McKinsey Quarterly 2019 Issue 3
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The drumbeat of digital

Looks at why companies should up the pace of digital-change efforts, explores the keys to successful M&A, and highlights the importance of shifting the mind-sets and behaviors that hold back organizations.

On the cover

Article - McKinsey Quarterly

The drumbeat of digital: How winning teams play
– Pace and power go hand in hand for digital leaders, which typically run four times faster and pull critical strategic levers two times harder than other companies do.

Reallocating resources

Article - McKinsey Quarterly

Admit it, your investments are stuck in neutral
– New research shows that companies that know how to shift critical resources where and when they’re needed share common traits. Rigor is the first one.
Article - McKinsey Quarterly

Bias busters: Knowing when to kill a project
– You’re keen on encouraging innovation and letting a thousand flowers bloom, but how do you sort the weeds from the seeds?

Dealing with m&a

Article - McKinsey Quarterly

How lots of small M&A deals add up to big value
– New research confirms that companies that regularly and systematically pursue moderately sized M&A deliver better shareholder returns than companies that don’t.
Interview - McKinsey Quarterly

Compound growth at MilliporeSigma
– CEO Udit Batra describes what it took to fuse two vibrant R&D organizations, as well as the business value realized from their integration.
Article - McKinsey Quarterly

The secret ingredient of successful big deals: Organizational health
– Creating value from a merger is not easy. Acquirers that get it right start with an overlooked advantage: a healthy organization.
Interview - McKinsey Quarterly

Demystifying deal making: Lessons from M&A veterans
– Two longtime experts in mergers and acquisitions describe what works—and what doesn’t—in corporate deal making, including how to approach the role of activist investors.

Other features

Article - McKinsey Quarterly

Getting personal about change
– The need to shift mind-sets is the biggest block to successful transformations. The key lies in making the shift both individual and institutional—at the same time.
Interview - McKinsey Quarterly

All in: From recovery to agility at Spark New Zealand
– Three members of the telco’s top team describe the challenges and rewards of implementing agile rapidly—and the power of a “no plan B” approach to change.
Article - McKinsey Quarterly

Confronting overconfidence in talent strategy, management, and development
– Best practices are well understood. But are companies following them as closely as their leaders claim?

RESEARCH, TRENDS, AND EMERGING THINKING

Article - McKinsey Quarterly

The Chinese luxury consumer
– If you’re in luxury goods and services, China is the story.
Article - McKinsey Quarterly

The public sector gets serious about customer experience
– As public expectations rise, government agencies are doubling down on improving service delivery to delight their customers.
Article - McKinsey Quarterly

Can artificial intelligence help society as much as it helps business?
– The answer is yes—but only if leaders start embracing technological social responsibility (TSR) as a new business imperative for the AI era.