We help metals and mining companies accelerate growth by leveraging AI and advanced analytics to shape their strategy, boost productivity, and drive innovation.| McKinsey & Company
For organizations to be successful deploying gen AI, it requires a defensive and offensive strategy along with the need for everyone to be a risk professional.| McKinsey & Company
What’s the right approach to scaling artificial intelligence? We find it’s transforming one or two important business domains at a time.| McKinsey & Company
Our 2020 AI survey shows artificial intelligence has become a revenue driver and companies earning the most from AI plan to invest more in response to COVID-19.| McKinsey & Company
The compliance and reputational risks of artificial intelligence pose a challenge to traditional risk-management functions. Derisking by design can help.| McKinsey & Company
Organizations can mitigate advanced-analytics and AI risks by embracing three principles.| McKinsey & Company
A rapidly evolving vendor landscape composed mainly of point solutions makes it hard for industrial companies to build a scalable technology stack. Here’s how to cut through the complexity.| McKinsey & Company
Global leader of QuantumBlack, AI by McKinsey; advises clients on strategy, digital and analytics, operations, enterprise transformation, and value creation across industries with a focus on financial services and insurance| McKinsey & Company
In this McKinsey Explainer, we look into what prompt engineering is and explore why it's reshaping the way users interact with generative AI technology.| McKinsey & Company
Digital trust not only meets consumer expectations, but also connects to business growth.| McKinsey & Company
Artificial intelligence is often misunderstood. In this article, we look at how explainable AI is essential to maximizing this new technology in business.| McKinsey & Company
Generative AI is giving rise to an entire ecosystem, from hardware providers to application builders, that will help unlock its potential for business.| McKinsey & Company
Follow these principles to shift from a data-governance model of loosely followed guidelines to one that makes the most of digital and analytics.| McKinsey & Company
Large-scale data-architecture redesigns can tie up AI transformations. Five steps can help companies break through the gridlock.| McKinsey & Company
There is unprecedented potential economic impact of AI. But widening gaps among countries, companies, and workers will need to be managed to maximize the benefits.| McKinsey & Company
In this article, McKinsey explores recent changes to how Medicare Advantage star ratings are calculated and how plans will need to adapt in 2023 and 2024.| McKinsey & Company
As governments race to contain COVID-19, its impact on mental health and substance abuse needs to be mitigated. Here are the actions society can take.| McKinsey & Company
New research reveals what employees want from their postpandemic workplace—and how companies can get started with hybrid transformations.| McKinsey & Company
The future of remote work is likely to be hybrid in the wake of the COVID-19 pandemic, mostly for a highly educated, well paid minority of the workforce.| McKinsey & Company
The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations.| McKinsey & Company
The great working-from-home experiment is harder than it looks. Companies must rethink how they organize for remote-working.| McKinsey & Company
Retailers’ performance in capital markets over the past year shows the leaders rapidly pulling ahead.| McKinsey & Company
2022 was overshadowed by inflation. As that shadow is lifting, European grocers are gearing up for future growth by investing in private labels, retail media, automation, and sustainability.| McKinsey & Company
For retailers, service businesses represent a tremendous growth opportunity—and a way to start building retail ecosystems that satisfy more of consumers’ needs.| McKinsey & Company
A joint study from McKinsey and NielsenIQ examines whether or not consumers really do care about sustainability when it comes to ESG claims on packaging.| McKinsey & Company
In this interview, senior McKinsey partners Venkat Atluri and Miklos Diets discuss disappearing sector siloes and their new book The Ecosystem Economy.| McKinsey & Company
Retail media networks are booming, but increasing innovation is spurring competition. Here’s how to unlock the true potential of retail media.| McKinsey & Company
How do the best performers increase their revenues and shareholder returns at nearly twice the rate of their industry counterparts? The value of design comes from top management rigor, company-wide teamwork, rapid iteration, and relentless user-centricity.| McKinsey & Company
McKinsey’s B2B Pulse Survey analyzes the responses of thousands of B2B decision makers across multiple sectors and countries. See our latest 2024 findings.| McKinsey & Company
Culture has a huge impact on M&A success. With the right measures, cultural alignment can drive vastly improved returns.| McKinsey & Company
AI is reshaping UK hiring patterns – subtly, alongside other forces| McKinsey & Company
Members of travel brands’ loyalty programs have become increasingly disloyal. We look at how the travel industry can bring these straying customers back.| McKinsey & Company
We bring together the insights and tools that help companies maximize the value of their customer base, and the satisfaction of their customers.| McKinsey & Company
Soaring demand for AI data centers has ushered in a new area of growth. We explore these new opportunities for companies and investors across the value chain.| McKinsey & Company
