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   NEWS: MCKINSEY QUARTERLY
McKinsey Quarterly
Nov 24, 2020

Indirect procurement: Insource? Outsource? Or both?
A more thoughtful balance between homegrown capabilities and outsourcing can help companies generate more value from an often-overlooked opportunity.

McKinsey Quarterly
Nov 23, 2020

Rethink capabilities to emerge stronger from COVID-19
In a new survey, leaders say the pandemic has alerted them to the urgency of getting learning programs right. Yet companies are falling short in delivering outcomes, and executives can do more to support capability-building efforts.

McKinsey Quarterly
Nov 23, 2020

Executives see superior capabilities as the key to future growth
In a new survey, leaders say the pandemic has alerted them to the urgent need to get learning right. Yet companies are struggling to deliver outcomes, and executives have bigger roles to play.

McKinsey Quarterly
Nov 23, 2020

Four ways to accelerate the creation of data ecosystems
Public and private organizations rapidly set up data ecosystems to help fight COVID-19. Even in the absence of a crisis, companies can fast-track ecosystem development.

McKinsey Quarterly
Nov 23, 2020

The potential of advanced process controls in energy and materials
Optimizing advanced process controls can create significant value for critical industrial processes. Maximizing that value requires a comprehensive approach across people, processes, and technologies.

McKinsey Quarterly
Nov 23, 2020

What's next for remote work: An analysis of 2,000 tasks, 800 jobs, and nine countries
Hybrid models of remote work are likely to persist in the wake of the pandemic, mostly for a highly educated, well-paid minority of the workforce.

McKinsey Quarterly
Nov 23, 2020

When will the COVID-19 pandemic end?
Recent news on vaccine and antibody trials has raised hopes worldwide. When will vaccines be available? And is the end of COVID-19 nearer? Here we update our September 21 outlook.

McKinsey Quarterly
Nov 20, 2020

The shift to virtual and home care: An interview with Annie Lamont
Holistic healthcare, virtual care, and the integration of mental-health care and primary care are among the trends the COVID-19 crisis moved ahead of schedule. Annie Lamont is keeping tabs on them all.

McKinsey Quarterly
Nov 20, 2020

The board's role in embedding corporate purpose: Five actions directors can take today
A large spotlight is shining on corporate actions these days, and all stakeholders have growing expectations. A board's involvement in defining purpose helps meet those expectations.

McKinsey Quarterly
Nov 20, 2020

‘An environment where everybody can thrive': A conversation with U.S. Bank's Tim Welsh
The vice chairman for consumer and business banking at the fifth-largest bank in the United States describes how setting an environment of mission, purpose, and individual generosity is central to building capabilities that achieve strategic outcomes.

McKinsey Quarterly
Nov 20, 2020

‘Prepare for the marathon and be ready for the course to change': An interview with the Boston Logan Airport CEO
Massachusetts Port Authority CEO Lisa Wieland discusses why the contactless passenger journey is here to stay and how she's building agility and flexibility for her organization.

McKinsey Quarterly
Nov 20, 2020

Scaling sustainable aviation fuel today for clean skies tomorrow
The move to sustainable aviation is now an imperative.

McKinsey Quarterly
Nov 20, 2020

Organizing for speed: Agile as a means to transformation in Japan
Japanese working practices may help or hinder the adaptation of agile approaches that can increase an organization's speed and customer centricity. Addressing five main areas can allow leaders to master the transition to enterprise agility.

McKinsey Quarterly
Nov 20, 2020

Holiday shopping in 2020
Consumers, longing for normalcy and eager for something to celebrate, plan to spend money during the holidays—but differently from the way they have in the past.

McKinsey Quarterly
Nov 19, 2020

Reimagining the way businesses operate
To reimagine their organizations for the future, leaders must address three critical questions.

McKinsey Quarterly
Nov 19, 2020

Resilience in a crisis: An interview with Professor Edward I. Altman
One of the leading researchers in corporate financial health discusses what executives can do to help their companies endure the financial stresses of crisis times.

McKinsey Quarterly
Nov 19, 2020

Addressing society's pain points: An interview with the CEO of Ayala Corporation
Jaime Augusto Zobel de Ayala reflects on Asia's imperative, and his own, to find inclusive and creative solutions to complex and uncertain challenges.

McKinsey Quarterly
Nov 19, 2020

Climate change and P&C insurance: The threat and opportunity
Many in the property and casualty insurance industry have underestimated the immediacy of physical—and systemic—effects from climate change. Business models must adapt.

