Top 10 in strategy and organization | 2014

1. Strategic principles for competing in the digital age

Digitization is rewriting the rules of competition, with incumbent companies most at risk of being left behind. Here are six critical decisions CEOs must make to address the strategic challenge posed by the digital revolution. more

2. Rethinking the role of the strategist

Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist? more

3. Can strategic planning pay off?

In a classic article from the McKinsey Quarterly archives, Louis V. Gerstner, Jr., proposes four guidelines to help strategic planners make the crucial leap from plans to decisions. more

4. Build a change platform, not a change program

It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. more

5. Beyond the matrix organization

In this Quarterly article from 1979, 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

6. Why implementation matters

How important is the way you implement a major change effort? We surveyed more than 2,000 global executives to find out—and to learn from the best. more

7. What strategists need: A meeting of the minds

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

8. Realizing the power of talented women

In 2010, eBay embarked on a journey to bring more women into its top ranks. It found that commitment, measurement, and culture outweigh a business case and HR policies. more

9. The hidden value of organizational health–and how to capture it

New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it. more

10. Synthesis, capabilities, and overlooked insights: Next frontiers for strategists

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

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