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McKinsey Quarterly
Jul 14, 2020

An operator's guide to transforming E&P
Exploration and production companies born during the shale boom are struggling in the era of cash. Lessons from other heavy industries can help them transform their operations from end to end.

McKinsey Quarterly
Jul 14, 2020

Lean management or agile? The right answer may be both
Through thoughtful design, agile and lean management can be the perfect match for companies in search of lasting performance improvement.

McKinsey Quarterly
Jul 13, 2020

Improving productivity in a disrupted landscape: How to transform Latin American banking
Latin American banks have long sought productivity breakthroughs to meet rising customer expectations and the challenge from new, digital players. COVID-19 is making transformation even more urgent.

McKinsey Quarterly
Jul 13, 2020

Not the last pandemic: Investing now to reimagine public-health systems
The COVID-19 crisis reminds us how underprepared the world is to detect and respond to emerging infectious diseases. We must make smart investments now to simultaneously navigate COVID-19 and prepare for future pandemics.

McKinsey Quarterly
Jul 13, 2020

Safety and service in the packaging industry: An interview with the CEO of Sealed Air
Ted Doheny discusses how the COVID-19 pandemic is changing customers' needs—and how his company is adapting its packaging solutions to address those needs.

McKinsey Quarterly
Jul 13, 2020

Consumer decision making in healthcare: The role of information transparency
When armed with transparent information, consumers are likely to make different decisions. These decisions include choosing a different provider, often considering reputation, quality, and costs.

McKinsey Quarterly
Jul 13, 2020

Global Economics Intelligence executive summary, June 2020
Contraction in industry and consumption slowed in May and June, the trade slump worsened, and regional recoveries in China and Europe proceed haltingly, as the COVID-19 pandemic still surges in the Americas, India, and Russia.

McKinsey Quarterly
Jul 13, 2020

Global Economics Intelligence executive summary, May 2020
The European Union, the United States, and China advance extraordinary measures to counter effects of the coronavirus lockdowns; with the pandemic still spreading, countries weigh risks of reopening.

McKinsey Quarterly
Jul 10, 2020

How South African SMEs can survive and thrive post COVID-19
Here's how the public and private sector can provide the right support to enable SME growth in South Africa, now and beyond the crisis.

McKinsey Quarterly
Jul 10, 2020

Envisioning healthcare after COVID-19: An interview with Ara Darzi
The surgeon and former health minister discusses ways for healthcare systems, in the United Kingdom and elsewhere, to go from providing a "sickness service" to delivering a "health and well-being service."

McKinsey Quarterly
Jul 10, 2020

The committed innovator: A discussion with investor Kevin O'Leary
The star of entrepreneur competition Shark Tank explains where he sees innovation opportunities in the post-COVID-19 era.

McKinsey Quarterly
Jul 10, 2020

Ørsted's renewable-energy transformation
Twelve years ago, the Danish energy company made most of its money from fossil fuels. Today, it's the world's leading offshore-wind power producer. The head of Ørsted's offshore-wind business tells the story of this change.

McKinsey Quarterly
Jul 10, 2020

How to drive winning battery-electric-vehicle design: Lessons from benchmarking ten Chinese models
Our analysis of the Chinese battery-electric-vehicle market revealed important clues for OEMs that want to thrive in this sector.

McKinsey Quarterly
Jul 10, 2020

When start-ups scale up: Lessons on building up culture and talent
Financial-services company Raisin began in a basement in 2012. By constantly reflecting on and evaluating its own performance, Raisin has been able to consistently grow.

McKinsey Quarterly
Jul 09, 2020

The New Possible and what's next
The journey was enlightening. Here's where we go from here.

McKinsey Quarterly
Jul 09, 2020

India's post-COVID-19 economic recovery: The M&A imperative
The humanitarian and economic dislocations resulting from the pandemic have affected companies in India and the world. Several strategic themes can support a stronger recovery into the next normal.

