McKinsey Quarterly

Separating the signal from the noise since 1964

Editor’s Choice

This way out: How leading companies chart a full-potential COVID-Exit

Half measures and incrementalism won’t work when your company emerges from a crisis. Here’s how leading organizations are thinking about holistic transformation to go all in.

How COVID-19 is redefining the next-normal operating model

– With everything disrupted, going back to the same old thing is a losing strategy. The strongest companies are reinventing themselves... by embracing pandemic-driven change.

Why business building is the new priority for growth

– It can help companies diversify their revenues and keep pace with shifting customers and markets. But incumbents often lack the... skills they need.

Speeding up to become even more consumer-obsessed: An interview with GSK’s Keith Choy

– The leader of GlaxoSmithKline’s Asia–Pacific Consumer Healthcare group describes how his organization is speeding... up to serve consumers, despite the heightened uncertainty of COVID-19.
Five Fifty: The skillful corporation

The latest Five Fifty

The skillful corporation

McKinsey Quarterly Five Fifty—With skill shortages looming, companies need multiple tactics to close the capability gap. Here are three keys to action.

The Magazine

Issue

Finding meaning in difficult times

– Examines the role leaders play in helping their employees find meaning and purpose in times of crisis, makes the clear business case for dynamic portfolio management, and offers advice for CEOs around three important, technology-fueled trends.

In this issue

Igniting individual purpose in times of crisis

– Creating strong links to an individual purpose benefits individuals and companies alike—and could be vital in managing the postpandemic... uncertainties that lie ahead.

Why you’ve got to put your portfolio on the move

– We analyzed hundreds of companies, worldwide, across a decade-long business cycle. The conclusion? Winners change their business... mix, year after year. Laggards sit still.

Six problem-solving mindsets for very uncertain times

– Even the most inscrutable problems have solutions—or better outcomes than have been reached so far. Here’s how the... best problem solvers crack the code.

2020 issues

The CEO moment: Leading toward the next normal

– Examines the shifting role of the CEO in the wake of COVID-19, explores what a postpandemic organization could look like, and explains why inclusion and diversity are especially important during a crisis.

Climate: Shared risk. Shared response.

– Highlights the increasing threats of climate change, explores how today’s leaders can mitigate the more critical effects, and looks at how different industries are charting their own sustainability journeys.

Playing for the long haul

– Explains why companies that take a long-term view of value creation thrive, highlights the technology-driven business changes on the horizon, and takes a close look at the future of work.  

2019 Issues

Transformation

– Explores why companies should go “all in” on transformations, looks at innovation and performance, and explains how... talent is key to digital transformations.

The drumbeat of digital

– Looks at why companies should up the pace of digital-change efforts, explores the keys to successful M&A, and highlights the... importance of shifting the mind-sets and behaviors that hold back organizations.

Resilience

– Addresses business resilience and how companies can prepare for the next economic downturn, explores the ins and outs of effective... decision making, and takes a hard look at talent in the workplace.

Reimagining mobility

– Explores the future of mobility and what shifts mean for cars, business, and society. The issue includes perspectives from participants... shaping the coming mobility revolution.

Columns

McKinsey Quarterly Columns

Personal perspectives on top management topics

Bias busters: Avoiding snap judgments

– When making important business decisions, its critical... to put first impressions aside and explore the facts.

Bias busters: Getting both sides of the story

– How can the CEO break employees’ silence and get the critical input needed to make the right strategic moves?

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