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McKinsey Quarterly is the business journal of McKinsey & Company. Our goal is to offer new ways of thinking about management in the private, public, and nonprofit sectors. We aim to help business people run their organizations more productively, more competitively, and more creatively.
Quarterly articles, written by McKinsey consultants, offer practical ideas based on the firm's experience with the world's largest companies and on proprietary research and close ties to academic institutions.
Strategy and leadership in turbulent times
The cover package in this issue of McKinsey Quarterly focuses on two of the most important challenges of the day for senior executives: decision making under uncertainty and the role of business in society. Many in the C-suite say that the financial crisis and the global recession it helped create have changed their assumptions about consumer behavior and competitive dynamics so much that a new managerial model is required. Our times, some argue, have generated a new normal that calls for a more agile approach to decision making.
Executives are also taking a closer look at the role of business in society, including the sustainability of business practices. These executives are doing so not only in response to demands from stakeholders such as consumers and governments but also because they see business opportunities. Sustainability and business values are front and center in this issue s interviews with executives at major global companies and in its contributions from McKinsey consultants.
Finally, in the area of sustainability, a special report focuses on the increasingly serious challenge of water scarcity, a subject that only now is starting to receive the attention it deserves from governments and private enterprise. These articles examine the economics of water management, the technologies available to increase water productivity, and the ways in which companies can create business opportunity from improving the water efficiency of other users.
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