McKinsey Quarterly
Nov 19, 2020

Eight lessons on how to get the growth you planned
Now is not the time to slow down. Growth initiatives are critical for value creation, even survival, throughout an economic cycle.

McKinsey Quarterly
Nov 19, 2020

Think fast: How to accelerate e-commerce growth
The most critical tools in successful e-commerce expansion are customer-centricity and a test-and-learn mindset.

McKinsey Quarterly
Nov 18, 2020

The state of AI in 2020
Our 2020 AI survey shows artificial intelligence has become more of a revenue driver. Companies earning the most from AI plan to invest in it more in response to COVID-19.

McKinsey Quarterly
Nov 18, 2020

The future of payments is frictionless—now more than ever
Amrita Ahuja, the CFO of Square, explains how the company's payment platform and services have helped small enterprises stay afloat during the COVID-19 crisis.

McKinsey Quarterly
Nov 18, 2020

Five questions to answer before you finalize your media plan
New consumer behaviors require CMOs to rethink their media-spend plans.

McKinsey Quarterly
Nov 18, 2020

Agility in the time of COVID-19: Changing your operating model in an age of turbulence
Can organizations be transformed while employees are working remotely? Four real-life stories suggest that they can.

McKinsey Quarterly
Nov 18, 2020

Hong Kong businesses need to evolve, or risk being left behind
The COVID-19 pandemic has changed the way companies across Asia operate, notably by enabling their employees to work remotely. In Hong Kong, where the culture of "presenteeism" has traditionally run deep, top executives have realized that working from home does not necessarily mean a decline in productivity.

McKinsey Quarterly
Nov 17, 2020

Moving teams from campaign to transition: Five things to get right
How the shift from campaigning to transitioning is managed can set the foundation for an administration.

McKinsey Quarterly
Nov 17, 2020

Meeting the future: Dynamic risk management for uncertain times
The world is changing in fundamental ways, leading to dramatic shifts in the landscape of risks faced by businesses.

McKinsey Quarterly
Nov 17, 2020

Airline data: What next beyond crisis response?
Airlines are using a wealth of new data sources in 2020. Strategy should now replace adrenaline as the fuel for decisions around data adoption and usage.

McKinsey Quarterly
Nov 17, 2020

Finance 2030: Four imperatives for the next decade
Over the past decade, finance departments reduced costs by almost 30 percent. The next decade's focus: achieving even higher levels of effectiveness.

McKinsey Quarterly
Nov 17, 2020

Diverse employees are struggling the most during COVID-19—here's how companies can respond
New global research shows that despite companies' recent efforts, diverse employees need more. Businesses should ask themselves new questions for a changed workplace.

McKinsey Quarterly
Nov 17, 2020

Using ecosystems to reach higher: An interview with the co-CEO of Ping An
Expect digital to further blur industry lines, supercharge scalability, and loosen geographical restraints for professional services, says Jessica Tan.

McKinsey Quarterly
Nov 16, 2020

The economic case for reskilling in the UK: How employers can thrive by boosting workers' skills
In about 75 percent of cases, it pays for an organisation to reskill an employee—yet few do this systematically. Here's why, and what companies should do differently.

McKinsey Quarterly
Nov 16, 2020

Data will decide success in the next normal of bulk and tanker shipping
COVID-19 and commodity-related trends are likely to depress medium-term demand, but companies that can leverage deep market insights will have the opportunity to outperform in the postcrisis economy.

McKinsey Quarterly
Nov 13, 2020

Closing the capability gap in the time of COVID-19
Building capabilities that durably change workforce behaviors has never been easy, and the pandemic has made it harder. But some organizations have found approaches to thrive in recovery and beyond.

McKinsey Quarterly
Nov 13, 2020

How retail can adapt supply chains to win in the next normal
Retailers in consumer discretionary categories were already struggling in the US before COVID-19. Better supply-chain management could be critical to their recovery.

McKinsey Quarterly
Nov 13, 2020

Pioneer of healthy aging
Using the tools it has today, China can transform its aging population into a vital social and economic force supporting the country's growth, writes Jonathan Woetzel in China Daily.

McKinsey Quarterly
Nov 13, 2020

When do you need a chief restructuring officer?
When external shocks rock the business, a chief restructuring officer brings a specialized skill set to restructure the balance sheet.

McKinsey Quarterly
Nov 12, 2020

The case for stakeholder capitalism
Consumers and society at large are expecting more from business. Embracing these responsibilities can help shareholders, too.

