McKinsey Quarterly 2017 Number 3
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Competing in a world of sectors without borders

Explores how digitization will shape global industries, discusses how to make better decisions, provides an action plan for workplace automation, and suggests ways for companies to improve HR.

Features

Article - McKinsey Quarterly

Competing in a world of sectors without borders

– Digitization is causing a radical reordering of traditional industry boundaries. What will it take to play offense and defense in tomorrow’s ecosystems?
Article - McKinsey Quarterly

Cracks in the ridesharing market—and how to fill them

– For all of its remarkable growth, ridesharing is still far from ubiquitous. To boost miles traveled, the industry will need new solutions, including smarter design.
Article - McKinsey Quarterly

Culture for a digital age

– Risk aversion, weak customer focus, and siloed mind-sets have long bedeviled organizations. In a digital world, solving these cultural problems is no longer optional.

Effective Organizations

Article - McKinsey Quarterly

Untangling your organization’s decision making

– Any organization can improve the speed and quality of its decisions by paying more attention to what it’s deciding.
Article - McKinsey Quarterly

High-performing teams: A timeless leadership topic

– CEOs and senior executives can employ proven techniques to create top-team performance.

How AI is changing business

Article - McKinsey Quarterly

A CEO action plan for workplace automation

– Senior executives need to understand the tactical as well as strategic opportunities, redesign their organizations, and commit to helping shape the debate about the future of work.
Interview - McKinsey Quarterly

A machine-learning approach to venture capital

– In this interview, Hone Capital managing partner Veronica Wu describes how her team uses a data-analytics model to make better investment decisions in early-stage start-ups.

Modernizing talent management

Article - McKinsey Quarterly

The CEO’s guide to competing through HR

– Technological tools provide a new opportunity for the function to reach its potential and drive real business value.
Article - McKinsey Quarterly

Using people analytics to drive business performance: A case study

– A quick-service restaurant chain with thousands of outlets around the world is using data to drive a successful turnaround, increase customer satisfaction, and grow revenues.

Research, trends, and emerging thinking

Article - McKinsey Quarterly

The roots of organic growth

– There are many paths to growth, and high performers take more than one—supported by reinforcing capabilities such as advanced analytics and digital customer-experience management.
Article - McKinsey Quarterly

When B2B buyers want to go digital—and when they don’t

– New research indicates where to focus digital investments so that they will reap rewards in online and face-to-face channels.
Article - McKinsey Quarterly

When to shift your digital strategy into a higher gear

– There may be a premium for making early moves.
Article - McKinsey Quarterly

New evidence for the power of digital platforms

– Incumbents should go on the attack with their own online exchanges.
Article - McKinsey Quarterly

What’s missing in leadership development?

– Only a few actions matter, and they require the CEO’s attention.
Article - McKinsey Quarterly

Hidden sources of better supply-chain performance

– High-level benchmarks often obscure paths to operations improvements. New data and metrics that tap underlying performance dynamics offer better visibility.
Article - McKinsey Quarterly

The two faces of fashion-industry performance

– Top-quintile companies are the engines of value creation. Digitization and better in-store experiences will drive future gains.
Article - McKinsey Quarterly

Fighting commoditization in chemicals with a better commercial model

– Windfalls on feedstocks and emerging-market growth have masked the margin damage from increasing commoditization.