Plus, get the latest on US consumer sentiment
|
| |
| | | | |
| | | | As the United States’ share of global manufacturing has declined, the debate over rebuilding domestic industrial capacity has shifted from economics alone to broader questions of competitiveness, resilience, and national security. The challenge for policymakers and business leaders is determining where greater domestic production can create strategic advantage while balancing cost, innovation, and efficiency. In our featured story, McKinsey’s Rebecca J. Anderson, Jeffrey Condon, Olivia White, Eric Kutcher, Shubham Singhal, Mike Conway, Anu Madgavkar, and Camillo Lamanna dive into the case for rebuilding America’s manufacturing base.
Other highlights include the following topics:
| | | | | how leaders can prepare for the quantum era | | | | | | | how US consumers are feeling in the second quarter of the year | | | | | | | a preview of the global banking industry in 2025 | | | | | | |
| |
| |
| | | | | Probing how much manufacturing ramp-up would be needed to address US trade dependencies. | | Read more  | | | | | |
|
| | | |
| | | | | Quantum computing could optimize portfolios, simulate molecules, and model supply chains. That’s just a start. In the next decade, as the technology matures, early movers could unlock real value.
3 steps for quantum computing success
| | |  | | | | | | Ahead of the summer season, a smaller share of US consumers reported optimism while a greater share reported cost concerns, which could impact their spending across discretionary categories. Here’s the latest research from our ConsumerWise team.
Discover key consumer trends
| | | | | | | | | In this preview of our 2026 Global Banking Annual Review, we provide a glimpse of banks’ continued strong results in 2025; the emergence of a new world map; the tipping point for customer ownership; and the unprecedented pace at which AI is remaking the industry, prompting banks to accelerate their precision strategies and evolve into multispeed organizations.
Download the preview
| | | |
|
|
| | | | | | | | As geopolitics redraws trade flows and strategic priorities, CEOs who anticipate the shifts—and reallocate capital accordingly—can create durable new growth pathways.
Lead in the new trade era
| | | | | |
|
| | | | | |
| | |
| | | | | See how our colleagues and clients are driving progress across sustainability, inclusive growth, and responsible business practices. | | Download the report | | | |
|
| |
| | | | | Find direct answers to complex questions, backed by McKinsey’s expert insights.
Learn more
| | | | | | | | | | | Monthly obituaries from business and society, highlighting the lasting legacies of executives and leaders from around the globe.
Explore the latest obituaries
| | | |
|
|
| | | | | | | | Too many boards just review and approve strategy. Three questions can help them—and executives—begin to do better. Read our 2013 classic “Tapping the strategic potential of boards” to learn more.
Rewind
| | | | | |
|
| | | —Edited by Nadia Wynter, editor, Washington, DC
| | |
| | | |
|
|
|
Copyright © 2026 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
|
|
|
|