McKinsey Quarterly
Nov 12, 2020

The conflicted Continent: Ten charts show how COVID-19 is affecting consumers in Europe
European consumers are emerging from lockdown at their own pace—and with new priorities that include personal safety and social values.

McKinsey Quarterly
Nov 12, 2020

Rethinking the future of American capitalism
American capitalism has evolved time and again, and we may be poised for another such shift. Will the future of capitalism involve tweaks, reforms, or wholesale change?

McKinsey Quarterly
Nov 12, 2020

Scaling digital in the public sector: Building blocks for the future
The upcoming government transition presents public-sector leaders with the opportunity to establish processes for successfully scaling digital technologies.

McKinsey Quarterly
Nov 12, 2020

Shaping university boards for 21st century higher education in the US
Many university boards have not revised their governance models in decades and struggle to deliver on their mission. To update their current operating model, boards can focus on three best practices.

McKinsey Quarterly
Nov 12, 2020

Increasing decision-making velocity: Five steps for government leaders
Government leaders can challenge the norms of how their organizations work and dramatically increase their decision-making speed and agility.

McKinsey Quarterly
Nov 12, 2020

Healthcare innovation: Building on gains made through the crisis
Leaders should consider the lessons and achievements of the COVID-19 crisis in forging new innovation aspirations—and the mechanisms needed to execute them.

McKinsey Quarterly
Nov 11, 2020

Divesting with agility
Research shows that active, efficient reallocation of resources creates better returns for companies than simply standing pat does. Here's how to make portfolio decisions faster.

McKinsey Quarterly
Nov 11, 2020

Agile's next level: ABN AMRO's hybrid cloud-DevSecOps transformation
Transformation success required thoughtful mastery of multiple disciplines and coordination of many moving parts.

McKinsey Quarterly
Nov 11, 2020

In conversation: Culture in M&A
Why assessing the cultural fit cannot be an afterthought in deal making

McKinsey Quarterly
Nov 11, 2020

Modernizing the investment approach for electric grids
Customer and community expectations for the US electric grid are evolving. Utilities must adapt by pursuing integrated modernization plans.

McKinsey Quarterly
Nov 11, 2020

Pathways to decarbonize the Czech Republic
The Czech Republic has reduced GHG emissions significantly after 1990, but it remains fourth-largest GHG emitter per capita in the EU.

McKinsey Quarterly
Nov 11, 2020

The next frontier in Asia payments
Five fundamental themes are reshaping Asia's payments landscape, requiring a swift response—and in some cases, self-reinvention—from players across the value chain.

McKinsey Quarterly
Nov 10, 2020

Value creation in industrials
The industrials sector is vital to global economic health. What factors help top companies stand out from the pack and generate the greatest value?

McKinsey Quarterly
Nov 10, 2020

The state of the chemical industry—it is getting more complex
Three trends may change the future of the chemical industry.

McKinsey Quarterly
Nov 10, 2020

Scaling voluntary carbon markets to help meet climate goals
Voluntary carbon markets help companies supplement their emissions-reduction efforts and finance climate action. The Taskforce for Scaling Voluntary Carbon Markets offers a draft blueprint for them.

McKinsey Quarterly
Nov 10, 2020

Taking a fresh look at temporary-labor sourcing amid uncertainty
With many industries operating remotely, companies that can implement new processes to harness fluctuations in the temporary-labor market may achieve greater flexibility in the recovery.

McKinsey Quarterly
Nov 10, 2020

Building new businesses in industrials
New digital offerings hold the key for industrial companies to counteract the effects of disruption and better serve their customers.

McKinsey Quarterly
Nov 10, 2020

Creating value in US insurance investing
Despite market complexity, many opportunities exist for private equity players to create value in insurance. We studied the US industry and offer a set of investment recommendations to guide PE firms' decisions.

McKinsey Quarterly
Nov 10, 2020

Elevating aftermarket services
Customers increasingly prefer digital and remote engagement, so industrial companies must build these capabilities quickly.

McKinsey Quarterly
Nov 10, 2020

Government transitions during crisis: How new leaders can take charge
Transfers of power are complex—in times of crises, especially so. Here are seven lessons for leaders at all levels of government transitioning into new roles.

McKinsey Quarterly
Nov 09, 2020

Global Economics Intelligence executive summary, October 2020
Economic recovery is sustained by manufacturing, trade, and the consumer sector; public health has been restored in China while European countries impose new restrictions amid rising COVID-19 levels.

McKinsey Quarterly
Nov 09, 2020

Five Fifty: The big experiment
Crisis-fueled experimentation has become a primary source of organic growth during the pandemic. But you've got to escape pilot purgatory first.

