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 NEWS: MCKINSEY QUARTERLY
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   NEWS: MCKINSEY QUARTERLY
McKinsey Quarterly
May 26, 2020

Adapting healthcare to COVID-19: An interview with the CEO of Boston Medical Center
Kate Walsh shares how Boston Medical Center, New England's largest safety-net hospital, has had to adapt to the pandemic—and why there's no going back.

McKinsey Quarterly
May 26, 2020

Beyond COVID-19: Rapid steps that can help machinery and industrial automation companies recover
With COVID-19 disrupting the equipment and services markets, machinery and industrial automation companies need a rapid recovery strategy.

McKinsey Quarterly
May 26, 2020

Cash preservation in response to COVID-19
How to establish a cash culture that balances urgent short-term needs with longer-term competitive considerations

McKinsey Quarterly
May 26, 2020

Five Fifty: The other global crisis
Can the world pay attention to climate change—even while fighting the coronavirus? Experts say we can't afford to do otherwise.

McKinsey Quarterly
May 26, 2020

Mining companies' response to coronavirus
Mining companies enduring the first wave of COVID-19 effects on their operating models need to think about responding across five horizons.

McKinsey Quarterly
May 26, 2020

Shaping the next normal of packaging beyond COVID-19
As packaging companies emerge from the COVID-19 crisis, they need to readjust their focus and raise their game—while negotiating ongoing shifts in the industry.

McKinsey Quarterly
May 26, 2020

The pivotal factors for effective external engagement
Survey results show that senior leaders have increasingly prioritized stakeholder engagement, which remains a challenge for many companies. Certain capabilities distinguish companies that have met the challenge.

McKinsey Quarterly
May 26, 2020

Why ESG is here to stay
The growing evidence that sustainable corporate practices link closely to performance is focusing investor and acquirer attention on ESG scores. But how reliable are they?

McKinsey Quarterly
May 22, 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
May 21, 2020

Elevating customer experience excellence in the next normal
Companies that make the right investments now could build an enduring advantage in serving customers. Three priorities will be key.

McKinsey Quarterly
May 21, 2020

Return: A new muscle, not just a plan
Return is not a phase; it's a way of operating. A nerve center can help build the capabilities that businesses need in the "next normal."

McKinsey Quarterly
May 21, 2020

As physical doors close, new digital doors swing open
The penetration of online commerce is lower in Australia than in the United States or Europe. But the lockdown is closing the gap.

McKinsey Quarterly
May 21, 2020

Agile, reliable, secure, compliant IT: Fulfilling the promise of DevSecOps
By integrating security into DevOps, companies can step up the speed and frequency of software releases without compromising controls or increasing risk.

McKinsey Quarterly
May 21, 2020

A new paradigm for project planning
Owners and contractors can protect both workers and project economics by embracing a more efficient approach to project execution.

McKinsey Quarterly
May 21, 2020

A transformative moment for philanthropy
Here's how the positive changes in individual and institutional philanthropy sparked by the COVID-19 pandemic can take root and grow.

McKinsey Quarterly
May 21, 2020

Accelerating analytics to navigate COVID-19 and the next normal
Organizations are standing up analytics capabilities in a matter of weeks to inform business responses to COVID-19 challenges and prepare for the future. Here's how.

McKinsey Quarterly
May 21, 2020

COVID-19 and US higher education enrollment: Preparing leaders for fall
A college's first-year class helps define the student experience and heavily influences the institution's finances. Higher education leaders are concerned about what will happen in the fall; our latest survey insights can help.

McKinsey Quarterly
May 21, 2020

The coronavirus effect on global economic sentiment
Economic sentiment has improved since last month, per our latest survey of global executives on COVID-19 and the economy. Still, their near-term outlook remains more negative than positive.

McKinsey Quarterly
May 20, 2020

The implications of COVID-19 for vulnerable populations
McKinsey's open-access dashboard looks at individuals with physical or behavioral health vulnerability and their risk for developing COVID-19.

McKinsey Quarterly
May 20, 2020

Lessons from the military for COVID-time leadership
"Mission command" and other military principles can guide policy makers and business leaders thrust into crisis.

