McKinsey Quarterly 2022 Number 2
McKinsey Quarterly 2022 Number 2

Unearthing value from net-zero

Because of the momentum behind reducing net emissions of greenhouse gases, we may be at the threshold of “the largest reallocation of capital in history.” It’s an enormous challenge—and a great opportunity for bold organizations.


Article - McKinsey Quarterly

Playing offense to create value in the net-zero transition

– Decarbonization will reshape the economy, opening new markets and imperiling others. Now is the moment for companies to spot green growth opportunities and move boldly to take advantage.

Climate risk and the opportunity for real estate

– Real-estate leaders should revalue assets, decarbonize, and create new business opportunities. Here’s how.



The CEO: Architect of the new operations agenda

– To thrive in a volatile and unpredictable postpandemic economy, companies need smarter, faster, more agile business operations. That requires big changes—and commitment from the very top of the organization.
Article - McKinsey Quarterly

When bigger isn’t always better

– The recent spate of spin-off announcements reveals the limits of diversification as well as some of the potential value-creating benefits of separations.
Article - McKinsey Quarterly

A military veteran knows why your employees are leaving

– She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan.
Article - McKinsey Quarterly

Reviving the art of apprenticeship to unlock continuous skill development

– Postpandemic skill gaps need filling, and formal learning alone won’t do the trick. Scaling the lost art of one-on-one learning can make the difference.
Article - McKinsey Quarterly

Getting strategy wrong—and how to do it right instead

– Too many companies equate strategy with hitting financial goals. They underestimate the difficulty—and the value—of the real thing.

Mastering change: The new CFO mandate

– New research shows that now is the time for finance leaders to lean into the evolution of their roles and reassert themselves as strategic partners and digital enablers to the business.

This time it’s personal: Shaping the ‘new possible’ through employee experience

– In an era of workplace upheaval, companies that create tailored, authentic experiences strengthen employee purpose, ignite energy, and elevate organization-wide performance.

Intentional learning in practice: A 3x3x3 approach

– Learning can be honed through practice. Here’s an effective strategy to continually learn, grow, and achieve development goals.

Game on: An interview with Microsoft’s head of gaming ecosystem

– Sarah Bond discusses how Microsoft shifted its console-centric gaming business to make the most of its investments in cloud.
Article - McKinsey Quarterly

Bias Busters: A better way to brainstorm

– Structured conversation during brainstorming sessions removes some of the risks that can thwart honest discussion.