McKinsey Quarterly
Jul 09, 2020

Poor health reduces global GDP by 15% each year
Making prudent investments in the health of the world's population can dramatically improve people's quality of life, protect against downside risks such as pandemics, and lead to large economic returns from increased output and productivity, write Jaana Remes, Martin Dewhurst and Jonathan Woetzel in Harvard Business Review.

McKinsey Quarterly
Jul 09, 2020

Seizing the health opportunity
Confronting the COVID-19 pandemic gives us a once-in-a-generation opportunity to take the steps needed to advance broad-based health and prosperity in the long term, write Jaana Remes and Katherine Linzer in Project Syndicate.

McKinsey Quarterly
Jul 09, 2020

From a room called fear to a room called hope: A leadership agenda for troubled times
Leaders can make a difference through personal accountability, caring, and "re-onboarding" of all their people.

McKinsey Quarterly
Jul 09, 2020

Good health is good business. Here's why
In the wake of COVID-19, business leaders cant wait to get back to "normal." But research shows there are lasting economic benefits to keeping a focus on health, write Jaana Remes and Shubham Singhal in Fortune.

McKinsey Quarterly
Jul 09, 2020

COVID-19: Implications for business
Our latest perspectives on the coronavirus outbreak, the twin threats to lives and livelihoods, and how organizations can prepare for the next normal.

McKinsey Quarterly
Jul 09, 2020

Can HVAC systems help prevent transmission of COVID-19?
Modifications to heating, ventilation, and air-conditioning systems might help reduce the spread of the novel coronavirus by purifying air, improving ventilation, and managing airflows.

McKinsey Quarterly
Jul 09, 2020

A power company's potent vision: From neutral to negative emissions
Drax Group drastically reduced its carbon footprint by shifting from coal to biomass. CEO Will Gardiner discusses the costs and challenges to scaling up its model.

McKinsey Quarterly
Jul 08, 2020

Consumer sentiment and behavior continue to reflect the uncertainty of the COVID-19 crisis
Even in countries that have partially reopened, consumer optimism remains muted and spending intent is still below pre-crisis levels.

McKinsey Quarterly
Jul 08, 2020

How prioritizing health could help rebuild economies
The COVID-19 pandemic has given the world a once-in-a-generation opportunity to advance broad-based health and prosperity.

McKinsey Quarterly
Jul 08, 2020

Prioritizing health: A prescription for prosperity
Could 65 be the new 55? Each year, poor health takes a heavy societal and economic toll. Improving the health of the world's population would add 10 healthy years in midlife—and much more.

McKinsey Quarterly
Jul 08, 2020

The next frontier for sustainable growth: Capturing the cost advantage of direct insurance
Direct insurers in Western Europe are leaner, simpler, and faster than traditional multichannel insurers. Still, they must take action to fulfill their potential.

McKinsey Quarterly
Jul 08, 2020

The Netflix of gaming? Why subscription video-game services face an uphill battle
Many tech giants are betting that the subscription model will become dominant in video games. Yet the things that make gaming such an entertainment dynamo are problematic for these types of services.

McKinsey Quarterly
Jul 08, 2020

Through-cycle investment in mining
Mining is notoriously cyclical, with volatile equity prices and investment patterns as a result. As the COVID-19 crisis affects the medium-term pricing outlook in many commodities and puts pressure on planned investments, mining CFOs have a unique opportunity (and imperative) to review their capital-expansion strategies.

McKinsey Quarterly
Jul 07, 2020

The future of work: Reskilling and remote working to recover in the ‘next normal'
Organizations need to invest in effective long-term remote-working foundations, revamp their upskilling and retraining approaches, and adopt an agile approach to strategic workforce planning.

McKinsey Quarterly
Jul 07, 2020

US small-business recovery after the COVID-19 crisis
Improving operations and adapting business models can help small businesses in many industries recover. Finding the cash to do so may be a stretch.