McKinsey Quarterly
May 20, 2020

Modernizing technology in the service of the customer
At McDonald's, the building blocks in a modern technology platform are personalization, strategic acquisitions, and agile operations.

McKinsey Quarterly
May 20, 2020

How the CFO enables the board's success—during COVID-19 and beyond
Two board experts explain how in times of crisis or transformation, the CFO can serve as a rock in the boardroom, a critical arbiter of difficult decisions, and a scout for the future.

McKinsey Quarterly
May 20, 2020

How the German Mittelstand is mastering the COVID-19 crisis
A comprehensive survey sheds light on the economic impact of the COVID-19 crisis on Mittelstand enterprises: their outlook, key success factors in mastering the shutdown, and the way out of the crisis.

McKinsey Quarterly
May 19, 2020

How to capture savings from the oil-price drop and bolster profits—quickly
As the economy weakens, savings on oil-based raw materials offer a lifeline to chemical companies. New digital procurement tools can help capture that impact more quickly.

McKinsey Quarterly
May 19, 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
May 19, 2020

How restaurants can thrive in the next normal
We lay out potential timelines for the US restaurant industry's recovery—and actions that restaurants should take to cater to consumers' new dining needs and preferences.

McKinsey Quarterly
May 19, 2020

Reimagining industrial operations
Through innovation, advanced analytics, digitization, electrification, and process efficiencies, carbon-intensive operations underpinning the global economy can shape a more sustainable future.

McKinsey Quarterly
May 19, 2020

Consumer organization and operating models for the next normal
Many consumer-goods companies and retailers have risen to the challenges presented by the pandemic. Seven core practices can help them keep what has worked and prepare for what lies ahead.

McKinsey Quarterly
May 19, 2020

Diversity still matters
Inclusion and diversity are at risk in the crisis—but are critical for business recovery, resilience, and reimagination.

McKinsey Quarterly
May 19, 2020

Diversity wins: How inclusion matters
The business case for inclusion and diversity (I&D) is stronger than ever. Taking a closer look at diversity winners reveals what can drive real progress.

McKinsey Quarterly
May 19, 2020

Beyond contactless operations: Human-centered customer experience
As we look forward to the next normal, consumers are already demonstrating a preference for companies that deliver great service while reducing risks all along the customer journey.

McKinsey Quarterly
May 19, 2020

Clone or create: A conversation with Aaron Tan, CEO of Carro
Building a new business isn't necessarily about creating an entirely new business model but about understanding the market and where the opportunities lie, according to the CEO of Southeast Asia's largest automobile marketplace.

McKinsey Quarterly
May 19, 2020

The need for speed: Accelerating product improvement at industrials
With coronavirus slowing demand and uncertainty ahead, resilient industrials must adopt a new approach to rapid product improvement.

McKinsey Quarterly
May 19, 2020

Thermo Fisher Scientific CEO Marc Casper on provisioning the front lines in the pandemic
Governments, healthcare providers, and pharmaceutical companies are battling COVID-19 on different fronts. Thermo Fisher Scientific is at the nexus of all of these endeavors.

McKinsey Quarterly
May 18, 2020

Will the world's breadbaskets become less reliable?
The COVID-19 pandemic is exposing vulnerabilities in the global food system which could be compounded by climate change risks.

McKinsey Quarterly
May 18, 2020

Scaling rapid workforce conversion during COVID-19
Amid crisis disruption or when preparing for the next normal, quickly delivering practical, flexible learning can help shape a business's recovery profile. Here's how.