McKinsey Quarterly
Nov 09, 2020

China: Still the world's growth engine after COVID-19
Consumers, one of the key drivers powering China's economic rebound, have regained confidence and are spending at levels seen before the outbreak of the COVID-19 pandemic.

McKinsey Quarterly
Nov 09, 2020

Subscribed to future auto finance yet?
Auto financing's future will be dynamic, disruptive, and different. Here's our perspective on the European market.

McKinsey Quarterly
Nov 09, 2020

How industrial companies can jump-start a rapid revenue recovery
Five analytics-driven go-to-market strategies can give organizations valuable insights to boost revenues.

McKinsey Quarterly
Nov 09, 2020

How to find and maximize digital value in any M&A deal
Even when digital capabilities aren't the centerpiece of a deal, they still can provide significant deal value with the right due diligence and integration planning.

McKinsey Quarterly
Nov 09, 2020

To unlock better decision making, plan better meetings
How can senior managers get better, faster business decisions from the meetings they attend or lead? Planning is key.

McKinsey Quarterly
Nov 09, 2020

The industrial CEO's plan for the digital recovery
To thrive and grow in the next normal, industrial companies will need to drive transformations enabled by new technologies and sustained by capabilities.

McKinsey Quarterly
Nov 06, 2020

How tapping connectivity in oil and gas can fuel higher performance
Price and demand pressures in the oil and gas sector make the potential value embedded in advanced connectivity for exploration and production more important than ever.

McKinsey Quarterly
Nov 05, 2020

More than a mission statement: How the 5Ps embed purpose to deliver value
Your company's purpose strengthens resilience and creates value—if it's genuine. A new framework highlights a detailed approach to embedding purpose throughout your organization.

McKinsey Quarterly
Nov 05, 2020

Insurers must rethink the SME segment: Lessons from the United Kingdom
UK small and medium-size enterprises are facing the recovery with a new set of needs. Insurers that can adapt their offerings could seize a sterling opportunity.

McKinsey Quarterly
Nov 05, 2020

Reimagine: Preparing for SG&A in the next normal
As the COVID-19 pandemic continues and its economic impact increases, the productivity and reallocation imperative for sales, general, and administrative (SG&A) activities continues to sharpen.

McKinsey Quarterly
Nov 05, 2020

2020 Holiday Season: Navigating shopper behaviors in the pandemic
The crisis has widened consumer appetite for choice and introduced unexpected shifts in consumer behavior—this year's holiday shopping is up for grabs.

McKinsey Quarterly
Nov 05, 2020

Getting acquainted with a more mindful Australian consumer
COVID-19 is reshaping the emotional needs of Australian consumers and, subsequently, their purchasing behaviour.

McKinsey Quarterly
Nov 05, 2020

Using public real estate to fuel a postpandemic recovery
As deficits mount, governments can use their real estate holdings to create breathing room.

McKinsey Quarterly
Nov 05, 2020

Will airline hubs recover from COVID-19?
Connecting traffic has been particularly hard hit by COVID-19. We believe the hub model will remain relevant postcrisis, but airlines will need to update their operations and network strategies.

McKinsey Quarterly
Nov 04, 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
Nov 04, 2020

Rapid revenue recovery after the crisis: Strategies for success
The COVID-19 pandemic has upended norms about retail, brand loyalty, and consumer behavior. That's creating both a massive challenge and a rare opportunity for bold players to accelerate growth.

McKinsey Quarterly
Nov 04, 2020

How data analytics helps sales reps win more deals
Quantifying the actions that differentiate top sales reps from the less productive can help managers identify skills that need upgrading.

McKinsey Quarterly
Nov 03, 2020

Laxman Narasimhan, CEO of Reckitt Benckiser, on corporate purpose during a crisis
Reckitt Benckiser's CEO reflects on his experience transitioning into the leadership role and driving strategic change during the global pandemic.

McKinsey Quarterly
Nov 03, 2020

Building an R&D strategy for modern times
The age of the insular R&D organization is over. To serve as a company's innovation engine, R&D strategy needs to be equipped for today's fast-moving world.

McKinsey Quarterly
Nov 03, 2020

A future beyond brick and mortar: Disruption in automotive retail
As customer expectations evolve and cost pressures rise, automotive retail strategies must also change rapidly.

McKinsey Quarterly
Nov 03, 2020

Five ways to design a better mental-health future for a stressed-out workforce
Almost 41 percent of Americans struggle with mental-health issues stemming from the COVID-19 pandemic, but many companies remain ill equipped to address the problem.

