The CEO guide to China’s future

ArticleMcKinsey QuarterlySeptember 2016 The CEO guide to China’s future Email this article Download this article How China’s business environment will evolve on its way toward advanced-economy status. For ten years or more, China has been a uniquely powerful engine of the global economy, regularly posting high single-figure or even double-digit annual increases in GDP. More recently, growth has slowed, prompting sharp falls in international commodity prices and casting a shadow over the near-term prospects for developed and emerging markets. What will happen next? Pessimists struggle to see what China can do for an encore after what they say was an extraordinary, one-off period of catching up. Optimists believe that during the next 10 to 15 years, China has the potential Read More …

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Measuring B2B’s digital gap versus B2C with Digital Quotient assessment

Article on McKinsey Quarterly on January 2017 Measuring B2B’s digital gap By Liz Harrison, Candace Lun Plotkin, and Jennifer Stanley Email this article Download this article B2B companies fall short of their B2C counterparts in key areas of our Digital Quotient assessment. The need to invest operations and processes with digital capabilities touches every company and industry. B2B companies, however, face added challenges. Their customers increasingly gravitate toward digital tools to research and buy products—after all, they use Amazon at home just like everyone else does. Yet B2B buying and selling is often more complex. There are more decision makers and influencers involved in final purchasing decisions, often higher price points, an array of products and specifications, and many competing sales channels, both Read More …

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Annual global banking review

Report January 2017 A brave new world for global banking By Denis Bugrov, Miklos Dietz, and Thomas Poppensieker on McKinsey.com Article Actions Email this article Download this article Our annual global banking review finds that a weak global economy, digitization, and regulation threaten the industry’s near-term profitability. Three formidable forces—a weak global economy, digitization, and regulation—threaten to significantly lower profits for the global banking industry over the next three years. Developed-market banks are most affected, with $90 billion, or 25 percent, of profits at risk, but emerging-market banks are also vulnerable, especially to the credit cycle. Countering these forces will require most banks to undertake a fundamental transformation centered on resilience, reorientation, and renewal. Our report, A brave new world for Read More …

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TOP 10 FROM MCKINSEY QUARTERLY | 2016

The year’s most popular articles from McKinsey Quarterly TOP 10 FROM MCKINSEY QUARTERLY | 2016 1. Ahead of the curve: The future of performance management What happens after companies jettison traditional year-end evaluations? More → 2. Getting beyond the BS of leadership literature Management books and commentaries often oversimplify, seldom providing useful guidance about the skills and behavior needed to get things done. Here’s a better reading list for leaders. More →   3. The economic essentials of digital strategy A supply-and-demand guide to digital disruption. More →   4. Where machines could replace humans—and where they can’t (yet)   5. The CEO guide to customer experience Companies that create exceptional customer experiences can set themselves apart from their competitors. Read More …

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The best FinTech research of 2016

The best FinTech research of 2016 Published on Chris Skinner’s blog at www.finanser.com Earlier this year, I summarised some of the best research papers that had been released on FinTech and Blockchain in three parts: Part 1, Part 2 and Part 3.  Thanks to Oliver Bussmann’s blog, I can now provide you with a list of the best research released on Fintech this year.  Enjoy! Digital Bank, May 2014 from Chris Skinner 2016-12 Digital Asset Holding Non Technical White Paper: The Digital Asset Platform 2016-11 Federal Reserve Board Study: Distributed ledger technology in payments, clearing 2016-11 BCG: FinTech in Capital Markets Study: FinTech in Europe 2016-11 German Government: German FinTech Market 2016-11 CoinDesk Report: 6 Takeaways From CoinDesk’s Q3 State of Blockchain 2016-11 Read More …

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Rethinking work in the digital age

Article McKinsey Quarterly October 2016 Rethinking work in the digital age By Jacques Bughin, Susan Lund, and Jaana Remes Article Actions Email this article Download this article Digitization and automation are upending core assumptions about jobs and employees. Here’s a framework for thinking about the new world taking shape. Digitization is sending tremors through traditional workplaces and upending ideas about how they function.1 Almost daily, reports of “humanoid” machines, such as Honda’s ASIMO, capture the attention of the media and the imagination of the public at large. They are also stirring existential anxieties about the future of human labor itself and the potential for major job dislocations by automation based on artificial intelligence. More prosaically, companies can harness the new Read More …

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Critical changes as fintech matures

Bracing for seven critical changes as fintech matures Published by Miklos Dietz, Vinayak HV, and Gillian Lee on McKinsey.com Article Actions Email this article Download this article The fintech sector is being shaped by shifting market conditions, new regulations, and changes in consumer demands and behaviors. For the past decade, fintech companies—technology firms that focus on financial products and services—have moved quickly, forcing incumbents to rethink their core business models and embrace digital innovations. But now, the fintech industry is itself maturing and entering a period of rapid change. Companies wondering how they will fit into this new era must first understand the forces that are pushing the changes. While the industry will undoubtedly continue to expand as its customer Read More …

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Building blocks of change

Published on McKinsey Quarterly in April 2016 by Tessa Basford and Bill Schaninger The four building blocks of change Email this article Download this article Four key actions influence employee mind-sets and behavior. Here’s why they matter. Large-scale organizational change has always been difficult, and there’s no shortage of research showing that a majority of transformations continue to fail. Today’s dynamic environment adds an extra level of urgency and complexity. Companies must increasingly react to sudden shifts in the marketplace, to other external shocks, and to the imperatives of new business models. The stakes are higher than ever. So what’s to be done? In both research and practice, we find that transformations stand the best chance of success when they focus on Read More …

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Transforming Government through Digitization

Transforming Government through Digitization By Bjarne Corydon, Vidhya Ganesan, and Martin Lundqvist on McKinsey.com November 2016 Email this article Download this article By digitizing processes and making organizational changes, governments can enhance services, save money, and improve citizens’ quality of life. As companies have transformed themselves with digital technologies, people are calling on governments to follow suit. By digitizing, governments can provide services that meet the evolving expectations of citizens and businesses, even in a period of tight budgets and increasingly complex challenges. Our estimates suggest that government digitization, using current technology, could generate over $1 trillion annually worldwide. Digitizing a government requires attention to two major considerations: the core capabilities for engaging citizens and businesses, and the organizational enablers Read More …

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The CEO guide to boards

Executive BriefingMcKinsey QuarterlySeptember 2016 The CEO guide to boards Download this article Greater responsibilities require increased commitments of time and energy. Building a strong board of directors never seems to get easier. High-profile board failures, the boom in activist investing, and the disruptive forces of technology are only a few of the reasons effective board governance is becoming more important. Start with oversight, a role of the board that, most directors would agree, is no longer its sole function. Directors are now required to engage more deeply on strategy, digital, M&A, risk, talent, IT, and even marketing. Factor in complexities relating to board composition, culture, and time spent—not to mention social, ethical, and environmental responsibilities—and the degree of difficulty continues Read More …

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