Harvard Business Review

MARCH 2, 2011

On the one hand, membership in the top bracket — the lofty heights occupied by the likes of McKinsey & Co. Meanwhile behemoths such as McKinsey and BCG, to maintain their above-industry-average growth rates and keep their global office networks humming, have broadened what they do and moved down the food chain. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

DECEMBER 16, 2016

Back in 2011, the McKinsey Global Institute published a report on the transformational potential of big data—and it would take a supercomputer to process all of the articles that have appeared since then urging companies to get on board before some digital disruptor renders them obsolete. Insight Center. The Next Analytics Age.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

FEBRUARY 8, 2013

The problem cuts much deeper than that; it's systemic and it's global. The McKinsey Global Institute reports that price volatility has hit a high , second only to the energy crisis of the 1970s. The domestic remanufacturing industry grew by 15% between 2009 and 2011 to "at least $43.0 billion, supporting 180,000 full-time U.S.

Resources 8

Resources McKinsey Globalization Industry 8

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. McKinsey reports that the value at stake from sustainability concerns can be as a high as 70% of earnings before interest, taxes, depreciation, and amortization. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

JUNE 26, 2014

This cost is also disproportionately borne by mom-and-pops, many of which operate in poor neighborhoods and rural areas. While all of these countries have their own idiosyncratic challenges, all have an overwhelming reliance on cash and a very low penetration of alternative payment systems. How can this be?

Cost 8

Cost Transportation Banking Retail 8