McKinsey Quarterly 2014
McKinsey Quarterly 2014 Number 1

Shaping the future of manufacturing

Examines the future of manufacturing, how senior executives should spread best practices, why leadership-development programs fail, taking data analytics to the next level, and Starbucks’ Indian expansion.

Shaping the future of manufacturing

Article - McKinsey Quarterly

Next-shoring: A CEO’s guide

– Proximity to demand and innovative supply ecosystems will trump labor costs as technology transforms operations in the years ahead.
Article - McKinsey Quarterly

3-D printing takes shape

– Additive manufacturing is evolving quickly. Senior executives should begin preparing for five disruptions that will accompany it.
Article - McKinsey Quarterly

Remaking the industrial economy

– A regenerative economic model—the circular economy—is starting to help companies create more value while reducing their dependence on scarce resources.
Interview - McKinsey Quarterly

Toward a circular economy: Philips CEO Frans van Houten

– A new economic model is helping the Dutch manufacturer improve its resource efficiency and financial attractiveness.

Data analytics: Getting to the next level

Article - McKinsey Quarterly

Views from the front lines of the data-analytics revolution

– At a unique gathering of data-analytics leaders, new solutions began emerging to vexing privacy, talent, organizational, and frontline-adoption challenges.
Article - McKinsey Quarterly

What executives should know about open data

– Novel and more accessible forms of information from government and private sources represent a new and rapidly growing piece of the big-data puzzle.
Article - McKinsey Quarterly

The benefits—and limits—of decision models

– Big data and models help overcome biases that cloud judgment, but many executive decisions also require bold action inspired by self-confidence. Here’s how to take charge in a clear-headed way.

Other highlights


Reimagining India: Creating partnerships for the future

– In short excerpts from Reimagining India, two CEOs from very different industries reflect on how global companies can succeed in India.
Book Excerpt - McKinsey Quarterly

Bad to great: The path to scaling up excellence

– Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way.
Article - McKinsey Quarterly

Tapping the power of hidden influencers

– A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts.
Article - McKinsey Quarterly

Why leadership-development programs fail

– Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.

Unearthing the sources of value hiding in your corporate portfolio

– Executives who rely on high-level metrics to manage will miss potential sources of value creation. A finer-grained look can help.

Research, trends, and emerging thinking

Article - McKinsey Quarterly

The mobile Internet’s consumer dividend

– New research suggests that user benefits have nearly doubled thanks to the growth of the wireless web.
Article - McKinsey Quarterly

Why the COO should lead social-media customer service

– Although social channels have become powerful and cost-effective tools for customer service, management may be in the wrong hands.
Article - McKinsey Quarterly

The strength of ‘weak signals’

– Snippets of information, often hidden in social-media streams, offer companies a valuable new tool for staying ahead.
Article - McKinsey Quarterly

Global gas markets: The North American factor

– New exports of low-cost gas from Canada and the United States could threaten liquefied natural gas projects in other regions.
Article - McKinsey Quarterly

Breaking through the start-up stall zone

– An early rush of revenue growth is necessary—but not sufficient—for long-term survival.

Uncovering hidden investment opportunities in Africa

– Recent research on the African private-equity market reveals a mismatch between supply and demand for financing that could point to investment opportunities.