In case you missed them, see which articles have been most popular with—and most discussed by—The McKinsey Quarterly‘s readers in the second quarter of this year. Read them today and join the conversation. To read any/all of these articles, please click here.
1. STRATEGY: How to test your decision-making instincts
Executives should trust their gut instincts—but only when four tests are met.
2. MARKETING: A new way to measure word-of-mouth marketing
Assessing its impact as well as its volume will help companies take better advantage of buzz.
3. STRATEGY: Five forces reshaping the global economy: McKinsey Global Survey results
The core drivers of globalization are alive and well, but executives are still grappling with how to seize the opportunities of an interlinked world economy.
4. BUSINESS TECHNOLOGY: Why business needs should shape IT architecture
To get the most out of these programs, organizations must ensure that they are led by people with the right skills, connections, and attitudes.
5. STRATEGY: The case for behavioral strategy
Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.
6. MARKETING: The basics of business-to-business sales success
B2B customers say they care most about product and price, but what they really want is a great sales experience. For sales reps, that means getting the basics right.
7. STRATEGY: Strategic decisions: When can you trust your gut?
Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives
8. STRATEGY: When companies underestimate low-cost rivals
Attackers are threatening premium players in market after market—and not only at the low end.
9. CORPORATE FINANCE: Five ways CFOs can make cost cuts stick
Successes in cost cutting erode with time. Here’s how to make them last.
10. MARKETING: Unlocking the elusive potential of social networks
To realize the marketing potential of virtual activities, you have to make them truly useful for consumers.
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How we do it: Three executives reflect on strategic decision making
Sir Martin Sorrell, Randy Komisar, and Anne Mulcahy describe how they balance the importance of timely action with the need for thorough, unbiased decision processes.
Also in this package
This article is the second in a new McKinsey Quarterly package on improving strategic decision making. Other features include the following:
The case for behavioral strategy
Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance. [includes interactive]
When can you trust your gut?
Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives. (available late March)
Taking the bias out of meetings
The biases that undermine strategic decision making often operate in meetings. Learn how to manage them in a way that will mitigate the impact of those biases. (available early April)
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