McKinsey Quarterly 2015 Number 4
Agility
Explores the paradox of combining speed and stability to achieve agility. Also, describes how Chinese leaders are navigating the country’s shifting economic environment.
Agility
Article - McKinsey Quarterly
Why agility pays
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New research shows that the trick for companies is to combine speed with stability.
Article - McKinsey Quarterly
Agility lessons from utilities
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The industry faces pressure on its core businesses and unexpected digital competition. Evaluating the external environment and making bets more quickly will be decisive for incumbents.
Article - McKinsey Quarterly
Adhocracy for an agile age
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The agile organizational model gives primacy to action while improving the speed and quality of the decisions that matter most.
Taking China's pulse
Article - McKinsey Quarterly
Five myths about the Chinese economy
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Predictions of deepening economic woes are plentiful. Here are five arguments against the pessimism.
Report - MGI Research
Gauging the strength of Chinese innovation
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China does well in customer- and manufacturing-oriented innovation, though not in the more advanced varieties. But the country will need them to sustain growth.
Article
Five keys to connecting with China’s wired consumers
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China is the world’s largest and most dynamic e-commerce market. But being successful requires understanding and embracing its unique digital landscape and consumers.
Article - McKinsey Quarterly
How China country heads are coping
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As multinational companies face stronger headwinds, how are local leaders dealing with the situation, and what would help them move faster?
Other highlights
Commentary - McKinsey Quarterly
Gender equality: Taking stock of where we are
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Why are women still underrepresented at every level of today’s corporations?
Article - McKinsey Quarterly
An executive's guide to the Internet of Things
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The rate of adoption is accelerating. Here are six things you need to know.
Article - McKinsey Quarterly
Knowing when corporate headquarters adds rather than subtracts value
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Reduce value destruction by applying three tests to initiatives from the center.
Research, trends, and emerging thinking
Article - McKinsey Quarterly
Revisiting the matrix organization
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By clarifying roles within a matrix organization, managers can boost both the engagement of the workforce and a company’s organizational health.
Article - McKinsey Quarterly
Why it’s still a world of ‘grow or go’
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In a challenging environment, growth matters more than ever.
Article - McKinsey Quarterly
Taking the measure of the networked enterprise
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New research shows that power users reap the greatest benefits from social technologies.
Article - McKinsey Quarterly
When subpar operations threaten margin growth
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Consumer-goods companies with weak cost management will struggle to increase the bottom line—no matter how much they grow.
Closing view
Article - McKinsey Quarterly
How should you tap into Silicon Valley?
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Not by sticking a toe in the water. Get your management team aligned and then commit.