McKinsey Quarterly
May 18, 2020

What sets the world's best CEOs apart
Are you a great CEO, or just a good one? New research shows that the leaders who truly excel have a set of distinctive mindsets and practices.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: Kenya
An ongoing look at how the attitudes of financial decision makers in Kenya are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: Malaysia
An ongoing look at how the attitudes of financial decision makers in Malaysia are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: Morocco
An ongoing look at how the attitudes of financial decision makers in Morocco are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: Nigeria
An ongoing look at how the attitudes of financial decision makers in Nigeria are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: Singapore
An ongoing look at how the attitudes of financial decision makers in Singapore are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: South Africa
An ongoing look at how the attitudes of financial decision makers in South Africa are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: Sweden
An ongoing look at how the attitudes of financial decision makers in Sweden are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Financial decision-maker sentiment: UAE
An ongoing look at how the attitudes of financial decision makers in the UAE are evolving during the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

Lessons from the generals: Decisive action amid the chaos of crisis
Inspiration drawn from crisis-management professionals can help decision makers in the COVID-19 pandemic.

McKinsey Quarterly
May 18, 2020

No going back: New imperatives for European banking
Now is the time for Europe's banking leaders to reimagine how their institutions operate and their role in society.

McKinsey Quarterly
May 18, 2020

How will African farmers adjust to changing patterns of precipitation?
Agriculture is critical to Africa's growth and development, but climate change could destabilize local markets, curb economic growth, and heighten risk for agricultural investors.

McKinsey Quarterly
May 15, 2020

How US states can protect coronavirus-benefits programs
Fiscal-relief programs are straining state governments as they try to meet demand, opening systems to risks of all kinds. Several short-term actions can help state agencies combat risks.

McKinsey Quarterly
May 15, 2020

From thinking about the next normal to making it work: What to stop, start, and accelerate
As businesses step into the post-coronavirus future, they need to find a balance between what worked before and what needs to happen to succeed in the next normal.

McKinsey Quarterly
May 15, 2020

Helping start-ups overcome inevitable challenges and crises
Launching a start-up may be one of the most difficult—and satisfying— things an entrepreneur will ever do. Here's expert advice on getting it right.

McKinsey Quarterly
May 15, 2020

Oil and gas after COVID-19: The day of reckoning or a new age of opportunity?
Winners will use the crisis to redefine their reasons for being and their basis for distinctiveness.

McKinsey Quarterly
May 15, 2020

Reimagining the post-pandemic organization
The organization of the future is taking shape in the moves that companies are making now. Here's what's changing—and why some companies say they won't go back.

McKinsey Quarterly
May 15, 2020

Revenue growth management in the COVID-19 crisis
The fundamentals of revenue growth management remain, but CPG companies will need to pivot fast to respond to the crisis and lay the groundwork for the next phase.

McKinsey Quarterly
May 15, 2020

Confronting climate risk
The changing climate is poised to create a wide array of economic, business, and social risks over the next three decades. Leaders should start integrating climate risk into their decision making now.

McKinsey Quarterly
May 15, 2020

Wie Deutschlands Mittelstand die COVID-19 Krise meistern kann
Eine Reihe von Prioritäten, Verpflichtungen und Maßnahmen können dazu beitragenn, den deutschen Mittelstand schneller wieder auf Kurs zu bringen.

McKinsey Quarterly
May 14, 2020

Welcome to the Digital Factory: The answer to how to scale your digital transformation
Changing the business while running the business takes a new approach to digital transformation. Here are five essentials for success.

McKinsey Quarterly
May 14, 2020

The COVID-19 recovery will be digital: A plan for the first 90 days
The rapid migration to digital technologies driven by the pandemic will continue into the recovery. Here's how to accelerate your organization's digital capabilities to keep pace.

McKinsey Quarterly
May 14, 2020

The ‘war' on COVID-19: What real wars do (and don't) teach us about the economic impact of the pandemic
Seven lessons taken from past conflicts may provide economic insights in a time of crisis, from government spending to sectoral implications.

McKinsey Quarterly
May 14, 2020

Adapting to the next normal in retail: The customer experience imperative
The COVID-19 crisis has led to dramatic shifts in consumer behavior. Retailers will have to work hard to meet ever-evolving customer experience requirements in order to win and remain relevant.

McKinsey Quarterly
May 14, 2020

Restore and reimagine: Digital and analytics imperatives for insurers
As the world recovers from the COVID-19 crisis, insurers should invest in digital and analytics capabilities that will make them more customer-centric, simple, tech driven—and competitive.

