Seismic changes are likely to take place in the Chinese consumer market because of the Internet. Read more on the McKinsey Quarterly >

Topics: Asia-Pacific China Marketing

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Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future. An accompanying interactive lets readers scope out how banks will perform under two possible scenarios, and a podcast with one of the authors focuses on the shifting landscape for global banks. Read more on the McKinsey Quarterly >

Topics: Financial Services Interactive Audio

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

Topics: Corporate Finance Interviews

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Policy makers everywhere should focus on the competitiveness of individual sectors. Read more on the McKinsey Quarterly >

Topics: Economic Studies Audio Public Sector

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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. Read more on the McKinsey Quarterly >

Topics: Interviews Organization

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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. Read more on the McKinsey Quarterly >

Topics: Business Technology Audio

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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. Read more on the McKinsey Quarterly >

Topics: Organization Surveys

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Very poor people in emerging economies not only have a surprising degree of interest in financial services but also, when possible, use them enthusiastically. Read more on the McKinsey Quarterly >

Topics: Financial Services Telecommunications

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Most companies don’t offer sufficient training for frontline managers or structure their roles to create the most value. Aggravating the problem, senior leaders are often unaware of the issues that hinder frontline performance. Companies with effective frontline managers take a different approach. In an accompanying podcast, two McKinsey partners discuss what can happen when companies allow frontline supervisors to lead creatively. Read more on the McKinsey Quarterly >

Topics: Organization Audio Surveys

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Marketers have been applying behavioral economics—often unknowingly—for years. A more systematic approach can unlock significant value. Read more on the McKinsey Quarterly >

Topics: Marketing Retail & Consumer Goods

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Economic conditions are much improved for both companies and countries, executives say—but hopes for continued recovery are a little less bright than they were in December. Read more on the McKinsey Quarterly >

Topics: Economic Studies Surveys

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A senior executive in the German Ministry of Health describes approaches the country is using to control health care costs. Read more on the McKinsey Quarterly >

Topics: Europe Health Care Interviews

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Carbon markets will continue to play a role in pricing—and limiting—emissions, but the opportunity in developing markets may be less promising than once expected. Read more on the McKinsey Quarterly >

Topics: Climate Change Corporate Finance Energy, Resources, Materials

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Geng Xiao, director of the Brookings-Tsinghua Center for Public Policy, discusses how divergent growth rates of the Chinese and US economies will erode the hegemony of dollar--but not right away. Read more on the McKinsey Quarterly >

Topics: Asia-Pacific China Economic Studies Interviews Video

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By taking advantage of a range of innovative R&D financing and partnership models, pharmaceutical companies can place more bets with less money, less work, and less risk. Read more on the McKinsey Quarterly >

Topics: Health Care

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Personalized medicine promises to increase the quality of clinical care and, in some cases, to decrease health care costs. The biggest hurdles are economic, not scientific. Read more on the McKinsey Quarterly >

Topics: Health Care

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Gone is the time when R&D in developed markets could meet the pharmaceutical needs of emerging ones. A local presence is required. Read more on the McKinsey Quarterly >

Topics: Health Care

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Scientific innovation is not the only route to higher R&D productivity. Attention to the familiar management areas of cost, speed, and decision making can still reap rewards. Read more on the McKinsey Quarterly >

Topics: Health Care

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By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction. Read more on the McKinsey Quarterly >

Topics: Operations

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