McKinsey Quarterly

Who benefits, why it matters--and what needs to be done to nurture it.

A new study finds five ways leaders can make the most of it.

Arizona State University's Michael Crow

Google's executive chairman shares his strategies on designing "mobile first" business models.

Some roles create more value than others. Do you manage them differently?

Eurasia Group president discusses the current lack of economic leadership and China–US ties.

The social-media expert discusses the unique challenges of managing millennial employees.

The urban landscape is shifting. Which cities will be hot spots for growth?

Although Dan Ariely is an academic by trade, he is a pragmatist at heart. The Duke professor and best-selling author brings his theories to light through practical applications and behavioral experiments, where irrationality is almost always certain. Ariely has written two books on the subject--The Upside of Irrationality and Predictably Irrational. In February 2011, he sat down with Olivier Sibony, a director in McKinsey's Paris office, to share his insights into human behavior that can help companies make better decisions.

How the exponential growth of technologies will transform business and society.

What nonprofits can teach the private sector.

Professor Davenport discusses how better to arm workers with suitable knowledge and the challenges of taking a more structured approach.

McKinsey's Joanna Barsh and Johanne Lavoie discuss how to use centered leadership to guide the development of transformational leaders, as well as how centered leaders can apply their capabilities to benefit their organizations.

McKinsey Global Institute senior fellow Michael Chui discusses how leaders can prepare for the new business environment as well as the latest results from McKinsey's survey of global executives on their use of Web 2.0.

Investment in emerging market real estate and infrastructure will drive them higher.