McKinsey Quarterly
May 14, 2020

Personalizing change management in the smartphone era
A global manufacturer is blending digital technology, analytics, and behavioral science to personalize its change program. Its experience offers lessons for leaders everywhere.

McKinsey Quarterly
May 14, 2020

Laying the foundation for zero-carbon cement
The cement industry is a top source of CO2 emissions, but abatement pressures could prompt efforts to reimagine the business.

McKinsey Quarterly
May 14, 2020

Hitting the road again: How Chinese travelers are thinking about their first trip after COVID-19
A survey of 1,600 travelers shows how their travel patterns may change in the near term.

McKinsey Quarterly
May 14, 2020

Is your supply chain risk blind—or risk resilient?
Operational risk to supply chains has been growing over the last several years—compounded by the ongoing impact from COVID-19. Organizations need a new approach to manage risk and build resiliency.

McKinsey Quarterly
May 13, 2020

How airlines can chart a path to zero-carbon flying
The coronavirus crisis will transform aviation, giving airlines their best chance yet to address climate change. Sustainable fuels are a key part of that strategy.

McKinsey Quarterly
May 13, 2020

How growth can help Europe's companies face the coming economic crisis
CEOs can draw on the region's spirit of innovation to recover revenues, and even grow, after COVID-19. It'll take some big bets.

McKinsey Quarterly
May 13, 2020

Sales automation: The key to boosting revenue and reducing costs
Automation tailored to sales operations is a win for companies, customers, and sales reps. Here's how to make it work.

McKinsey Quarterly
May 13, 2020

Stability in the storm: US banks in the pandemic and the next normal
Banks will be tested. Now is their chance to use their hard-won resilience to preserve the financial system and support their customers and communities.

McKinsey Quarterly
May 13, 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
May 13, 2020

Crushing coronavirus uncertainty: The big ‘unlock' for our economies
To safeguard lives and livelihoods, we must restore confidence.

McKinsey Quarterly
May 13, 2020

COVID-19 implications for life sciences R&D: Recovery and the next normal
COVID-19 has severely disrupted pharma and medtech R&D. Leaders should prepare along three horizons—safeguarding patients and employees, adapting operations for a recovery, and building for the next normal.

McKinsey Quarterly
May 13, 2020

The Bio Revolution: Innovations transforming economies, societies, and our lives
Advances in biological science could transform economies and societies, helping to tackle global challenges from climate change to pandemics.

McKinsey Quarterly
May 13, 2020

Survey: Chinese consumer sentiment during the coronavirus crisis
Chinese consumers remain optimistic about the country's economic future as income and savings begin to recover.

McKinsey Quarterly
May 13, 2020

Survey: Korean consumer sentiment during the coronavirus crisis
South Korean consumers remain uncertain or pessimistic about the country's economic recovery.

McKinsey Quarterly
May 13, 2020

Survey: Qatari consumer sentiment during the coronavirus crisis
Although Qatar residents have experienced declining income and savings as a result of the COVID-19 crisis, they are largely optimistic about the future.

McKinsey Quarterly
May 13, 2020

Survey: Swedish consumer sentiment during the coronavirus crisis
Swedish consumers are still exercising caution with their spending and expect the impact of the crisis to last for at least four months.

McKinsey Quarterly
May 13, 2020

Tracking US small and medium-sized business sentiment during COVID-19: Wave 3
US small businesses continue to report uncertainty about the future as the coronavirus pandemic continues, although overall sentiment appears to be plateauing in recent weeks.

McKinsey Quarterly
May 13, 2020

What next for US credit-card debt?
By taking care of customers, lenders can help reduce the severity of the looming economic crisis and build deeper relationships that will endure through the cycle.

McKinsey Quarterly
May 12, 2020

Why we need to rethink the purpose of AI: A conversation with Stuart Russell
Stuart Russell, one of the pioneering thinkers in the field of artificial intelligence, explains how to ensure that the technology benefits humanity.