McKinsey Quarterly
Jul 07, 2020

Innovative product development demands one key new role
Companies need to balance rapidly changing consumer and market needs with relevant product experiences. Enter the strategic integrator.

McKinsey Quarterly
Jul 07, 2020

Taking supplier collaboration to the next level
Closer relationships between buyers and suppliers could create significant value and help supply chains become more resilient. New research sheds light on the ingredients for success.

McKinsey Quarterly
Jul 07, 2020

Pricing through the pandemic: Getting ready for recovery
Building new pricing discipline, flexibility, and capabilities now can create long-term competitive advantages.

McKinsey Quarterly
Jul 07, 2020

Reimagining the postpandemic workforce
Pandemic-style working from home may not translate easily to a "next normal" mix of on-site and remote working.

McKinsey Quarterly
Jul 07, 2020

Five Fifty: Science as unusual
Innovations in biological science have quickened the global coronavirus response—and signal broader competitive disruptions for business.

McKinsey Quarterly
Jul 07, 2020

A dual cybersecurity mindset for the next normal
As companies extend commitments to remote workforces, cybersecurity teams need to address new risks while helping create business value in the next normal.

McKinsey Quarterly
Jul 06, 2020

Reimagining infrastructure in the United States: How to build better
Infrastructure agencies need to prepare for two very different scenarios—a sharp rise in funding or a precipitous drop.

McKinsey Quarterly
Jul 06, 2020

Transforming the talent model in the insurance industry
Insurers that succeed in the coming years will be those that recognize talent strategy has the same importance as core business strategy.

McKinsey Quarterly
Jul 02, 2020

Unlocking growth in small and medium-size enterprises
With the right support, small and medium-size enterprises could significantly boost economic growth. Governments can help capture this opportunity.

McKinsey Quarterly
Jul 02, 2020

US food supply chain: Disruptions and implications from COVID-19
Changes in consumer behavior continue to ripple through the US food and agricultural supply chains. What should companies do now?

McKinsey Quarterly
Jul 02, 2020

Psychological safety, emotional intelligence, and leadership in a time of flux
Two renowned scholars and two McKinsey experts illuminate the leadership imperatives of our time: bringing people together, energizing forward progress, and reimagining normalcy.

McKinsey Quarterly
Jul 02, 2020

Reaching the next normal of insurance core technology
Now more than ever, insurers are focusing on reimagining the role of technology, reinventing technology delivery, and future-proofing the foundation of core technology. Twelve articles dive deep into the what, why, and how.

McKinsey Quarterly
Jul 02, 2020

COVID-19: Visualizing the impact of an invisible threat
Editors highlight images that brought life to articles on the coronavirus outbreak, just as the world was struggling to understand it and adjust to the next normal.

McKinsey Quarterly
Jul 02, 2020

Global freight flows after COVID-19: What's next?
COVID-19 will likely affect trade more profoundly than any other recent crisis. Leaders with a well-informed perspective on potential trade scenarios can begin their recovery from a position of strength.

McKinsey Quarterly
Jul 01, 2020

Helping patients where they are: An interview with the president of CVS Caremark
Alan Lotvin, who leads one of America's largest pharmacy-benefits companies, discusses the impact of COVID-19 on the US healthcare system and how to improve services and patient outcomes.

McKinsey Quarterly
Jul 01, 2020

Getting the feels: Should AI have empathy?
Marketing and technology author Minter Dial explains how empathy can benefit businesses and artificial intelligence applications.

McKinsey Quarterly
Jul 01, 2020

Five actions to boost your sales organization's resilience
Efforts to squeeze out additional sales could be more profitably invested in the sales force. Here's how to raise morale, build capabilities, and position your team for recovery.

McKinsey Quarterly
Jul 01, 2020

Emerging from the pandemic, Vietnam must position itself for recovery
As it emerges from COVID-19, Vietnam's domestic economy is set to return to growth, but not until the global economy bounces back.

