McKinsey Quarterly 2020 Issue 4
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Finding meaning in difficult times

Examines the role leaders play in helping their employees find meaning and purpose in times of crisis, makes the clear business case for dynamic portfolio management, and offers advice for CEOs around three important, technology-fueled trends.

FINDING MEANING IN DIFFICULT TIMES

Article - McKinsey Quarterly

The boss factor: Making the world a better place through workplace relationships

– Businesses looking to make an external social contribution should, paradoxically, look inside: improving workers’ job satisfaction could be the single most important thing they do.
Article - McKinsey Quarterly

Igniting individual purpose in times of crisis

– Creating strong links to an individual purpose benefits individuals and companies alike—and could be vital in managing the postpandemic uncertainties that lie ahead.
Article - McKinsey Quarterly

The hidden perils of unresolved grief

– The pandemic is fueling a wave of grief and loss that threatens to derail leaders and hurt organizations. Yet when addressed, grief can be a creative force that turns loss into inspiration.
Article - McKinsey Quarterly

Your organization is grieving—here’s how you can help

– Responsive leaders need to bring the mourning process forward in their organizational culture—and in their own leadership approach.
Interview - McKinsey Quarterly

Leading with purpose and humanity: A conversation with Hubert Joly

– Best Buy’s former chairman and CEO reflects on a business’s reason for being by defining it around purpose and humanity, the link to competitive advantage, and managing shareholders and stakeholders during a crisis and beyond.
Interview - McKinsey Quarterly

Declaration of interdependence: B Lab Global’s Andrew Kassoy

– The CEO and cofounder of B Lab Global explains how business leaders can create the most value for shareholders, stakeholders, and society by recognizing the interdependencies that bind them together.

DRIVING THE DYNAMIC PORTFOLIO

Article - McKinsey Quarterly

Why you’ve got to put your portfolio on the move

– We analyzed hundreds of companies, worldwide, across a decade-long business cycle. The conclusion? Winners change their business mix, year after year. Laggards sit still.
Article - McKinsey Quarterly

The telltale signs of successful digital deals

– Digital M&A is challenging—and often a necessity for digital transformation. Sophisticated acquirers boost their odds by addressing the pain points that undermine outperformance.

OTHER FEATURES

Article - McKinsey Quarterly

Ecosystem 2.0: Climbing to the next level

– After a first wave of trials, incumbents are shaking up value chains to attract new ecosystem customers—and tap potentially huge pools of value.
Article - McKinsey Quarterly

Three actions CEOs can take to get value from cloud computing

– Leaders need to accelerate their journey to the cloud in order to digitize quickly and effectively in the wake of COVID-19.
Article - McKinsey Quarterly

Personalizing change management in the smartphone era

– A global manufacturer is blending digital technology, analytics, and behavioral science to personalize its change program. Its experience offers lessons for leaders everywhere.
Article - McKinsey Quarterly

Six problem-solving mindsets for very uncertain times

– Even the most inscrutable problems have solutions—or better outcomes than have been reached so far. Here’s how the best problem solvers crack the code.