文档介绍：October 2004 Introduction 1
Strategy for volatile times
A McKinsey Quarterly Reader
2 The McKinsey Quarterly on leadership
Table of contents
3 Introduction
4 Running with risk
Kevin S. Buehler and Gunnar Pritsch
The McKinsey Quarterly, 2003 Number 4
It’s good to take risks—if you manage
them well.
14 Managing for improved corporate
performance
Lowell L. Bryan and Ron Hulme
The McKinsey Quarterly, 2003 Number 3
Generating great performance requires a more
dynamic approach to building and adapting a
company’s capabilities than merely squeezing its
operations.
26 When petitor delivers more for less
Robert J. Frank, Jeffrey P. e, and Laxman
Narasimhan
The McKinsey Quarterly, 2004 Number 1
Value players will probably challenge pany.
How will you respond?
38 Flexible IT, better strategy
John Seely Brown and John Hagel III
The McKinsey Quarterly, 2003 Number 4
IT’s critics say that it lacks strategic importance. So
why does technology keep getting in the way of good
strategy?
48 A guide to doing business in China
Jonathan R. Woetzel
The McKinsey Quarterly, 2004 special edition:
What global executives think
China lends itself to sweeping statements about the
nature of doing business there. Most are unfounded.
Copyright © 2004 McKinsey & Company. All rights reserved. The
McKinsey Quarterly has been published since 1964 by McKinsey &
Company, 55 East 52nd Street, New York, New York 10022.
Introduction 33
Introduction
Developing and executing a winning corporate
strategy isn’t easy at the best of times. These
days, economic and political uncertainty make
this even more difficult. Our special collection
of articles includes McKinsey & Company’s
latest thinking on a range of today’s most critical
strategic issues, including risk management,
China, and the role of IT.
4 The McKinsey Quarterly Strategy for volatile times
B
ill Mayer ill
Running
with risk
It’