| Top Ten | McKinsey Quarterly 2019 |
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Effective meetings produce better business decisions. Yet too many decision meetings are doomed from the get-go. You can do better. more 
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Decision makers fed up with slow or subpar results take heart. Three practices can help improve decision making and convince skeptical business leaders that there is life after death by committee. more
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Separating people-leadership tasks from day-to-day business leadership can help organizations strike a better balance between centralization and decentralization, reduce complexity, and embrace agility. more
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With great power comes great responsibility. Organizations can mitigate the risks of applying artificial intelligence and advanced analytics by embracing three principles. more
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Radically new dynamics in the early 20th century transformed cars and, in turn, the world. Here’s why the next great inflection point is upon us, auguring changes no less profound. more
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Working in silos can cause tunnel vision, tribalism, and weak corporate performance. What’s a silo-buster to do? more
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Getting your environmental, social, and governance (ESG) proposition right links to higher value creation. Here’s why. more
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No industry or executive is immune to the profound implications of mobility’s second great inflection point. Here’s what you need to know now. more
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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. more
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As organizations rebuild their foundations to compete in the era of data and advanced analytics, in-house capability-building programs offer the best way to train workers up to the task. more
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