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May 2013—From computational biology to 3-D printing, Google’s executive chairman provides a look into the future of technologies that will change business models and lives.more
March 2013—Executives report that the adoption of social-media tools at their companies is high—and that this usage could spur additional benefits.more
July 2012—The most powerful applications of social technologies in the global economy are largely untapped. By using social technologies, companies can raise the productivity of knowledge workers by 20 to 25 percent.more
July 2011—Consumer behavior is shifting rapidly as more people use digital devices and platforms intensively.more
October 2012—Boards are starting to guide management by asking the right questions about technology.more
August 2010—Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment.more
January 2013—IT and business executives need to apply a risk-management approach that balances economic value against risks.more
October 2011—CEOs should shake up the technology debate to ensure that they capture the upside of technology-driven threats. Here’s how.more
April 2011—How PT rose from the ashes of a hostile-takeover bid and then the loss of its all-important subsidiary in Brazil.more
June 2012—Giorgio Migliarina, the chief technology and innovation officer of Telekom Malaysia, took on one of the toughest challenges in his sector: to turn a fixed-line incumbent into a lean, competitive machine—and to do it quickly.
July 2011—Profits are coming, but only players with the deepest pockets will survive to enjoy them.more
June 2011—Japan’s once-storied high-tech sector has hit hard times. Only courageous management can restore its global competitiveness.more
The material on this page draws on the research and experience of McKinsey consultants and other sources. To learn more about our expertise, please visit the Business Technology Practice, High Tech Practice, Telecommunications Practice.
The creation of knowledge supports McKinsey's core mission: helping our clients achieve distinctive, lasting, and substantial performance improvements. We publish our insights and those of external experts to help advance the practice of management and provide leaders with facts on which to base business and policy decisions. Views expressed by third-party authors are theirs alone.