NEWS: MCKINSEY QUARTERLY
Setup News Ticker
   NEWS: MCKINSEY QUARTERLY
McKinsey Quarterly
Apr 03, 2020

The cybersecurity posture of financial-services companies: IIF/McKinsey Cyber Resilience Survey
Cyberrisk has become one of the top risk concerns among financial-services firms, and new research from the Institute of International Finance (IIF) and McKinsey can help provide an understanding of ways firms can enable and strengthen cyber resilience.

McKinsey Quarterly
Apr 02, 2020

Adapting customer experience in the time of coronavirus
Care, creative thinking, and new tools can address customers' acute needs today and forge stronger ties in the post-COVID-19 era.

McKinsey Quarterly
Apr 02, 2020

Getting ahead of the next stage of the coronavirus crisis
First the virus, now the economic fallout—you need to launch your plan-ahead team.

McKinsey Quarterly
Apr 02, 2020

Lives and livelihoods: Assessing the near-term impact of COVID-19 on US workers
Up to one-third of US jobs may be vulnerable—and more than 80 percent are held by low-income workers.

McKinsey Quarterly
Apr 02, 2020

Returning to resilience: The impact of COVID-19 on mental health and substance use
As governments race to contain COVID-19, it is important to know the actions society can take to mitigate the behavioral health impact of the pandemic and economic crisis.

McKinsey Quarterly
Apr 01, 2020

Five actions retail supply chains can take to navigate the coronavirus pandemic
Retail supply chains are grappling with the humanitarian impact of the outbreak, as well as new operational risks. Five actions can help retailers bring goods to communities and help employees.

McKinsey Quarterly
Apr 01, 2020

A perspective for the luxury-goods industry during—and after—coronavirus
In these uncertain times, luxury-goods companies must take action to "navigate the now," plan for the recovery, and shape the future.

McKinsey Quarterly
Apr 01, 2020

Coronavirus and technology supply chains: How to restart and rebuild
As COVID-19-related restrictions begin to lift in Asia, how can organizations resolve supply-chain issues at pace?

McKinsey Quarterly
Apr 01, 2020

The multi-access (r)evolution in insurance sales
Consumers expect a seamless, digitally enhanced experience across multiple access points and channels. Three different approaches can enable insurers to respond effectively.

McKinsey Quarterly
Apr 01, 2020

Survey: French consumer sentiment during the coronavirus crisis
French consumers' optimism about the economy wanes in the face of COVID-19 crisis, with low expectations of purchases moving online.

McKinsey Quarterly
Apr 01, 2020

Survey: German consumer sentiment during the coronavirus crisis
German consumers are worried about the economy during the COVID-19 crisis, but less so than their neighbors.

McKinsey Quarterly
Apr 01, 2020

Survey: Saudi consumer sentiment during the coronavirus crisis
Saudi consumers remain optimistic about economic recovery, as online shopping increases.

McKinsey Quarterly
Apr 01, 2020

Survey: South African consumer sentiment during the coronavirus crisis
South African consumers' ongoing economic concerns deepen as the COVID-19 pandemic advances.

McKinsey Quarterly
Apr 01, 2020

Survey: UAE area consumer sentiment during the coronavirus crisis
UAE consumers remain optimistic about economic recovery, as online shopping increases.

McKinsey Quarterly
Apr 01, 2020

Survey: UAE consumer sentiment during the coronavirus crisis
UAE consumers remain optimistic about economic recovery, as online shopping increases.

McKinsey Quarterly
Apr 01, 2020

Tackling COVID-19 in Africa
An unfolding health and economic crisis that demands bold action

McKinsey Quarterly
Mar 31, 2020

The promise of digital therapeutics
Investments in digital-therapeutics companies in the United States have grown, on average, by 40 percent a year over the past seven years. What lies ahead for this fast-moving sector?

McKinsey Quarterly
Mar 31, 2020

Demonstrating corporate purpose in the time of coronavirus
Companies will define what they do in the crucible of COVID-19 response—or be defined by it. Here's how to frame the challenge.

McKinsey Quarterly
Mar 31, 2020

Cautiously optimistic: Chinese consumer behavior post-COVID-19
Brands are preparing for a "new normal."

