بشكل رئيسي
01/04/2013 (McKinsey Quarterly)
Five routes to more innovative problem solving
Rob McEwen had a problem. The chairman and chief executive officer of Canadian mining group Goldcorp knew that its Red Lake site could be a money-spinner—a mine nearby was thriving—but no one could figure out where to find high-grade ore. The terrain was inaccessible, operating[..]
Olivier Leclerc, Mihnea Moldoveanu
McKinsey Quarterly
McKinsey Quarterly
01/03/2013 (McKinsey Quarterly)
Measuring the real cost of water
The low nominal cost of water in many regions means that a lot of investments aimed at cutting its use don’t seem to offer satisfactory returns. The picture may change when organizations take a broader view of water: as a “carrier” of production inputs and outputs to which[..]
Kimberly Henderson, Ken Somers, Martin Stuchtey
McKinsey Quarterly
McKinsey Quarterly
01/03/2013 (McKinsey Quarterly)
Winning with IT in consumer packaged goods: Seven trends transforming the role of the CIO
Consumer-packaged-goods (CPG) companies have traditionally viewed technology as a necessary business expense to be managed in the most efficient way possible. As IT spending increased over the past two decades, managers concentrated on standardizing IT systems across the company and reducing[..]
Sirish Chandrasekaran, Robert Levin, Harry Patel, Roger Roberts
McKinsey Quarterly
McKinsey Quarterly
01/03/2013 (McKinsey Quarterly)
Driving the top line with technology: An interview with the CIO of Coca-Cola
Ed Steinike, vice president and CIO of The Coca-Cola Company, has set his mind on being what he calls a “revenue-generator CIO.” In this interview, he talks about his department’s journey from back-office function to business partner and how it uses technology to cultivate[..]
Robert Levin
McKinsey Quarterly
McKinsey Quarterly
01/04/2013 (McKinsey Quarterly)
Givers take all: The hidden dimension of corporate culture
After the tragic events of 9/11, a team of Harvard psychologists quietly “invaded” the US intelligence system. The team, led by Richard Hackman, wanted to determine what makes intelligence units effective. By surveying, interviewing, and observing hundreds of analysts across 64[..]
Adam Grant
McKinsey Quarterly
McKinsey Quarterly
01/03/2013 (McKinsey Quarterly)
Evolution of the networked enterprise: McKinsey Global Survey results
Over a surprisingly brief period, the use of social tools and technologies has grown from limited experimentation at the edge of corporate practice to what’s now the mainstream. But after this strong initial uptake, many companies find themselves at a crossroads: if they want to capture[..]
McKinsey & Company
McKinsey Quarterly
McKinsey Quarterly
01/03/2013 (McKinsey Quarterly)
Learning from Japan’s early electric-vehicle buyers
If electric vehicles (EVs) are to develop from a niche into a mass market, carmakers should learn from early adopters who say they may not buy one again. Our recent research on such consumers in Japan finds that about one-third of them fall into this category. These buyers said they were[..]
Axel Krieger, Philipp Radtke, Yoshi Takanuki
McKinsey Quarterly
McKinsey Quarterly
01/03/2013 (McKinsey Quarterly)
Economic Conditions Snapshot, March 2013: McKinsey Global Survey results
Growing shares of executives say their countries’ economies have improved, but domestic political conflicts weigh heavily as potential threats to growth, according to our latest survey on economic conditions. This is especially true in the United States, where negotiations failed to avert[..]
McKinsey & Company
McKinsey Quarterly
McKinsey Quarterly