McKinsey Quarterly
May 12, 2020

Survey: Swiss consumer sentiment during the coronavirus crisis
Consumers' optimism in the Swiss economy decreased slightly last week, returning to levels seen in early April.

McKinsey Quarterly
May 12, 2020

Taking ownership of a sustainable future
Three CEOs offer lessons on their pursuit of sustainability.

McKinsey Quarterly
May 12, 2020

Consumer sentiment evolves as the next "normal" approaches
While countries around the world begin to reopen and pockets of spending return, consumers continue to feel the financial impact of the crisis.

McKinsey Quarterly
May 12, 2020

A safer, smarter future: Working remotely in energy and materials
COVID-19 is drastically changing the way energy and materials operations work. Learning from industry best practices can help remote hybrid teams adapt to the next normal.

McKinsey Quarterly
May 12, 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
May 12, 2020

Agriculture supply-chain optimization and value creation
Digital and analytics technologies offer a way to create value by optimizing the supply chain in agriculture.

McKinsey Quarterly
May 12, 2020

How technology is safeguarding health and livelihoods in Asia
Six technology-enabled interventions by Asian governments and businesses shaped the region's early response to COVID-19.

McKinsey Quarterly
May 12, 2020

Pharma operations: The path to recovery and the next normal
Pharma operations leaders have increased their focus on network risk management, agile and transparent operations, and shaping the workforce of the future in the post-COVID-19 path to recovery.

McKinsey Quarterly
May 12, 2020

It's time to build 21st century companies: Learning to thrive in a radically different world
The great forces of technology and globalization continue to open new markets and forge the potential for new business models, while also fueling new competition and creating unanticipated complications that leading firms will need to navigate, write James Manyika and Monique Tuin in Milken Institute review.

McKinsey Quarterly
May 11, 2020

Jump-starting resilient and reimagined operations
COVID-19 has created an imperative for companies to reconfigure their operations, and an opportunity to transform them.

McKinsey Quarterly
May 11, 2020

How procurement leaders can bring metals and mining up to speed
Procurement is critical to manage the fallout of the COVID-19 crisis. Assertive and resourceful leaders can help mining companies address immediate imperatives and prepare for a quick recovery.

McKinsey Quarterly
May 11, 2020

Emerging from COVID-19: Australians embrace their values
We followed 12 Australian households for a week to uncover the human and cultural context driving their observable changes in light of the COVID-19 crisis.

McKinsey Quarterly
May 11, 2020

Planning for uncertainty: Performance management under COVID-19
Companies need a new approach to financial planning and performance management—one that informs rapid realignment of plans and actions and ensures organizational resilience.

McKinsey Quarterly
May 11, 2020

Survey: Asian B2B decision maker response to COVID-19 crisis
B2B decision makers are responding quickly, though actions and customer preferences vary by region.

McKinsey Quarterly
May 11, 2020

Restarting national economies during coronavirus, part two
Policy makers can save lives while gradually restarting the economy. Here's how.

McKinsey Quarterly
May 11, 2020

Agriculture sector: Preparing for disruption in the food value chain
Four trends could profoundly influence the direction of the agriculture industry. Stakeholders, from farmers to governments, must take account of them in their planning.

McKinsey Quarterly
May 11, 2020

COVID-19 in the United Kingdom: Assessing jobs at risk and the impact on people and places
Around 7.6 million jobs, or 24 percent of the UK workforce, are at risk because of COVID-19-related lockdowns. People and places with the lowest incomes are the most vulnerable.

McKinsey Quarterly
May 11, 2020

Survey: Global B2B decision-maker response to COVID-19 crisis
B2B decision makers are responding quickly, though actions and customer preferences vary by country.

McKinsey Quarterly
May 11, 2020

Survey: Indian consumer sentiment during the coronavirus crisis
Most Indian consumers remain optimistic about an economic recovery despite a decline in income and savings.

McKinsey Quarterly
May 11, 2020

The way back: What the world can learn from China's travel restart after COVID-19
With China's COVID-19 lockdown over, travel is beginning to restart there. The country's experience as consumer confidence in travel grows can help businesses in other parts of the world navigate the next normal.

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