McKinsey Quarterly
Mar 31, 2020

How payments can adjust to the coronavirus pandemic—and help the world adapt
The challenges are immediate, with long-term implications for global, regional, and local economies—and for the payments industry itself. Here's what to expect.

McKinsey Quarterly
Mar 30, 2020

Bias busters: Seeing strategy alternatives in the momentum case
A momentum case can reveal what could happen if a company takes no, or only limited, strategic action.

McKinsey Quarterly
Mar 30, 2020

Critical care capacity: The number to watch during the battle of COVID-19
Since the explosion of COVID-19, most countries have put in place public health measures to "flatten the curve" and accepted the concomitant economic pull back. But there is another number everyone should watch now: the capacity in hospitals to deliver critical care in intensive care units (ICU) with ventilators. It is the metric that indicates whether hospital systems will be overwhelmed.

McKinsey Quarterly
Mar 30, 2020

Coronavirus and the campus: How can US higher education organize to respond?
Although most students have gone home, colleges and universities still have decisions to make. An integrated nerve center can help.

McKinsey Quarterly
Mar 30, 2020

COVID-19: How American states can manage the surge in unemployment services
State government leaders can proactively streamline service delivery to the public amid a quickly evolving situation—and maintain the improvements.

McKinsey Quarterly
Mar 30, 2020

COVID-19: Implications for business
The coronavirus outbreak is first and foremost a human tragedy, affecting hundreds of thousands of people. It is also having a growing impact on the global economy. This article is intended to provide business leaders with a perspective on the evolving situation and implications for their companies. The outbreak is moving quickly, and some of the perspectives in this article may fall rapidly out of date. This article reflects our perspective as of March 30, 2020. We will update it regularly as the outbreak evolves.

McKinsey Quarterly
Mar 30, 2020

When investors call: How your business should talk about coronavirus
As the next earnings season approaches, CFOs and other senior leaders will need to focus on addressing immediate concerns associated with the pandemic while resetting expectations.

McKinsey Quarterly
Mar 30, 2020

The CFO's role in helping companies navigate the coronavirus crisis
Strong, steady leadership from the finance organization is critical for addressing immediate concerns about safety and survival, stabilizing the business in the near term, and positioning it for recovery.

McKinsey Quarterly
Mar 27, 2020

Coronavirus: Five strategies for industrial and automotive companies
To rebound from the coronavirus pandemic, industrials must undertake a journey that begins with resolve and ends with fundamental reform.

McKinsey Quarterly
Mar 27, 2020

Cybersecurity tactics for the coronavirus pandemic
The pandemic has made it harder for companies to maintain security and business continuity. But new tactics can help cybersecurity leaders to safeguard their organizations.

McKinsey Quarterly
Mar 27, 2020

At the heart of a crisis: How consumer-health companies can lead in the time of coronavirus
As consumer behavior continues to shift with ever-changing conditions, consumer-health companies must respond to the coronavirus pandemic with key stakeholders in mind.

McKinsey Quarterly
Mar 27, 2020

A former European defense chief offers leadership lessons for tackling coronavirus
The former chief of defense of the Netherlands armed forces, Tom Middendorp, describes his approach to crisis management amid a complex situation like the coronavirus outbreak.

McKinsey Quarterly
Mar 27, 2020

How China's consumer companies managed through the COVID-19 crisis: A virtual roundtable
During a virtual roundtable, China-based executives discuss their experience managing operations at leading consumer companies during the coronavirus crisis.

McKinsey Quarterly
Mar 27, 2020

Maintaining a high-speed connection: A new playbook for cable growth
US cablecos have enjoyed solid growth in recent years. Continuing it will require doubling down on several key areas, even as tougher, longer-term strategic challenges loom.

McKinsey Quarterly
Mar 27, 2020

Meeting Japan's Paris Agreement targets—more opportunity than cost
Japan can meet its Paris Agreement targets in 2030 and 2050—but doing so will require carefully calibrating efforts across four sectors: power, industry, transport, and buildings.