Investments addressing the women’s health gap could add years to life and life to years—and potentially boost the global economy by $1 trillion annually.| McKinsey & Company
Twelve emerging technologies—including the mobile Internet, autonomous vehicles, and advanced genomics—have the potential to truly reshape the world in which we live and work. Leaders in both government and business must not only know what’s on the horizon but also start preparing for its impact.| McKinsey & Company
Helps multinational consumer-packaged-goods, retail, and food-service companies pursue strategic growth opportunities and strengthen their operating models, with a focus on responses to digital disruption| McKinsey & Company
Updated annually, our State of Fashion report offers the best of our research and insights into the fashion industry. Explore the findings from our latest report.| McKinsey & Company
Banks are sitting on large know-your-customer (KYC) and due diligence backlogs. Four steps can cut them quickly and improve the customer experience by ensuring remediation efforts are better aligned with business value and the potential risks each customer poses.| McKinsey & Company
Our latest research reinforces the link between diversity and company financial performance—and suggests how organizations can craft better inclusion strategies for a competitive edge.| McKinsey & Company
Global payments are becoming simpler for users, but complexity keeps growing behind the scenes.| McKinsey & Company
In this latest research, we look at why diversity, equity, and inclusion (DEI) matters more than ever before, and how it can drive holistic business impact.| McKinsey & Company
Digital twins revolutionize factory decision-making, driving efficiency and optimizing operations for forward-thinking manufacturers.| McKinsey & Company
We help companies strengthen their marketing capabilities by advising on digital processes, analytics, pricing, channel and sales management, and branding.| McKinsey & Company
Additive manufacturing techniques like 3D printing have moved beyond product design and prototyping to support production at scale. Are your operations ready?| McKinsey & Company
In this McKinsey Explainer, we look at what social media actually is, how it impacts our world, and what it may look like in the near future.| McKinsey & Company
We look at where office attendance stands today and the growing opportunity for the commercial real estate market to adapt to new ways of working.| McKinsey & Company
When 70 percent of transformations fail, a company needs a proven strategy to beat the odds.| McKinsey & Company
A great transformation office is like a winning coach who pushes and encourages everyone to reach their goals.| McKinsey & Company
A holistic approach to transformation ensures that a company is positioning itself for long-term success.| McKinsey & Company
Companies that grow the top line while simultaneously expanding their margins thrive and succeed.| McKinsey & Company
Before embarking on a transformation journey, a company must have five prerequisites in place.| McKinsey & Company
Organizations that are committed to a true transformation can’t be satisfied with just a few quick results. Transformation that reshapes an organization for the future requires a realignment of expectations, processes, and culture. In this video, McKinsey senior partner Seth Goldstrom discusses four steps that organizations must take to achieve a successful, sustainable transformation. An edited transcript of Seth’s remarks follows.| McKinsey & Company
To ensure the sustainability of a transformation, corporate leaders must address organizational health.| McKinsey & Company
A systematic approach gives companies a proven recipe for managing the complex process of transformative growth.| McKinsey & Company
A strategic transformation that focuses on resilience will allow a company to adapt to changing economic scenarios.| McKinsey & Company
By plotting strategy early in a strategic transformation, companies avoid making precise plans for the wrong future.| McKinsey & Company
Maintaining well-being in the workplace is even more critical during organizational transformations.| McKinsey & Company
Mind-sets matter when it comes to leading a successful organizational transformation.| McKinsey & Company
Organizational culture can accelerate the application of analytics, amplify its power, and steer companies away from risky outcomes. Here are seven principles that underpin a healthy data culture.| McKinsey & Company
McKinsey’s annual State of the Consumer report looks at the data behind the biggest trends shaping global consumer behavior in 2025 and beyond.| McKinsey & Company
As semiconductor companies ramp up production to meet surging demand, greenhouse-gas reduction deserves equal emphasis at semiconductor fabs.| McKinsey & Company
This McKinsey report offers a detailed look at the economic and societal impact of the transition to net-zero carbon emissions by 2050.| McKinsey & Company
Healthcare industry economics are shifting toward non-acute care delivery, healthcare software, data, analytics, and specialty pharmacy segments.| McKinsey & Company
In 2024, US health insurers will have to navigate changes in demographics, regulations, and member preferences. We look at the impact on Medicare Advantage.| McKinsey & Company
Use advanced analytics to make better talent decisions| McKinsey & Company
In this McKinsey Explainer, we look at what personalization is and how organizations are using data to tailor messages to specific user preferences.| McKinsey & Company
Global expert and leader of research on AI and frontier technologies; advises companies on growth and transformation| McKinsey & Company