McKinsey Quarterly
Nov 03, 2020

Deciding to divest? Make your preparation time count
LiveRamp President and CFO Warren Jenson explains how all the up-front work companies do on communications, planning, and analysis can boost the odds of success in separations.

McKinsey Quarterly
Nov 03, 2020

The energy-sector threat: How to address cybersecurity vulnerabilities
Electric-power and gas companies are especially vulnerable to cyberattacks, but a structured approach that applies communication, organizational, and process frameworks can significantly reduce cyber-related risks.

McKinsey Quarterly
Nov 02, 2020

The dos and don'ts of M&A in shale
With M&A activity rising, how can unconventionals producers ensure that their strategic moves create value?

McKinsey Quarterly
Nov 02, 2020

When nothing is normal: Managing in extreme uncertainty
In this uniquely severe global crisis, leaders need new operating models to respond quickly to the rapidly shifting environment and sustain their organizations through the trials ahead.

McKinsey Quarterly
Nov 02, 2020

Unlocking value: Four lessons in cloud sourcing and consumption
Companies that are successful in sourcing and managing the consumption of cloud adopt a more dynamic, analytical, and demand-driven mindset.

McKinsey Quarterly
Nov 02, 2020

Are scenarios limiting your pandemic recovery strategy?
Parametric analysis can help finance chiefs expand their views of important variables for planning and decision making.

McKinsey Quarterly
Nov 02, 2020

Beyond COVID-19: Charting the road to recovery for South African insurers
Seven big moves that could help insurers navigate the crisis and thrive in the long term.

McKinsey Quarterly
Nov 02, 2020

How to become ‘tech forward': A technology-transformation approach that works
Getting value from tech relies on tackling multiple interdependent programs at once.

McKinsey Quarterly
Nov 02, 2020

Tackling the performance challenge in regional capital markets businesses
Small capital markets businesses have been insulated against many of the troubles affecting their larger competitors. Now things are getting tougher.

McKinsey Quarterly
Nov 02, 2020

Strengthening institutional risk and integrity culture
Many of the costliest risk and integrity failures have cultural weaknesses at their core. Here is how leading institutions are strengthening their culture and sustaining the change.

McKinsey Quarterly
Oct 30, 2020

Stressing customer obsession: A conversation with Sequoia Capital's Pieter Kemps
Start-ups fail for all sorts of reasons, but those that succeed constantly think about the customer journey, use technology to remove friction, and find new ways to delight their customers, according to an investor with a legendary venture-capital firm.

McKinsey Quarterly
Oct 30, 2020

Tackling the impact of COVID-19: A talk with the UN's Sir Mark Lowcock
Perspectives from the United Nations on the ongoing challenges of the pandemic.

McKinsey Quarterly
Oct 30, 2020

Rise of the platform era: The next chapter in construction technology
The construction technology ecosystem is shifting toward integrated software platforms that better serve customer needs. Significant opportunities exist for strategic and financial investors.

McKinsey Quarterly
Oct 30, 2020

Organizational Agility Index - Romanian perspective
The agility of Romanian companies is relatively low, according to our Organizational Agility Index. This is a call to action—enterprise agility has been a desirable option in recent years, but during the pandemic it has become essential.

McKinsey Quarterly
Oct 30, 2020

Growth through a downturn
How companies outperform on growth during downturns and the subsequent recovery

McKinsey Quarterly
Oct 30, 2020

Today's skills, tomorrow's jobs: How will your team fare in the future of work?
Automation will leave few roles untouched—and not everyone will be reskilled or redeployed successfully. Here's what leaders can do now to give their talent, and their organizations, the best opportunity to thrive in an uncertain future.

McKinsey Quarterly
Oct 30, 2020

Turning private labels into powerhouse brands
Consumers have recently been snapping up private-label goods at grocery and mass retailers. Will this trend last? Only if retailers develop a compelling private-label strategy and operating model.

McKinsey Quarterly
Oct 30, 2020

The technology industry in 2020 and beyond
McKinsey senior partners Brendan Gaffey and Lareina Yee share their perspectives on how the COVID-19 crisis has changed the technology sector—and how tech companies can thrive in the next normal. A transcript of their remarks follows below.

McKinsey Quarterly
Oct 30, 2020

The telecom sector in 2020 and beyond
McKinsey's Philipp Nattermann and Karolina Sauer-Sidor reflect on how the COVID-19 crisis has changed the telecom sector—and what lies ahead for telcos. A transcript of their remarks follows below.

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