McKinsey Quarterly 2018 Number 4
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The new enterprise DNA

Looks at how data, technologies, and design are changing the makeup of today’s companies; why it’s essential to have a bold, agile digital strategy; and how to help your employees find more meaning in their work.
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The new enterprise DNA

Article - McKinsey Quarterly

The cornerstones of large-scale technology transformation
– A clear playbook is emerging for how to integrate and capitalize on advanced technologies—across an entire company, and in any industry.
Interview - McKinsey Quarterly

Taking digital transformation to the limits at Koç Holding
– The CEO and HR director of Turkey’s largest industrial conglomerate describe how a leadership-development program is preparing the company for a digital future—and shaking up the status quo.
Report - McKinsey Quarterly

The business value of design
– How do the best design performers increase their revenues and shareholder returns at nearly twice the rate of their industry counterparts?
Interview - McKinsey Quarterly

Building the workforce of tomorrow, today
– Software giant SAP is helping its workforce keep pace with technological change and new strategic thrusts.
Article - McKinsey Quarterly

Digital strategy: The four fights you have to win
– Yesterday’s tentative approaches won’t deliver; you need absolute clarity about digital’s demands, galvanized leadership, unparalleled agility, and the resolve to bet boldly.
Interview - McKinsey Quarterly

Building a tech-enabled ecosystem: An interview with Ping An’s Jessica Tan
– A culture of innovation and failing fast drives the Chinese financial conglomerate’s expansion beyond traditional sector boundaries and its early adoption of emerging technologies.

Other features

Interview - McKinsey Quarterly

Accidentally agile: An interview with the Rijksmuseum’s Taco Dibbits
– The director of the national museum of Dutch art and history describes the central role of agility in the museum’s massive renovation project—and in its drive for perpetual renewal.
Article - McKinsey Quarterly

Making work meaningful: A leader’s guide
– People who find meaning at work are happier, more productive, and more engaged. Four practical interventions can help make the search more likely to succeed.
Article - McKinsey Quarterly

The link between meaning and organizational health
– Employees are more likely to find meaning at work when the organizations they work in are healthy.
Article

Blockchain beyond the hype: What is the strategic business value?
– Companies can determine whether they should invest in blockchain by focusing on specific use cases and their market position.

Research, trends, and emerging thinking

Article - McKinsey Quarterly

Closing the gender gap: A missed opportunity for new CEOs
– Many new CEOs reshuffle their top teams, but surprisingly few make them more diverse. Can we do better?
Article - McKinsey Quarterly

The symbiotic relationship between organizational health and safety
– Management practices focusing on “hard” incentives, rewards, and consequences, as well as on employees’ mind-sets and values, make workplaces safer.
Article - McKinsey Quarterly

Setting the framework for car connectivity and user experience
– The connectivity experience of drivers and passengers will soon be transformed, with the potential for significant value creation. Here is a framework to measure progress.
Article - McKinsey Quarterly

What it takes to get an edge in the Internet of Things
– Three practices can help differentiate successful companies from those that struggle to gain traction.
Article - McKinsey Quarterly

Choosing the right path to growth
– To boost organic growth, most companies need a diverse set of initiatives—and how you sequence them matters.
Article - McKinsey Quarterly

Learning from digital threats
– Incumbent companies are finding they have strong hands to play as competition intensifies.
Article - McKinsey Quarterly

Bias busters: Taking the ‘outside view’
– Using a reference class can help executives gain much-needed perspective to inform their decision making.