McKinsey Quarterly 2017 Number 1
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Reinventing the core

Lays out why companies should seize new opportunities in light of digitization, discusses fresh research on consumer decision journeys, and examines firms making strides on board-level gender diversity.

Features

Article - McKinsey Quarterly

The case for digital reinvention
– Digital technology, despite its seeming ubiquity, has only begun to penetrate industries. As it continues its advance, the implications for revenues, profits, and opportunities will be dramatic.
Interview - McKinsey Quarterly

ING’s agile transformation
– Two senior executives from the global bank describe their recent journey.
Article - McKinsey Quarterly

Three snapshots of digital transformation
– Financial services, food retailing, and pharma are reinventing themselves in different ways.
Interview - McKinsey Quarterly

Rewiring Citi for the digital age
– Citigroup’s Head of Operations and Technology describes the bank’s efforts to accelerate its digital transition, as well as the importance of having the right talent and agility to pull it off.
Article - McKinsey Quarterly

The new battleground for marketing-led growth
– In the digital age, consumers are always shopping around. New research shows that hooking them early is the strongest path to growth.
Interview - McKinsey Quarterly

Being patient-centric in a digitizing world
– A Danish pharma company’s strong customer focus and determined digital drive have important lessons for other businesses.
Article - McKinsey Quarterly

A smart home is where the bot is
– Within a decade, our living spaces will be enhanced by a host of new devices and technologies, performing a range of household functions and redefining what it means to feel at home.
Article - McKinsey Quarterly

The dark side of transparency
– Executives need to get smarter about when to open up and when to withhold information so they can enjoy the benefits of organizational transparency while mitigating its unintended consequences.
Interview - McKinsey Quarterly

Nokia’s next chapter
– The Finnish giant has exited mobile phones and doubled down on its networking business. Chairman Risto Siilasmaa explains why—and how.
Article - McKinsey Quarterly

Finding hidden leaders
– Organizations should learn to hunt, fish, and trawl for the best talent.

Research, trends, and emerging thinking

Article - McKinsey Quarterly

Measuring B2B’s digital gap
– B2B companies fall short of their B2C counterparts in key areas of our Digital Quotient assessment.
Article - McKinsey Quarterly

The hidden toll of workplace incivility
– Research shows that hurtful workplace behavior can depress performance, increase employee turnover, and even mar customer relationships.
Article - McKinsey Quarterly

Digital music’s Asian beat
– The heady growth of new music-streaming services in the region may contain lessons for other industries.
Article - McKinsey Quarterly

Rethinking the oil and gas organization
– Organizational choices made during a time of resource scarcity need reexamination when the cycle turns.
Article - McKinsey Quarterly

Omnichannel, not omnishambles
– Providing an omnichannel customer experience requires companies to become more flexible and responsive.
Article - McKinsey Quarterly

An ‘Uber’ for Chinese e-commerce
– Logistics companies are struggling to match delivery capacity to fluctuating demand. A new social-media platform could help.

Closing views

Article - McKinsey Quarterly

How to accelerate gender diversity on boards
– Slow progress in adding more women to boards has dominated the conversation. But tips from standout companies are more likely to inspire others to take firmer action.
Commentary - McKinsey Quarterly

Time for a new gender-equality playbook
– The old one isn’t working. We need bolder leadership and more exacting execution.