We use cookies essential for this site to function well. Please click "Accept" to help us improve its usefulness with additional cookies. Learn about our use of cookies, and collaboration with select social media and trusted analytics partners here.

Accept Use minimal essential cookies
Back to McKinsey Quarterly Magazine
McKinsey Quarterly 2017 V4
McKinsey Quarterly 2017 Number 4

Artificial intelligence takes shape

Examines AI-driven automation and how it will transform the economy, discusses why lifelong learning should be a corporate priority, and lays out the health imperative for organizations.

HOW TECHNOLOGY IS RESHAPING THE WORKPLACE AND THE ECONOMY

Article - McKinsey Quarterly

Where is technology taking the economy?
– We are creating an intelligence that is external to humans and housed in the virtual economy. This is bringing us into a new economic era—a distributive one—where different rules apply.
Interview - McKinsey Quarterly

Rethinking the workplace: Flexibility, fairness, and enlightened automation
– People aren’t powerless in the face of new technologies; the future of work is up to us.

THE BUSINESS CASE FOR LIFELONG LEARNING

Commentary - McKinsey Quarterly

Putting lifelong learning on the CEO agenda
– In an open letter to business leaders, a Harvard Business School professor and a learning engineer at the Chan Zuckerberg Initiative present an emphatic case to make learning a corporate priority.
Commentary - McKinsey Quarterly

Getting ready for the future of work
– Artificial intelligence is poised to disrupt the workplace. What will the company of the future look like—and how will people keep up?
Commentary - McKinsey Quarterly

Learning innovation in the digital age
– As the workplace changes, so must education and training. Exciting experiments are under way—but are they enough?

THE HEALTH IMPERATIVE FOR ORGANIZATIONS, INDIVIDUALS, AND LEADERS

Article - McKinsey Quarterly

Organizational health: A fast track to performance improvement
– Working on health works. It’s good for your people and for your bottom line.
Article - McKinsey Quarterly

The yin and yang of organizational health
– Sustained performance over the long term and successful transformation in the near term require many of the same ingredients.
Commentary - McKinsey Quarterly

Wellness at work: The promise and pitfalls
– It takes more than a discounted health-club membership to move the needle on employee well-being.
Article - McKinsey Quarterly

Memo to the CEO: Are you the source of workplace dysfunction?
– Rudeness and bullying are rife, says Stanford professor Bob Sutton. Wise leaders figure out how to fix their teams and organizations; and they start by taking a long look in the mirror.

OTHER FEATURES

Interview - McKinsey Quarterly

Safe enough to try: An interview with Zappos CEO Tony Hsieh
– Organizations are more likely to innovate and thrive when they unleash the potential of individuals and the power of self-organizing teams, says the online retailer’s CEO.

Research, trends, and emerging thinking

Commentary - McKinsey Quarterly

Democratizing diversity
– The general manager of people and culture at Australia’s Origin Energy explains why it’s important to go beyond top-down objectives and targets.
Article - McKinsey Quarterly

How the semiconductor industry is taking charge of its transformation
– Three snapshots demonstrate areas of change and opportunity.
Article - McKinsey Quarterly

Putting the right price on customer interactions
– Consumers are willing to pay more for choice in their interactions, yet most companies remain perplexed about which ones their customers really want—and how much to charge for them.
Article - McKinsey Quarterly

Fighting portfolio complexity
– Many consumer-packaged-goods companies are placing too many bets. Greater simplicity and agility increase the odds of higher performance.
Article - McKinsey Quarterly

A new map for strategic growth in banking
– Portfolio strategists need to look beyond economic development when eyeing new investment.
Article - McKinsey Quarterly

Applying stress tests beyond banking
– The technique can provide important insights to many companies operating under uncertainty.
Commentary - McKinsey Quarterly

Creating an innovation culture
– Corning’s Silicon Valley technology chief shares how to stay creative over the long haul, drawing on 40 years of experience.