See our latest research and commentary on the issues that matter in business and management.
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See our latest research and commentary on the issues that matter in business and management.
The agile organizational model gives primacy to action while improving the speed and quality of the decisions that matter most. Even as companies from IBM to Caesars Entertainment to American Express succeed through advanced analytics and big data, a less visible side of the preoccupation with information may be having the opposite effect. Academic studies show that information overload at the ind
The leaders behind McKinsey’s work on organization design explain the importance of agility and how established companies can become more dynamic. Established companies often struggle to become more dynamic—but it’s not impossible. In these interviews, the leaders of organization design at McKinsey, principals Wouter Aghina and Aaron De Smet, explain what agility means and how organizations can ev
In light of dramatic changes in the consumer landscape, how can retail and packaged-goods executives prepare for the future? What can happen in 15 years? A look back at 2000 shows how much the world can change in just a decade and a half. Back then, about 30 percent of people in developing countries lived in extreme poverty, compared with less than 15 percent today.1 The Millennium Development Goa
Consumers are taking an increasingly active role in healthcare decision making. What does that mean for payors and providers? We separate fact from fiction. Until recently, consumerism in the U.S. healthcare industry has moved slowly. However, several converging forces are likely to change the situation soon and result in a more dynamic market. Higher deductibles and copayments, greater transparen
Richard Dobbs Tim Koller Sree Ramaswamy Lola Woetzel James Manyika Rohit Krishnan Nicolo Andreula A new McKinsey Global Institute report finds that a 30-year period of unprecedented corporate-profit growth could be drawing to a close. Competition is intensifying as emerging-market companies go global and technology and technology-enabled firms make rapid moves into new sectors. The world’s biggest
As the automation of physical and knowledge work advances, many jobs will be redefined rather than eliminated—at least in the short term. The potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head
Patrick Butler Ted W. Hall Alistair M. Hanna Lenny Mendonca Byron Auguste James Manyika Anupam Sahay A new study of interactions reveals how pervasive they are. As they increase in number, answers to fundamental questions about intergration, scale, and scope will change. But what will happen when workers can carry out their jobs in half the time? A new study of interactions reveals how pervasive t
In this first installment of our two-part interview, General Electric chairman and CEO Jeff Immelt explains why industrial companies are now in the information business—whether they like it or not. Five years ago, US corporate giant General Electric had to decide how to respond to the digitization of the industrial sector: build or buy? As chairman and chief executive officer Jeff Immelt reveals i
Kleiner Perkins Caufield & Byers design partner John Maeda talks to McKinsey’s Hugo Sarrazin about why today’s senior executives must understand design. Design was once largely about making products more attractive. Today, it’s a way of thinking: a creative process that spans entire organizations, driven by the desire to better understand and meet consumer needs. In this conversation, McKinsey dir
The integration of software development with IT operations can rev up companies’ delivery of new applications. But this approach may not be right for every part of the IT portfolio. After more than two decades of experimentation among Silicon Valley giants, “agile” has finally gone mainstream. Companies inside and outside the Valley are using some form of this software-development methodology, whi
Bill Lewis Raj Agrawal Thomas Büttgenbach Steve Findley Aly Jeddy Markus Petry James Kondo Guhan Subramanian Axel Börsch-Supan Kathryn Huang Sean Greene Significant differences in capital productivity exist across nations. This report suggests that US capital productivity exceeds Germany's and Japan's because managers in the US have greater incentives and face stronger market pressures. Objectives
The CDO role is changing dramatically. Here are the skills today’s world demands. In the alphabet soup that is today’s crowded C-suite, few roles attract as much attention as that of the chief digital officer, or CDO. While the position isn’t exactly new, what’s required of the average CDO is. Gone are the days of being responsible for introducing basic digital capabilities and perhaps piloting a
How do leading companies transition to digital, and what role can the chief digital officer play? In this interview, McKinsey’s Kate Smaje explains. The organizational challenges of transitioning to digital are enormous. In this interview, McKinsey director Kate Smaje reveals what leading companies do differently, the qualities required of a successful chief digital officer (CDO), and what organiz
What books does McKinsey’s James Kaplan put on his must-read list for business technologists? You may be surprised. After going through the slightly traumatic process last year of writing a book about the intersection of business and technology,1 James M. Kaplan, Tucker Bailey, Derek O’Halloran, Alan Marcus, and Chris Rezek, Beyond Cybersecurity: Protecting Your Digital Business, Hoboken, NJ: Wile
Improving the fit between the priorities of managers, their direct reports, and their supervisors—all the way up to the CEO—is a good place to start. The biggest and most destructive myth in time management is that you can get everything done if only you follow the right system, use the right to-do list, or process your tasks in the right way. That’s a mistake. We live in a time when the uninterru
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