McKinsey Quarterly
Mar 26, 2020

Perspectives for North America's fashion industry in a time of crisis
Apparel retailers, department-store chains, and cosmetics stores employ millions of people. Industry leaders must take quick action while also planning for postcrisis realities.

McKinsey Quarterly
Mar 26, 2020

Playing to win in oncology: Key capabilities for success
Five key trends are driving growth in oncology. To be successful in oncology, a focus on capabilities is critical—both the ones in place today and the ones needed to stay competitive.

McKinsey Quarterly
Mar 26, 2020

Integrating marketing and brand in M&A: The way to superior growth
Focusing on six core aspects of marketing integration can help companies get the most out of their integration efforts and the new organization.

McKinsey Quarterly
Mar 26, 2020

Survey: UK consumer sentiment during the coronavirus crisis
British consumers are adjusting to the realities of the economy, spending less but consuming more digital media.

McKinsey Quarterly
Mar 26, 2020

Survey: Spanish consumer sentiment during the coronavirus crisis
Spanish consumers are adjusting to the realities of the economy, spending less but consuming more digital media.

McKinsey Quarterly
Mar 26, 2020

Survey: Italian consumer sentiment during the coronavirus crisis
Italian consumers are adjusting to the realities of the economy, spending less but consuming more digital media.

McKinsey Quarterly
Mar 26, 2020

Survey: Chinese consumer sentiment during the coronavirus crisis
Chinese consumers are beginning to show signs of optimism as the new cases of COVID-19 stall.

McKinsey Quarterly
Mar 25, 2020

Protecting the business: Views from the CIO's and CISO's offices
At JPMorgan Chase, CISOs and CIOs work together to align cybersecurity with business goals.

McKinsey Quarterly
Mar 25, 2020

The benefits of a CISO background to a business-unit CIO
A deep understanding of cybersecurity is a competitive advantage.

McKinsey Quarterly
Mar 25, 2020

The modern CISO: Managing scale, building trust, and enabling the business
The modern CISO is uniquely positioned to bridge gaps across technology, processes, automation, and cybersecurity.

McKinsey Quarterly
Mar 25, 2020

Enterprise-wide security is both a technology and business issue
CISOs have important skills that can position them for the CIO role.

McKinsey Quarterly
Mar 25, 2020

How new CEOs can manage for the future
The subtle art of delivering short-term wins while setting the stage for long-term success

McKinsey Quarterly
Mar 25, 2020

Robust cybersecurity requires much more than great technology
Security is increasingly an interdisciplinary capability.

McKinsey Quarterly
Mar 25, 2020

Patterns for value creation in apparel, fashion, and luxury
Performance in the fashion and luxury industries has turned lower, but leading companies haven't been deterred. Here's how they excel.

McKinsey Quarterly
Mar 25, 2020

Lessons from Asian banks on their coronavirus response
Financial institutions in countries initially affected by the pandemic moved quickly to safeguard their employees, transform their operations, and serve customers in new ways.

McKinsey Quarterly
Mar 25, 2020

Applying past leadership lessons to the coronavirus pandemic
Three seasoned leaders describe what they learned from managing through past crises.

McKinsey Quarterly
Mar 25, 2020

Cybersecurity's dual mission during the coronavirus crisis
Chief information-security officers must balance two priorities to respond to the pandemic: protecting against new cyberthreats and maintaining business continuity. Four strategic principles can help.

McKinsey Quarterly
Mar 25, 2020

Crisis nerve centers: Supporting governments' responses to coronavirus
A centralized response system can help set up government leaders for success in managing a crisis.

McKinsey Quarterly
Mar 24, 2020

Decision making in uncertain times
The timeline for companies to react to the coronavirus has shrunk dramatically. Here are five principles that leaders can follow to make smart decisions quickly during the pandemic.

McKinsey Quarterly
Mar 24, 2020

Leading a consumer bank through the coronavirus pandemic
The implications of the COVID-19 crisis are profound for consumer and small-business banks, and the steps they take now will shape operations long into the future. Here is where to start.

McKinsey Quarterly
Mar 24, 2020

Viking Cruises founder Torstein Hagen: How tailoring experiences for Chinese tourists drives growth
Torstein Hagen's belief that Chinese and American cruisegoers fundamentally desire the same things—the comforts and language of home—has led to exponential growth in Chinese passenger numbers on Viking's European river cruises.

