brand messages that suppliers offer to customers and what their customers really want to know.

Research, trends, and emerging thinking

Article - McKinsey Quarterly

Bringing the voice of the customer into the factory

– Consumer-facing companies typically know more about their end customers than contract manufacturers do. Passing that knowledge along is good for everyone.
Article - McKinsey Quarterly

The economics underlying airline competition

– Budget carriers face difficult odds moving into the most profitable sector of the airline industry.
Article - McKinsey Quarterly

Organizing the government-affairs function for impact

– The value at stake from government and regulatory intervention is huge. Companies that approach external engagement in a disciplined way capture more of it.