terça-feira, 8 de fevereiro de 2011

Adoro esses emails da McKinsey. Este é uma contradição - pra falar de Information Overload eles mandam um newsletter atolado de informação

McKinsey Quarterly

Monthly Newsletter
February 2011

View on the Web: http://www.mckinseyquarterly.com/newsletters/2011_02.html






Editors’ choice
Information overload

Are you a BlackBerry addict? A compulsive e-mailer? A great deal of research suggests that always-on, multitasking work environments actually sap the productivity of knowledge workers—particularly those in the C-suite. Other research shows that not all employees need or want free access to information. The articles in this package deal with the second of the Quarterly’s three priorities for executives in 2011: enhancing productivity in the face of information overload.

Recovering from information overload

Tom Davenport on Rethinking knowledge work: A strategic approach

The third priority: Reconfiguring your supply chain
Our last executive priority for 2011 is improving your supply chain. Two articles explain how to make it simpler and more flexible and how top executives must collaborate to resolve the major supply chain trade-offs.

Building the supply chain of the future

Is your top team undermining your supply chain?

Just in case you missed our January newsletter’s coverage of the first priority—pressure-testing your strategy—explore that package now:

Have you tested your strategy lately?

How we do it: Strategic tests from four senior executives

Putting strategies to the test: McKinsey Global Survey results

This month’s highlights
Making the most of the CEO’s last 100 days
Departing chief executives should protect not only their companies but also their legacies by leaving the organization in the best possible shape.

A return to deal making in 2010
M&A volumes rose last year for the first time since the financial crisis. Capital markets think that deals generated greater value too.

IT growth and global change: A conversation with Ray Kurzweil
In this video interview, the inventor, businessman, and author explains how the exponential growth of information technologies will transform organizations and pose new opportunities—and hurdles—for business and society alike.

Creating more value with corporate strategy: McKinsey Global Survey results
Few companies have a strategy that delivers more value than the sum of their individual business units. Those that do excel at moving resources and removing barriers.

The fast lane to the adoption of electric cars
Large cities may be the ideal test track for the mass market. Encouraging early adoption could take less than most auto executives and policy makers think.

How green are China’s cities?
A new index shows mixed results in the country’s push for sustainable urban development.

The Web’s €100 billion surplus
Consumers get the bulk of it through free services like social networks. Will industry dynamics shift as providers and advertisers aim for a bigger share?

The era of cheap capital draws to a close
Interest rates are rising in the long term. Businesses will have to adapt, while governments must prevent an era of creeping financial protectionism.

The focus in Davos
Global leaders gathered for the World Economic Forum amid the crosswinds of a global economic recovery and new competitive challenges, particularly from emerging markets. In this package of new and recently published content, practitioners and McKinsey experts offer insights and ideas on key topics for participants.

What Matters:
How big can cities get?
As demand for urban space grows, builders are creating new kinds of cities, including some that are “smart,” some that are almost instant, and some that are nearly attached to airports. What Matters posts dispatches from around the world on these new urban forms.

McKinsey Classics
What companies get wrong in recessions
Most executives focus on operations in recessions and mount transformational initiatives only in good times. But tough operating pressures limit managers to existing capabilities, despite the need to adapt to a constantly changing marketplace.

Chart Focus
The real cost of obesity
Health care systems throughout the world are under pressure from an obesity pandemic. The United Kingdom, for instance, spent more than £4 billion on obesity-related medical costs in 2007, and the United States spends about $160 billion. Yet these huge numbers represent only a fraction of the pandemic’s total economic burden.

Also new
Risk roundup 2011

What might happen in China this year?

Five myths about US interest rates

Stay connected to McKinsey Quarterly
• Become a Facebook fan

• Follow us on Twitter

• Get our widgets and add custom headlines to your Web pages

• Bookmark our home page

You are receiving this e-mail because you are a registered member of mckinseyquarterly.com and have subscribed to the Monthly Newsletter list.

To ensure delivery, add e.mckinseyquarterly.com to your address book.

McKinsey & Company, 21 South Clark Street, Chicago, Illinois 60603

Manage your subscriptions

Unsubscribe from this mailing

Access our help tool

Read privacy policy

Nenhum comentário:

Postar um comentário