McKinsey Quarterly 2019 Number 4
Transformation
Explores why companies should go “all in” on transformations, looks at innovation and performance, and explains how talent is key to digital transformations.
The truth about transformation
Article - McKinsey Quarterly
Why your next transformation should be ‘all in’
-
Improve the odds of a successful business transformation by going “all in” to kick-start performance and remake your portfolio.
Article - McKinsey Quarterly
The numbers behind successful transformations
-
Crunching the numbers on transformations suggests good news for companies that go broad, move fast and renew often, prioritize health, and keep stretching their aspirations.
Innovation’s transformative role
Article - McKinsey Quarterly
The innovation commitment
-
To catalyze breakthrough growth, leaders must set bold aspirations, make tough choices, and mobilize resources at scale.
Interview - McKinsey Quarterly
Speak softly, make tough decisions: An interview with Alibaba Group chairman and CEO Daniel Zhang
-
The chairman and CEO of China’s e-commerce giant describes Alibaba’s approach to innovation and how he balances analytics and instinct to push himself to spot hidden opportunities.
Advancing advanced technologies
Article - McKinsey Quarterly
Digital transformation: Improving the odds of success
-
Most digital transformations don’t yield the benefits that leaders expect. New research shows that five practices maximize the chance of extraordinary outcomes.
Article - McKinsey Quarterly
The analytics academy: Bridging the gap between human and artificial intelligence
-
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.
Shifting the organization
Article - McKinsey Quarterly
The helix organization
-
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.
Interview - McKinsey Quarterly
How the British Army’s operations went agile
-
Military commanders have had to change the way they operate in the field. Corporate executives should take note.
How society is reshaping business
Article - McKinsey Quarterly
Five ways that ESG creates value
-
Getting your environmental, social, and governance (ESG) proposition right links to higher value creation. Here’s why.
Article - McKinsey Quarterly
Answering society’s call: A new leadership imperative
-
How do transparency, empathy, and meaning work in practice?
Commentary - McKinsey Quarterly
‘Don’t be the villain’: Niall Ferguson looks forward and back at capitalism in crisis
-
The roots of discontent with global capitalism run deep, according to the historian. By looking back, business leaders can get a clearer view of what’s coming.
Research, trends, and emerging thinking
Article - McKinsey Quarterly
Redefining the power industry
-
Quick takes on the pressures posed by climate change—and potential responses.
Article - McKinsey Quarterly
Automation and economic disparity: A new challenge for CEOs
-
The automation age could widen economic disparities between high-growth cities and struggling rural areas, thus affecting where companies hire, invest, and locate.
Article - McKinsey Quarterly
Bias Busters: Getting both sides of the story
-
How can the CEO break employees’ silence and get the critical input needed to make the right strategic moves?