McKinsey Quarterly
Jul 01, 2020

Optimizing data controls in banking
Banks need to do more in four important areas of data culture to build the risk-related data-control capabilities they will need in the coming decade.

McKinsey Quarterly
Jul 01, 2020

Survey: In the US, people say their use of masks may endure
Americans are largely optimistic about COVID-19's progression, according to a new survey, and their responses suggest that the use of face masks will remain commonplace in the months ahead.

McKinsey Quarterly
Jul 01, 2020

The future of work in Japan: Accelerating automation after COVID-19
Digitization has played a key role in reducing the spread of the virus and promoting a safe recovery. Now, it's even more critical to the country's longer-term economic health.

McKinsey Quarterly
Jun 30, 2020

Safeguarding against cyberattack in an increasingly digital world
There are actions businesses can take to safeguard their organizations from the growing risk of cyberattack.

McKinsey Quarterly
Jun 30, 2020

The coronavirus effect on global economic sentiment
In our latest survey on the economy, executives' overall outlook for the future continues to improve.

McKinsey Quarterly
Jun 30, 2020

Reimagining customer service to manage delinquencies after COVID-19
Building the right long-term capabilities to help consumers in financial distress and successfully mitigate and manage delinquencies takes time. All institutions with future receivables must act now.

McKinsey Quarterly
Jun 30, 2020

Implications for value-based payment programs: Weathering COVID-19
Healthcare stakeholders are seeking ways to reward quality and value. As providers continue to manage COVID-19, value-based payment programs may provide support.

McKinsey Quarterly
Jun 30, 2020

Driving CO2 emissions to zero (and beyond) with carbon capture, use, and storage
Any pathway to mitigate climate change requires the rapid reduction of CO2 emissions and negative-emissions technologies to cut atmospheric concentrations. Technology and regulation will be the key.

McKinsey Quarterly
Jun 30, 2020

Economic Conditions Snapshot, June 2020: McKinsey Global Survey results
A new survey confirms COVID-19's historic effects on the economy and on businesses. While executives report new risks to growth, their overall outlook for the future continues to improve.

McKinsey Quarterly
Jun 30, 2020

Choosing the right path to unlock the economy
Uncertainty is keeping consumers from spending and businesses from investing. The road to recovery requires instilling confidence.

McKinsey Quarterly
Jun 29, 2020

Building security into the customer experience
Companies need to secure their digital channels against malicious attackers—without creating a negative experience for their customers.

McKinsey Quarterly
Jun 29, 2020

African banking after the crisis
Here's how African banks can manage the impact of COVID-19—and prepare for recovery.

McKinsey Quarterly
Jun 29, 2020

COVID-19 and the employee experience: How leaders can seize the moment
The return phase of the COVID-19 crisis is a good time for organizations to create more tailored responses to workplace challenges, expanding on the goodwill and camaraderie earned in earlier phases.

McKinsey Quarterly
Jun 29, 2020

Leaving the niche: Seven steps for a successful go-to-market model for electric vehicles
To regain momentum after the COVID-19 pandemic ends, the players in this market must reconsider their strategies.

McKinsey Quarterly
Jun 29, 2020

Reduced dividends on natural capital?
The world's stock of natural resources performs a range of services that are essential to human well-being. But climate change is accelerating the depletion of natural capital.

McKinsey Quarterly
Jun 29, 2020

What makes Asia-Pacific's Generation Z different?
Gen Zers in the Asia-Pacific region aren't like their older siblings. Here is what you need to know.

McKinsey Quarterly
Jun 29, 2020

Using analytics to get European rail maintenance on track
By harnessing data and analytics, European rail-infrastructure operators can deliver better performance at a lower cost.