McKinsey Quarterly
Mar 23, 2020

Safeguarding our lives and our livelihoods: The imperative of our time
We must solve for the virus and the economy. It starts with battling the virus.

McKinsey Quarterly
Mar 23, 2020

How high performing companies develop and scale AI
We find that those companies finding more success in scaling efforts are more likely than others to apply a core set of practices, write Michael Chui and Bryce Hall in Harvard Business Review.

McKinsey Quarterly
Mar 23, 2020

Helping US healthcare stakeholders understand the human side of the COVID-19 crisis: McKinsey Consumer Healthcare Insights
Healthcare stakeholders on the front lines of the COVID-19 pandemic must understand not only the disease itself, but also consumers' questions, concerns, and behaviors. Our recent rapid-research effort in the US provides some early insights.

McKinsey Quarterly
Mar 23, 2020

Five Fifty: Learn fast and prosper
Fast times require faster learning. Is your organization keeping pace?

McKinsey Quarterly
Mar 23, 2020

COVID-19 Crisis: McKinsey consumer survey insights
Solving the humanitarian challenge of COVID-19 is the top priority. We launched a rapid research effort to gather consumer insight on COVID-19 and how consumers are responding to it. This survey aims to provide early insights into consumers' perspectives.

McKinsey Quarterly
Mar 23, 2020

A blueprint for remote working: Lessons from China
As home to some of the world's largest firms, China offers lessons for those that are just now starting to embrace the shift to remote working.

McKinsey Quarterly
Mar 23, 2020

Beyond coronavirus: The path to the next normal
The coronavirus is not only a health crisis of immense proportion—it's also an imminent restructuring of the global economic order. Here's how leaders can begin navigating to what's next.

McKinsey Quarterly
Mar 23, 2020

Addressing the needs of customers in delinquency impacted by the coronavirus
As banks respond to disruptions in their operations, they can plan their credit risk management strategies around three customer-centric best practices.

McKinsey Quarterly
Mar 20, 2020

Economic Conditions Snapshot, March 2020: McKinsey Global Survey results
As the coronavirus outbreak unfolded at the beginning of March, the survey elicited sobering early appraisals, with expectations of significant business risks and stifled growth prospects for the months ahead.

McKinsey Quarterly
Mar 20, 2020

Enterprise agility: Buzz or business impact?
Many organizations are racing to become agile. New research suggests that agile transformation can have a powerful impact on the bottom line—in addition to other widely recognized benefits.

McKinsey Quarterly
Mar 20, 2020

Plastics recycling: Using an economic-feasibility lens to select the next moves
The Plastics Recovery and Reuse model helps identify the most effective moves to boost plastics recycling, using analysis of fully integrated economics across the value chain.

McKinsey Quarterly
Mar 20, 2020

The young and the restless: Generation Z in America
Connected and exuberant, the newest consumer generation in the United States is beginning to define itself.

McKinsey Quarterly
Mar 20, 2020

What food retailers should do during the coronavirus crisis
The food-retail industry plays a critical role in these uncertain times. Here are six actions food retailers should take to help their communities, their employees, and their business.

McKinsey Quarterly
Mar 20, 2020

Survey: US consumer sentiment during the coronavirus crisis
American consumers are still optimistic about the economy, but they're already reporting changes in their income, spending, and behavior.

McKinsey Quarterly
Mar 19, 2020

Wealth management in Asia: Navigating the impact of coronavirus
To adequately respond to the COVID-19 pandemic, wealth-management firms can implement four measures.

McKinsey Quarterly
Mar 19, 2020

Coronavirus: A response framework for advanced industries companies
As the coronavirus causes worldwide challenges for healthcare systems and economies, advanced industries companies are looking for strategies to navigate the difficult, evolving situation.

McKinsey Quarterly
Mar 18, 2020

Private equity and the new reality of coronavirus
Sponsors and their portfolio companies need to adjust quickly to the COVID-19 outbreak. Here's the new playbook.

