McKinsey Quarterly

When organizational transformations succeed, managers typically pay attention to "people issues," especially fostering collaboration among leaders and employees and building capabilities.

As more products are loaded with technology, tangled IT designs can undermine product strategies. Product managers and technical specialists need a better game plan.

Just how big (or small) a market would Google leave behind were it to pull out of China today? In January, China Internet Network Information Center, the country’s official domain registry and research organization, reported that by the end of 2009, the number of Internet users in China had touched ...

Cathie Lesjak reflects on the company’s response to the recent global financial crisis—and the long-term effects it will have on performance.

Building organizational capabilities, such as leadership development or lean operations, is a top priority for most companies. However, many of them have not yet figured out how to do so effectively. The odds improve at companies where senior leaders are more involved.

Policy makers everywhere should focus on the competitiveness of individual sectors. Policy makers pinning their hopes on cutting-edge "clean" technologies to create jobs on a large scale are likely to be disappointed...

Corey Billington and Rhoda Davidson, authors of "Using knowledge brokering to improve business processes" responded to specific stories and comments posted on Facebook and from our article on mckinseyquarterly.com. Have you applied a lesson learned in one environment to an entirely different one...

In conversation and in excerpts from his recent book, a leading expert on organizational behavior explains why change often stalls and how top executives can use psychology to keep it going.

More objects are becoming embedded with sensors and gaining the ability to communicate. The resulting information networks promise to create new business models, improve business processes, and reduce costs and risks.