McKinsey Quarterly
Jun 26, 2020

Power and people: How utilities can adapt to the next normal
With economies and energy demand hit hard by the COVID-19 crisis, European and North American utilities need to rethink their operations to put themselves into position for long-term success.

McKinsey Quarterly
Jun 26, 2020

How US companies are planning for a safe return to the workplace
In a new survey of 100 executives, respondents expect most employees to be working on-site by December. To do so, they are implementing a range of interventions that could transform how people work.

McKinsey Quarterly
Jun 26, 2020

Ready, set, go: Reinventing the organization for speed in the post-COVID-19 era
The need for speed has never been greater. Here are nine ways companies can get faster.

McKinsey Quarterly
Jun 26, 2020

Communications get personal: How leaders can engage employees during a return to work
As organizations embark on the reentry phase of the COVID-19 crisis, four practices can help them build trust and a sense of purpose for the long term.

McKinsey Quarterly
Jun 26, 2020

Designing data governance that delivers value
Follow these principles to shift from a data-governance model of loosely followed guidelines to one that makes the most of digital and analytics.

McKinsey Quarterly
Jun 25, 2020

How artificial intelligence can improve resilience in mineral processing during uncertain times
Even before the COVID-19 pandemic, mineral-processing companies were grappling with profound uncertainty. Those that took steps to harness the power of AI improved agility and operational resilience.

McKinsey Quarterly
Jun 25, 2020

An operating model for the next normal: Lessons from agile organizations in the crisis
Companies with agile practices embedded in their operating models have managed the impact of the COVID-19 crisis better than their peers. Here's what helped them cope.

McKinsey Quarterly
Jun 25, 2020

A global view of financial life during COVID-19
As the pandemic spreads across the globe, financial decision-maker behavior and sentiment continues to shift.

McKinsey Quarterly
Jun 25, 2020

Demystifying modeling: How quantitative models can—and can't—explain the world
The COVID-19 crisis has brought quantitative models to the forefront. Here are some ways that modeling helps us—as long as we avoid its pitfalls.

McKinsey Quarterly
Jun 25, 2020

LGBTQ voices: Learning from lived experiences
New research reveals the challenges that LGBTQ employees face, and six ways to help them bring their authentic selves to work.

McKinsey Quarterly
Jun 25, 2020

Resetting capital spending in the wake of COVID-19
Amid the pandemic, many CFOs are struggling to stabilize cash flows. A quick reset of capital spending—which can usually be achieved in about four weeks—can help them reach their goals.

McKinsey Quarterly
Jun 25, 2020

Transformation and resilience: An interview with Best Buy's executive chairman Hubert Joly
Hubert Joly shares lessons from leading the turnaround of the retail and technology giant and how it prepared him and the company for the current crisis.

McKinsey Quarterly
Jun 25, 2020

Unlocking enterprise efficiencies through zero-based design
Zero-based design allows even mature companies in asset-heavy industries to cut costs and complexity without compromising safety, quality, or customer trust.

McKinsey Quarterly
Jun 24, 2020

The mass personalization of change: Large-scale impact, one individual at a time
Here's how technology, data, and human insight are transforming the way we enact change. Fast.

McKinsey Quarterly
Jun 24, 2020

The next normal in consumer: Implications for Consumer Goods M&A
Lessons from the global financial crisis teach us that consumer goods companies should consider an active approach to M&A, adapted to the current context, to emerge stronger in the next normal.

McKinsey Quarterly
Jun 24, 2020

The next normal in consumer: Implications for M&A
Lessons from the global financial crisis teach us that consumer goods companies should consider an active approach to M&A, adapted to the current context, to emerge stronger in the next normal.

McKinsey Quarterly
Jun 24, 2020

What history can teach us about the economic impact of the coronavirus pandemic
The battle against COVID-19 is unlike any other wars, but the economic consequences offer some similarities, write Gary Pinkus and Sree Ramaswamy in Fortune.

