McKinsey Quarterly 2014
McKinsey Quarterly 2014 Number 4

Competing on the digital edge

Explores how digitization is transforming everything from the flow of goods, services, and talent to the auto industry to China’s corporations. Also examines ongoing gender-equality efforts around the world, as well as the four essential behaviors of successful leaders.

Competing on the digital edge

Article - McKinsey Quarterly

Harnessing the power of shifting global flows

– Understand what countries and executives need to know to benefit from the next—and markedly different—wave of globalization.
Article - McKinsey Quarterly

A road map to the future for the auto industry

– As the sector transforms itself, will the automobile keep its soul?
Article - McKinsey Quarterly

Service innovation in a digital world

– New digital upstarts are threatening the bottom lines, growth prospects, and even business models of traditional service providers. It’s time for incumbents to innovate—or be left behind.
Interview - McKinsey Quarterly

Redefining service innovation at Starwood

– The head of the hotel company’s loyalty program, Mark Vondrasek, describes its approach to technology, guest loyalty, and disruptive new competitors.
Article - McKinsey Quarterly

China’s rising Internet wave: Wired companies

– After a massive rise in Internet use by consumers, learn why adoption by Chinese internet companies is catching up with that of the developed world.

Tackling gender diversity

Commentary - McKinsey Quarterly

Championing gender equality in Australia

– A group of business leaders is redefining the role of men in the promotion of gender equality—and improving the environment for women leaders in their own organizations.
Article - McKinsey Quarterly

Promoting gender diversity in the Gulf

– Companies in the region increasingly recognize the potential of women leaders to enhance organizational effectiveness.
Commentary - McKinsey Quarterly

Women leaders in the Gulf: The view from Saudi Aramco

– The oil giant’s most senior female executive recounts her experiences as a young leader at Saudi Aramco and describes its approach to developing talented women.
Article - McKinsey Quarterly

Fostering women leaders: A fitness test for your top team

– Posing five questions can help start a challenging management conversation.
Commentary - McKinsey Quarterly

Addressing unconscious bias

– Does lopsided male representation in media skew our perceptions? Geena Davis believes it does and corporations have a critical role in driving change.

Other highlights

Interview - McKinsey Quarterly

From bottom to top: Turning around the top team

– A case study of change at Philips illustrates the importance of the “soft stuff.”
Article - McKinsey Quarterly

Decoding leadership: What really matters

– New research suggests that the secret to developing effective leaders is to encourage four types of behavior.
Commentary - McKinsey Quarterly

Confronting corruption

– Policies, controls, and culture must all work together to withstand the inevitable pressures when they arise.

Research, trends, and emerging thinking

Article - McKinsey Quarterly

The perils of ignoring software development

– Software is a key to market differentiation and value creation for an increasing number of products and services.
Article - McKinsey Quarterly

Running your company at two speeds

– Digital competition may dictate a new organizational architecture in which emerging digital processes coexist with traditional ones.
Article - McKinsey Quarterly

Brand success in an era of Digital Darwinism

– Companies adept at using digital tools along the consumer decision journey are gaining a sizable lead over competitors.
Article - McKinsey Quarterly

Are you ready for 3-D printing?

– There have been false dawns before, but this technology is poised to deliver cost benefits and to advance innovation in manufacturing.
Article - McKinsey Quarterly

Taming manufacturing complexity with advanced analytics

– A chemical maker uses advanced analytical techniques to identify—and seize—opportunities across its value chain. Better collaboration is a side benefit.
Article - McKinsey Quarterly

Why yesterday’s channel practices won’t win over emerging-market consumers

– Latin American consumer-product companies that use sophisticated data-oriented tools achieve superior price differentiation.