The McKinsey Quarterly
Managing Your Organization by the Evidence
An organization is much more likely to improve its current performance and underlying health by using a combination of practices rather than any one of them alone, new McKinsey research finds.
Lessons From A Global Retailer: An interview with the President of Careefour China
Jean-Luc Chéreau discusses the French company's experiences as its hypermarkets spread out from China's biggest cities to the vast hinterland.
Taking Offshoring Beyond Labor Cost Savings
Offshoring becomes a powerful tool for business transformation once companies combine labor cost savings with other productivity and revenue-generating levers.
Creation Nets: Getting the Most from Open Innovation
A typical large company can no longer rely solely on its own resources. Creation networks are a promising way to move beyond them.
Toward a Leaner Finance Department
The finance function eludes any sort of standardized lean approach, but three ideas from the lean-manufacturing world are particularly helpful in eliminating waste and improving efficiency.
Making Capital Structure Support Strategy
A company's ratio of debt to equity should support its business strategy, not help it pursue tax breaks. Here's how to get the balance right.
Measuring Performance in Services
Services are more difficult to measure and monitor than manufacturing processes, but executives can rein in variance and boost productivity if they implement rigorous metrics.
Distortions and Deceptions in Strategic Decisions
Companies are vulnerable to misconceptions, biases, and plain old lies. But not hopelessly vulnerable.
Comparing Performance When Invested Capital Is Low
Return on capital is the benchmark for comparing performance between businesses. But new math is needed when a company's capital intensity is low.