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Strategy
Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
A talent shortage for European banks
A shortage of strong internal candidates for critical positions will force European banks to overhaul their talent-management efforts in order to stay competitive and ensure strong growth.
  

Meeting the challenges of China’s growing cities
China’s cities are booming. Intelligent policies could make the good effects prevail over the bad ones.
  

Service-line strategies for US hospitals
For US hospitals battered by competition, trying to be all things to all patients is no longer a viable strategy. One way they can compete more effectively with smaller, more focused competitors is to organize by service line, focusing on building world-class capabilities in just a few clinical areas.
  

A better way to understand TRS
Traditional methods of analyzing total returns to shareholders are flawed. There’s a better way.
  

Enduring ideas: The SCP Framework
In one of a series of interactive presentations, McKinsey director emeritus John Stuckey comments on SCP, a framework that illustrates the influence of an industry's structure on the conduct and performance of industry players, and the effects of external shocks on all three.
  

Past Articles
Building an effective change agent team
Preempting hostile takeovers
How to improve strategic planning
Strategy's strategist: An interview with Richard Rumelt
What consumers expect from companies
Exploring business's social contract: An interview with Daniel Yankelovich
Betting on biofuels
CEOs as public leaders: A McKinsey Survey
Making the most of the world's energy resources
Meeting Bahrain's challenges: An interview with Crown Prince Salman bin Hamad Al-Khalifa
The new metrics of corporate performance: Profit per employee
What US workers don't know about retirement
Successful mergers start at the top
Mapping the value of employee collaboration
Shaping strategy from the boardroom
Improving strategic planning: A McKinsey Survey
Going from global trends to corporate strategy
An executive take on the top business trends: A McKinsey survey
What executives are asking about China: From entry to executions
The road ahead for capitalism in China
Making China your second home market: An interview with the CEO of Danfoss
When organization isn't enough
The future of the global workplace: An interview with the CEO of Manpower
IT remedies for US healthcare: An interview with WellPoint's Leonard Schaeffer
Shaking up the labor movement: An interview with the head of the Service Employees International Union
Strategy in an era of global giants
What executives are asking about India
Leading change: An interview with the CEO of Barclays Bank
From push to pull: The next frontier of innovation
What global executives think about technology and innovation
The value of share buybacks
Leading change: An interview with the CEO of P&G
The do-or-die struggle for growth
What is the business of business?
Protecting intellectual property in China
The 21st-century organization
Building the healthy corporation
A guide for the CEO-elect
Leading a turnaround: An interview with the chairman of D&B
What global executives think about growth and risk
The view from the boardroom
Governing joint ventures
Leadership as the starting point of strategy
Extreme competition
New strategies for consumer goods
Innovation blowback: Disruptive management practices from Asia
The McKinsey Global Survey of Business Executives, November 2004
Outside Directors And Lawsuits: What Are The Real Risks?
Getting More From Intellectual Property
The Search For Blockbuster Drugs
A Guide To Doing Business In China
Understanding The Chinese Consumer
A Richer Future For India
Rethinking US Energy Policy
A New Route For Telecom Deregulation
Mobile's Dissatisfied Customers
Shoring Up Hong Kong's Port
Building on China's Construction Boom
China's Market For Mobile Phones
Agenda Of A Shareholder Activist
How To Control Health Benefit Costs
When Your Competitor Delivers More For Less
Learning To Grow Again
Why Bad Things Happen To Good Strategies
Offshoring And Beyond
Who Wins In Offshoring
Going The Distance With Telecom Customers
What Transformation Means for the Defense Industry
Value-Driven Shopping
Alliances in consumer goods
Better purchasing for auto suppliers
Untangling underperformance
When Reorganization Works
Gambling on customers
Hidden flaws in strategy
Getting IT spending right this time
Controversy Incorporated
Making the most of US auto distribution
Why European ISPs need partners
Overhauling European auto distribution
Climate change for Europe's utilities
A help line for European telcos
The Value of Web Services
A wholesale shift in European groceries
What's next for Eastern European telcos?
French and German trucking: IT for the long haul
Reprogramming European cable
Riding the pharma roller coaster
A case for the family-owned conglomerate
The new math for drug licensing
Hyped hopes for Europe’s low-cost airlines
Inside the boardroom
How to win in a financial crisis
Change across the board
Taking Tesco global
Roadside retail in China
What Germans really think
Travel tips for retailers
Are you too focused?
Preparing for a financial crisis
Learning to love recessions
Structure = strategy
Faster charity
Saving steel
Just-in-time strategy for a turbulent world
Patching: Restitching business portfolios in dynamic markets
Rebuilding business building
Rethinking the aviation industry
Tired of strategic planning?
The road ahead for telematics
After the merger
The people problem in mergers
The hidden value in postmerger pricing
Freight expectations
A road map for telematics
Media mergers: The wave rolls on
An Opening Door In China
What makes your stock price go up and down
The microeconomics of industry supply
A tune-up for China’s auto industry
Branding electrons
Strategy in an uncertain world
What the WTO really means for China
Thailand’s chance for no-pain gain
Winning Asian strategies
Unbundling the corporation
Strategy at the edge of chaos
The race to the bottom
The future of the networked company
Spider vs spider
Making the most of uncertainty
Delivering value to customers
The innovative organization: Why new ventures need more than a room of their own
Gaining advantage over competitors
Games managers should play
When to think alliance
First-class returns from transportation
Unlocking the value in Big Pharma
The winner-takes-all economy
The false promise of mass customization
Bringing discipline to strategy
Creating a knowledge culture
Electronic commerce: Three emerging strategies
Strategy under uncertainty
Creative destruction
New tools for Negotiators
A future for e-alliances
Articles provided by The McKinsey Quarterly
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