Digital strategy: The economics of disruption

A supply-and-demand guide to digital disruption.

As digital flows command a growing share of trade and economic growth, executives must answer new questions.

The chairman of Credit Suisse explains how digital innovation may lead to unexpected outcomes.

Low-cost attackers are targeting customers in lucrative parts of the sector.

Don Duet, global head of the technology division at Goldman Sachs, discusses the evolution of the firm’s digital strategy and its use of cloud infrastructure and technologies.

What happens after companies jettison traditional year-end evaluations?

Simple tweaks in communication and role-modeling based on the latest behavioral research can nudge employees into top form and create a more productive environment for everyone.

The cofounder of the company that created the world’s first computer-animated feature film lays out a management philosophy for keeping Pixar innovative.

The French food and water company Danone has a history of environmental awareness. In this interview with McKinsey partner Clarisse Magnin, CEO Emmanuel Faber discusses his commitment to resource efficiency.

The automation of work and the digital disruption of business models place a premium on leaders who can create a vision of change and frame it positively.

Fast-changing global markets put a premium on simplifying processes radically and breaking through silos.

How significant is the digital era? It’s the biggest technology transition in history, according to Cisco’s executive chairman—and requires a proportional response from companies.

What digital means for the next generation of corporate academies.

To make meaningful progress on gender diversity, companies must move beyond the averages and focus on the biggest pain points.

By capturing and analyzing social-media conversations, companies can improve their offerings and margins.

Executives generally overestimate their effectiveness as motivators and leaders.

Travel, transportation, and logistics companies are particularly vulnerable if they get it wrong.

The CEO of one of India’s largest makers of generic pharmaceuticals, Dr. Reddy’s Laboratories, explains how the company is organizing for the future.

Rising demand for foreign products, new platforms, and a push by the government are propelling the trend.

Consumers are buying massive amounts online, but subpar operating discipline in distribution is keeping costs high.

Advances in communications devices and new business models are weakening the industry’s hold on consumers, a survey of executives suggests.

Leaders must consider new ways to change the attitudes and behavior of employees.

Companies often complain about the unrealistic expectations of millennial workers, but heeding their call to action can improve the work environment for everyone.