The McKinsey Quarterly
The Value of Share Buybacks
Companies shouldn't confuse the value created by returning cash to shareholders with the value created by actual operational improvements. After all, the market doesn't.
The 21st-Century Organization
Big corporations must make sweeping organizational changes to get the best from their professionals.
Building the Healthy Corporation
It is difficult, but vital, for managers to strike a balance between the short and long terms.
Boosting Returns on Marketing Investment
Rules of thumb from the 1960s and '70s are losing their effectiveness. What's required is a more rigorous approach that treats marketing expenditures as investments.
The forces of globalization, technology, and economic liberalization are combining to make life harder than ever for established companies.
Do Fundamentals or Emotions Drive the Stock Market?
Emotions can drive market behavior in a few short-lived situations. But fundamentals still rule.
Leadership as the Starting Point of Strategy
Even the best strategy can fail if a corporation doesn't have a cadre of leaders with the right capabilities at the right levels of the organization.
Innovation Blowback: Disruptive Management Practices from Asia
Western companies think too narrowly about the emerging world. If they aren't careful, they may end up as defenders, not attackers.
Taming Postmerger IT Integration
Lessons from the IT-heavy banking sector can bring balance to this critical task.
How to Separate the Roles of Chairman and CEO
Many companies that thought they knew how to split them stumbled along the way. Five steps can make the process smoother and more successful.
Steering Customers to the Right Channels
Migrating customers to a new channel can be a pain for them, the company, and its channel partners. But the rewards can make the effort worthwhile.