بشكل رئيسي
01/04/2012 (McKinsey Quarterly)
Does your CEO compensation plan provide the right incentives?
Boards, shareholders, and journalists often look at a chief executive’s annual compensation plan to determine whether the company is offering the right incentives to increase shareholder value. But few consider another key question: how does the compensation that the CEO has already received[..]
David F. Larcker, Brian Tayan
McKinsey Quarterly
McKinsey Quarterly
01/04/2012 (McKinsey Quarterly)
Developing better change leaders
Few companies can avoid big, periodic changes in the guts of their business. Whatever the cause—market maturation, a tough macroeconomic environment, creeping costs, competitive struggles, or just a desire to improve—the potential responses are familiar: restructure supply chains;[..]
Aaron De Smet, Johanne Lavoie, Elizabeth Schwartz Hioe
McKinsey Quarterly
McKinsey Quarterly
01/04/2012 (McKinsey Quarterly)
Demystifying social media
Executives certainly know what social media is. After all, if Facebook users constituted a country, it would be the world’s third largest, behind China and India. Executives can even claim to know what makes social media so potent: its ability to amplify word-of-mouth effects. Yet the[..]
Roxane Divol, David Edelman, and Hugo Sarrazin
McKinsey Quarterly
McKinsey Quarterly
01/04/2012 (McKinsey Quarterly)
Breaking strategic inertia: Tips from two leaders
Frameworks abound for developing corporate strategy. But there’s no textbook or theory that explains how to deliver on that strategy by shifting capital, talent, and other scarce resources from one part of a business to another. One reason is that the moves each organization must make[..]
Stephen Hall, Dan Lovallo
McKinsey Quarterly
McKinsey Quarterly
01/04/2012 (McKinsey Quarterly)
Are you making the most of your company’s ‘software layer’?
The past 15 years have created a very different business environment, which has empowered consumers, commoditized many products and services, and dramatically compressed margins. Not surprisingly, these changes have forced businesses to operate differently. But exactly what kinds of companies[..]
Aaron Shapiro
McKinsey Quarterly
McKinsey Quarterly
01/03/2012 (McKinsey Quarterly)
Daniel Yergin on the future of global energy
The recent rise of emerging markets as voracious consumers of energy has established a price point for oil at more than $100 a barrel, injected volatility into energy markets, and changed the economics of massive, complex energy projects such as oil sands, “tight oil” trapped in[..]
Rik Kirkland
McKinsey Quarterly
McKinsey Quarterly