McKinsey Quarterly
Mar 18, 2020

The secret to unlocking hidden value in the balance sheet
For many companies, managing financial resources is a challenge. But combining analytics with a holistic approach to balance sheet management can help capture the opportunity and improve performance.

McKinsey Quarterly
Mar 18, 2020

The CIO's moment: Leadership through the first wave of the coronavirus crisis
It's already clear that CIOs during the coronavirus outbreak are playing a central role in navigating the crisis, even as companies grapple with the implications.

McKinsey Quarterly
Mar 18, 2020

Supply-chain recovery in coronavirus times—plan for now and the future
Actions taken now to mitigate impacts on supply chains from coronavirus can also build resilience against future shocks.

McKinsey Quarterly
Mar 17, 2020

Leadership in the time of coronavirus: COVID-19 response and implications for banks
As the effects of the COVID-19 pandemic continue to reverberate, banks have a role to play as systemic stabilizers.

McKinsey Quarterly
Mar 17, 2020

Digital platforms in chemicals: The game is on—will the winner take all?
Direct commercial interfaces—or digital platforms—are increasingly preferred by B2B buyers. Chemical companies that hope to win in this space must move fast.

McKinsey Quarterly
Mar 17, 2020

How to decarbonize global power systems
Decarbonization is becoming a higher priority. Here is how it can be done—and how much it might cost.

McKinsey Quarterly
Mar 17, 2020

Creating the bank enterprise risk management function of the future
To enhance enterprise risk management (ERM), banks need to transform the function. Here's what can help.

McKinsey Quarterly
Mar 17, 2020

Asia's Generation Z comes of age
The youngest generation of Asian consumers is becoming a force.

McKinsey Quarterly
Mar 17, 2020

Adapting workplace learning in the time of coronavirus
Managers can't push the pause button on capability building, so the moment belongs to virtual learning. Some tactics and strategies can help.

McKinsey Quarterly
Mar 16, 2020

Completing a transformation in the consumer-goods industry
In a dynamic environment, every organization must realign its operating model. Consumer-packaged-goods players are no exception. But what's the secret to a successful transformation? Here are six ideas.

McKinsey Quarterly
Mar 16, 2020

Digital disruption and the role of M&A
Mergers, acquisitions, and divestitures are an important way for companies to reposition their organizations to compete in the digital age.

McKinsey Quarterly
Mar 16, 2020

Leadership in a crisis: Responding to the coronavirus outbreak and future challenges
For many executives, the coronavirus pandemic is a crisis unlike any other in recent times. Five leadership practices can help you respond effectively.

McKinsey Quarterly
Mar 16, 2020

Responding to coronavirus: The minimum viable nerve center
Amid the coronavirus pandemic, companies need a crisis response coordinated by top management that gives experts and managers the autonomy to implement creative, pragmatic solutions.

McKinsey Quarterly
Mar 13, 2020

Uncovering the state of fashion
With the global economy cooling and concerns about sustainability rising, the mood among fashion-industry executives is far from exuberant.

McKinsey Quarterly
Mar 13, 2020

Implementing agile ways of working in IT to improve citizen experience
Government agencies are under pressure to deliver more and better services to their stakeholders. Agile ways of working can be transformative.

McKinsey Quarterly
Mar 13, 2020

Bringing a real-world edge to forecasting
To improve the accuracy of corporate forecasts, build in the physical parameters from company operations.

McKinsey Quarterly
Mar 12, 2020

Ecosystems and platforms: How insurers can turn vision into reality
Today, insurers win by offering a product. Tomorrow, insurers will win by providing access to prevention and assistance services—and by offering the right product to the right customer at the right time.

McKinsey Quarterly
Mar 12, 2020

Winning the race for world-class LNG optimization capabilities
The race to claim the portfolio development and optimization space has led to double-digit growth in the number of LNG commercial roles. Investment in trading and origination capabilities is needed.

McKinsey Quarterly
Mar 10, 2020

Transforming healthcare with AI: The impact on the workforce and organizations
Artificial intelligence (AI) has the potential to transform how healthcare is delivered. It can support improvements in care outcomes, patient experience and access to healthcare services. It can increase productivity and the efficiency of care delivery and allow healthcare systems to provide more and better care to more people. AI can help improve the experience of healthcare practitioners, enabling them to spend more time in direct patient care and reducing burnout.

