Emerging markets on the move

By 2025, annual consumption in emerging markets will reach $30 trillion—the biggest growth opportunity in the history of capitalism. To compete for the prize, companies must master ten key disciplines.

Most companies still take a national or regional view when allocating resources for global growth. They should shift their focus to fast-growing cities.

Learn how leading companies combine insights about customers, competitors, and costs to develop more innovative and cost-effective products.

Companies that harness word-of-mouth effects, emphasize in-store execution, and get their brands onto shoppers’ short lists for initial consideration are more likely to capture the loyalty of emerging-market consumers.

To get products to customers in emerging markets, global manufacturers need strategies for navigating both the traditional and the modern retail landscapes.

As these powerful technologies shake up productivity and growth across industries, they will create new organizational imperatives.

Learn how decision makers are using rich real-time data and social media to gain fresh strategic insight.

Looming imbalances in global labor pools could make it harder for some companies to find enough skilled workers and for some less-skilled workers to find jobs.

Global competition, emerging skill shortages, and changing demographics will soon force companies to use their most highly paid talent more effectively.

Symantec’s chief human-resources officer, Rebecca Ranninger, describes the security software company’s transition to a virtual workplace while reflecting on the promise—and perils—of new ways of working.

Women continue to be underrepresented at senior-management levels in Asia, Europe, and North America. McKinsey research suggests some answers.

Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance.

Outliers are exactly that. Duplicating their performance is harder than we might wish.

In many industries, depreciated fixed assets provide a cost edge that favors incumbents. Airlines are different.

A sizable share of consumers say they are willing to pay a small premium—but willingness to pay melts away as the premium rises.