McKinsey Quarterly
Jun 24, 2020

A culture of caring: A conversation with Globe Telecom's Glenn Estrella
Growing a market-leading business while spawning start-ups depends on freedom to fail and a culture of caring modeled from the top down, according to the start-up chief of the Philippines' largest mobile telecom provider.

McKinsey Quarterly
Jun 24, 2020

Entering a new decade of AI: The state of play
While organizations report measurable benefits from artificial intelligence, much work remains to scale impact, manage risks, and retrain the workforce.

McKinsey Quarterly
Jun 23, 2020

How the LGBTQ community fares in the workplace
Despite visible corporate support, today's workplace is falling short of full inclusion. Here's what companies need to know.

McKinsey Quarterly
Jun 23, 2020

Relation-shifts
What we've learned being together, being apart, and being virtual

McKinsey Quarterly
Jun 23, 2020

Meeting E&C needs in and after coronavirus: A Q&A with WSP's Paul Dollin
A global engineering consultancy is planning for recovery by rethinking how its people work, as it safeguards its engineering and construction operations.

McKinsey Quarterly
Jun 23, 2020

Understanding organizational barriers to a more inclusive workplace
Survey results show that many employees do not feel fully included at work and want their organizations to do more to advance inclusion and diversity. To do so, companies can address four factors.

McKinsey Quarterly
Jun 23, 2020

The next wave of healthcare innovation: The evolution of ecosystems
How healthcare stakeholders can win within evolving healthcare ecosystems.

McKinsey Quarterly
Jun 22, 2020

The vision for 2025: Hyperpersonalized care and ‘care of one'
Personalization—and the empathy and connection that go with it—are more critical than ever. What will it take to meet customer's expectations in 2025 and beyond?

McKinsey Quarterly
Jun 22, 2020

Top ten myths of technology modernization in insurance
Many insurers have experienced unsuccessful tech modernization efforts. To reverse this trend, insurers need to first become aware of common misconceptions—and then address them head-on.

McKinsey Quarterly
Jun 22, 2020

The next software disruption: How vendors must adapt to a new era
Over the turbulent past decade, many legacy software players proved to be remarkably resilient. Now they must adopt a new strategic playbook to weather the different challenges ahead.

McKinsey Quarterly
Jun 22, 2020

What insurers can learn from China's continuing COVID-19 recovery
A recent McKinsey survey of Chinese agents offers insights into how COVID-19 has affected the Chinese insurance industry and what insurers can do moving forward.

McKinsey Quarterly
Jun 22, 2020

Redefine the omnichannel approach: Focus on what truly matters
Many companies try but fail to build an omnichannel experience for every channel and customer. Leaders should instead limit their focus to the top two or three cross-channel customer interactions.

McKinsey Quarterly
Jun 22, 2020

Opening with care
By acknowledging the economic rationale of the care economy, India can make it easier for women to work for pay-and equally reap the productivity gains of doing so, write Roopa Purushothaman, Anu Madgavkar and Vivek Pandit in Hindustan Times.

McKinsey Quarterly
Jun 22, 2020

The future of customer experience: Personalized, white-glove service for all
The next horizon of customer service will be built on individual customer profiles, enabling companies to quickly resolve issues and even prevent them from occurring.

McKinsey Quarterly
Jun 22, 2020

Technology and innovation: Building the superhuman agent
The latest tools have the potential to transform the performance of contact center agents. Understanding how to apply these technologies before, during, and after customer contact is the first step.

McKinsey Quarterly
Jun 22, 2020

Five priorities for corporate India in the next normal after COVID-19
The COVID-19 crisis has highlighted the weaknesses and the strengths of India's large businesses. Now executives have an opportunity to make changes that will see their companies through the downturn and position them for long-term success.

McKinsey Quarterly
Jun 22, 2020

Cybersecurity in automotive: Mastering the challenge
With the software content of cars increasing, what do automotive players need to know about cybersecurity?

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