Description: AUTHENTICITY GUARANTEE: We guarantee the authenticity of all our items McKinsey Quarterly Q3 2010 How to compete in a rebalancing global economy Paperback – July 1, 2010McKinsey Quarterly is the business journal of McKinsey & Company. Our goal is to offer new ways of thinking about management in the private, public, and nonprofit sectors. We aim to help business people run their organizations more productively, more competitively, and more creatively.Quarterly articles, written by McKinsey consultants, offer practical ideas based on the firm's experience with the world's largest companies and on proprietary research and close ties to academic institutions. How to compete in a rebalancing global economyTrends matter, even slow and steady ones like demography or productivity, and missing them can be costly. Systematically spotting and acting on emerging trends, on the other hand, helps firms capture market opportunities, test risks, develop capabilities, and spur innovation. For much of the past year, a team at McKinsey has revisited our assumptions about the global trends that will define the coming era. It has identified five crucibles where the stresses and tensions will be greatest and thus offer the richest opportunities for companies to innovate and adapt. This issue of McKinsey Quarterly provides an overview of all five and treats in depth one of them: the great rebalancing of economic activity to developing markets.We start with China, where, despite the tremendous growth prospects, many companies still treat the market as an interesting side bet. "Building a second home in China" proposes an alternative approach that involves bolder aspirations, better execution, and intense localization. China is also the setting for "Applying global trends: A look at China's auto industry," which uses an intriguing example - the speed with which Chinese automakers could penetrate developed markets - to lay out a methodology for assessing global trends in a scenario-based planning process. But China is far from the only important emerging market. India is urbanizing at a breakneck pace, as "India's urban transformation" depicts. "Capturing the world s emerging middle class" explains that companies must identify clusters of consumers across multiple markets. Finally, "Globalization s critical imbalances" enumerates the growing tensions in global currency, commodity, and debt markets arising from the fact that capital is mobile but labor is largely fixed.Other highlights of this issue include an article from Stanford management professor Bob Sutton on why good bosses listen to the people they manage; perspectives on CEO transitions from McKinsey s former managing director Ian Davis and Juniper Networks CEO Kevin Johnson; and suggestions from General Electric Global Research Group head Mark Little on how companies can use rivalry to spur innovation.Approximate Dimensions: magazine is 10 3/4 x 6 1/2 inch. Pages 140Style Tip: Great Look Book, International Bidders: All duties, customs and taxes responsibility of buyer
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Publication Name: McKinsey Quarterly
Signed: No
Custom Bundle: No
ISSN: 9780982252468
Publisher: McKinsey
Modified Item: No
Publication Month: July
Publication Year: 2010
Type: Magazine
Format: Physical
Publication Frequency: Quarterly
Language: English
Issue Number: 3
Volume: 3
Distribution: Controlled Circulation
Contributors: Authors
Features: 1st Edition, Limited Edition
Genre: Action & Adventure, Activity, Agriculture, Airplanes, Animal, Antiques & Collectibles, Architecture, Art & Photography, Strategy, Business
Country/Region of Manufacture: United States
Topic: Strategy
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