Leads insights and discussions on the future of work, gender equality, racial equity, and productivity. Serves clients across strategy and operational transformations and leads Diversity and Inclusion for McKinsey globally.| McKinsey & Company
Leads McKinsey’s diversity, equity, and inclusion work; directs initiatives focused on establishing inclusive, productive workplace cultures that support greater collaboration and innovation from a diverse workforce| McKinsey & Company
As generative AI begins to reshape jobs, business leaders have a rare opportunity to reimagine work and build a thriving and more resilient workforce.| McKinsey & Company
Our research shows that hybrid work is here to stay. Office attendance remains 30% lower than before the pandemic. But can working remotely be productive work?| McKinsey & Company
An overview of the latest data across the worldwide payments ecosystem.| McKinsey & Company
Leads McKinsey’s Global Retail and Consumer Packaged Goods Practices and works with retail and consumer-goods companies to guide growth, commercial and operational transformations| McKinsey & Company
E-commerce, or electronic commerce, is the buying and selling of goods and services over the internet, on websites, mobile apps, or social media. By optimizing e-commerce as part of a broader digital-commerce transformation, sellers stand to attract more customers and earn more profits.| McKinsey & Company
With consumers moving online in reaction to coronavirus restrictions, companies will need to learn how to launch new e-commerce businesses quickly.| McKinsey & Company
For years, empowered consumers have held the upper hand when it comes to making purchasing decisions. But companies are fighting back.| McKinsey & Company
Online food-delivery platforms are expanding choice and convenience, allowing customers to order from a wide array of restaurants with a single tap of their mobile phone.| McKinsey & Company
Proposed EU rules are just one step toward global AI regulation. Smart organizations are preparing for compliance—and AI risk management.| McKinsey & Company
A systematic approach to identifying and prioritizing AI risks can help organizations effectively target mitigation efforts.| McKinsey & Company
QuantumBlack, AI by McKinsey unlocks the power of artificial intelligence to help organizations blend AI and cutting-edge solutions with strategic thinking and domain expertise.| McKinsey & Company
This Next in Personalization 2021 Report reveals that companies who excel at demonstrating customer intimacy generate faster rates of revenue growth than their peers. And the closer organizations get to the consumer, the bigger the gains.| McKinsey & Company
Which new technology will have the most impact in 2024 and beyond? Our annual analysis ranks the top tech trends that matter most for companies and executives.| McKinsey & Company
Almost all companies invest in AI, but just 1% believe they are at maturity. Our new report looks at how AI is being used in the workplace in 2025.| McKinsey & Company
Europe and the United States will need to focus on improving human capital even as they accelerate AI adoption.| McKinsey & Company
In this McKinsey Explainer, we define what is generative AI, look at gen AI such as ChatGPT and explore recent breakthroughs in the field.| McKinsey & Company
The annual McKinsey Digital Payments Survey looks at some of the biggest global trends impacting the payments industry in 2024 and beyond.| McKinsey & Company
We work with insurance industry clients on critical issues ranging from growth and distribution strategy to claims and core operating capabilities.| McKinsey & Company
Successful personalization at scale requires four elements working in tandem. Here’s how marketing leaders build the operating model to make that happen.| McKinsey & Company
It’s no longer the preserve of artificial-intelligence researchers and born-digital companies like Amazon, Google, and Netflix.| McKinsey & Company
Big data’s potential just keeps growing. Taking full advantage means companies must incorporate analytics into their strategic vision and use it to make better, faster decisions.| McKinsey & Company
Companies that create exceptional customer experiences can set themselves apart from their competitors.| McKinsey & Company
Too many companies squander the treasure that is customer feedback. The solution is systematically measuring the customer’s voice and integrating it into a culture of continuous feedback.| McKinsey & Company
Does your data have a purpose? If not, you’re spinning your wheels. Here’s how to discover one and then translate it into action.| McKinsey & Company
To maximize customer satisfaction, companies have long emphasized touchpoints. But doing so can divert attention from the more important issue: the customer’s end-to-end journey.| McKinsey & Company
Executives increasingly see investing in retraining and “upskilling” existing workers as an urgent business priority that companies, not governments, must lead on.| McKinsey & Company
Many executives expect IT will play a growing role in driving business results, according to a new survey. For that to happen, CIOs must broaden their profiles and prove IT’s effectiveness in areas such as digital and innovation.| McKinsey & Company
As they start their digital journey, every company must answer the question: How do I set up my organization for a digital transformation?| McKinsey & Company
We help clients develop a workforce that can thrive through disruption so organizations can realize their strategy today and sustain performance in the future.| McKinsey & Company
To better serve companies, perform effectively, and meet emerging challenges, executives say their IT organizations should collaborate as partners with the business.| McKinsey & Company