McKinsey Quarterly
Mar 10, 2020

Charging electric-vehicle fleets: How to seize the emerging opportunity
By 2030, the US market for energy-optimization services to support the charging of electric-vehicle fleets could be worth $15 billion per year. Here is how companies can capture the opportunity.

McKinsey Quarterly
Mar 10, 2020

A new era for industrial R&D in Japan
Japanese industry once led the world in research, product development, and innovation. It could do so again.

McKinsey Quarterly
Mar 10, 2020

How retailers can build resilience ahead of a recession
Recent history shows how retailers can prepare for a downturn to create competitive advantage.

McKinsey Quarterly
Mar 10, 2020

How retailers can ring the register in a recession
Recent history shows how retailers can take advantage of a downturn to create competitive advantage.

McKinsey Quarterly
Mar 08, 2020

Women at work in the Middle East
Job opportunities in the Middle East are set to double with the Fourth Industrial Revolution. New research lays out how that will affect women.

McKinsey Quarterly
Mar 06, 2020

How to restart your stalled digital transformation
Most digital initiatives sputter before they take full effect. A new survey finds that organizations stand a good chance of recovering lost momentum because slowdowns typically happen for reasons within their control.

McKinsey Quarterly
Mar 06, 2020

How workers' compensation carriers can build better models of care in the US
Value-based care models hold promise for treating injured workers. For workers' compensation carriers, the time to get involved is now.

McKinsey Quarterly
Mar 06, 2020

Solving Africa's infrastructure paradox
There is need and available funding, together with a large pipeline of potential projects—but not enough money is being spent.

McKinsey Quarterly
Mar 06, 2020

Corporate diversity: If you don't measure it, it won't get done
Progress on workplace diversity has been slow and patchy. What will it take to really change the game?

TRENDING TAGS
coronavirusPandemic crisis Amid cases York
OilTrump output deal market stocks
COVID-19cases case million How Coronavirus
pandemicCoronavirus During How Dispatches will
businesscoronavirus Program Loans Loan Bank
Marketstock Oil coronavirus live Stocks
MarchJobs Stock Report Fell Sales
jobsreport March economy Stock Market
crisiscoronavirus During financial amid UPDATE
millioncoronavirus cases live jobless updates

NEWS SOURCES
Top News (Business News)
Accounting Today
AdWeek News
Banking Business Review
Barron's This Week Magazine
Barron's Up and Down Wall Street Daily
Brad Ideas
Chicago Tribune Business News
CNBC Business
CNBC Economy
CNBC Finance
CNN/Money
CNN/Money Real Estate News
Dismal.com: Analysis
Dismal.com: Indicators
Enterprise Application News
Entrepreneur.com
Forbes Headlines
Forbes Social Media News
FT.com - China, Economy & Trade
FT.com - Financial Markets
FT.com - Hedge Funds
FT.com - Telecoms
FT.com - US
Google Business News
Google Market News
HBS Working Knowledge
Inc.com
INSEAD Knowledge
International Tax Review
Kiplinger
Knowledge@Wharton
L.S. Starrett News
MarketWatch
MarketWatch Breaking News
MarketWatch MarketPulse
McKinsey Quarterly
MSNBC.com: Business
Nielsen Trends
NonProfit Times
NPR Topics: Business
NYTimes Business
OpinionJournal.com
Private Equity Breaking News
Reuters Business
Reuters Company News
Reuters Money
SEC.gov Updates: News Digest
SHRM HR News
Tax Policy News
The Economist International News
The Motley Fool
USA Today Money
Wall Street Journal US Business
Wall Street Transcript
Washington Post Business
WSJ Asia
WSJ Europe
WSJ MoneyBeat
WSJ Opinion
WSJ US News
WSJ World Markets
Yahoo Business
  • CEOExpress
  • 1 Boston Place | Suite 2600
    Boston MA 02108
  • 617 482 1200
    617 299 8649 (fax)
  • Contact
  • As an Amazon Associate
    CEOExpress earns from
    qualifying purchases.

©1999-2020 CEOExpress Company LLC