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<pubDate>Tue, 09 Feb 2010 05:02:16 PST</pubDate>
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<title>Risk roundup 2010</title>

   <pubDate>Thu, 04 Feb 2010 08:05:52 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_riro10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Top risk forecasters highlight their picks for this year's economic and political hot spots.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343632&i=6c633a32353233"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
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      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
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            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
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</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353233"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2523" width="1" height="1" border="0"/&gt;
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<media:description type="plain"><![CDATA[Top risk forecasters highlight their picks for this year's economic and political hot spots.]]></media:description>

   
                  <category>Twitter</category>
               <category>Strategy</category>
         
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<item>

   <simplefeed:itempath>lc:2522</simplefeed:itempath>
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<title>Video interview: Wedding innovation with business value</title>

   <pubDate>Wed, 03 Feb 2010 08:00:10 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_wein10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Prith Banerjee, director of HP Labs, discusses managing innovation and the new mission of corporate research labs.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343432&i=6c633a32353232"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
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      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">High Tech</td></tr>
                  <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Video</td></tr>
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</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353232"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2522" width="1" height="1" border="0"/&gt;
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   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_wein10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Prith Banerjee, director of HP Labs, discusses managing innovation and the new mission of corporate research labs.]]></media:description>

   
                  <category>Twitter</category>
               <category>High Tech</category>
               <category>Video</category>
         
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<item>

   <simplefeed:itempath>lc:2520</simplefeed:itempath>
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<title>How inflation can destroy shareholder value</title>

   <pubDate>Tue, 02 Feb 2010 08:00:36 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_hoin10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">If inflation rises again, companies will have to do more than just match it to keep up&#8212;they&#8217;ll have to beat it.<br /><br />
Multimedia bonus: An interactive exhibit allows you to see over time how much a company's earnings must increase in order to keep cash flow stable.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343238&i=6c633a32353230"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Corporate Finance</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Economic Studies</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interactive</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353230"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2520" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_hoin10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[If inflation rises again, companies will have to do more than just match it to keep up--they'll have to beat it.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Interactive</category>
               <category>Strategy</category>
               <category>Economic Studies</category>
               <category>Corporate Finance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2516</simplefeed:itempath>
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<title>This is the time to deliver on upstream operational excellence</title>

   <pubDate>Mon, 01 Feb 2010 08:25:24 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_this10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">With oil prices squeezed, now is the time for oil and gas companies to focus on operational excellence. What lessons can managers draw from world-class operators in the business?</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333732&i=6c633a32353136"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Energy, Resources, Materials</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Operations</td></tr>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353136"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2516" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_this10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Oil and gas companies can draw on lessons from world-class operators to realize best-in-class performance.]]></media:description>

   
                  <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Operations</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2517</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333730&amp;i=6c633a32353137</link>

<title>CO2 abatement: Exploring options for oil and natural gas companies</title>

   <pubDate>Mon, 01 Feb 2010 08:15:01 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_coab10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Oil and natural gas companies play a central role in CO2 emissions. How can the industry meet the challenge from climate change regulations?</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333730&i=6c633a32353137"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Climate Change</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Energy, Resources, Materials</td></tr>
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      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353137"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2517" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_coab10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[These companies play a key role in CO2 emissions. How can they meet the challenge from climate change regulations?]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Climate Change</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2514</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333436&amp;i=6c633a32353134</guid>
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<title>Rethinking how companies address social issues: McKinsey Global Survey results</title>

   <pubDate>Fri, 29 Jan 2010 08:30:57 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_reho10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Many companies committed to addressing social issues in developing markets are overlooking a strategy for boosting their social impact&#8212;and perhaps their profits&#8212;a McKinsey survey suggests.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333436&i=6c633a32353134"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353134"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2514" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_reho10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Companies working on social issues in developing markets could boost their impact--and profits--by focusing on women.]]></media:description>

   
                  <category>Twitter</category>
               <category>Surveys</category>
               <category>Strategy</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2513</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333438&amp;i=6c633a32353133</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333438&amp;i=6c633a32353133</link>

<title>How helping women helps business</title>

   <pubDate>Fri, 29 Jan 2010 08:00:49 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_hohe10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Companies whose social investments focus on women in developing economies help not only the recipients but also themselves.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333438&i=6c633a32353133"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Economic Studies</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353133"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2513" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_hohe10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Companies whose social investments focus on women in developing economies help both the recipients and themselves.]]></media:description>

   
                  <category>Twitter</category>
               <category>Strategy</category>
               <category>Economic Studies</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2515</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333334&amp;i=6c633a32353135</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333334&amp;i=6c633a32353135</link>

<title>Why don&#8217;t back-office efficiency drives stick?</title>

   <pubDate>Thu, 28 Jan 2010 09:50:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whba10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">A granular look at back-office operations shows why across-the-board cuts make no sense.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333334&i=6c633a32353135"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Operations</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353135"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2515" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whba10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[A granular look at back-office operations shows why across-the-board cuts make no sense.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Operations</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2512</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333231&amp;i=6c633a32353132</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333231&amp;i=6c633a32353132</link>

<title>Using knowledge brokering to improve business processes</title>

   <pubDate>Wed, 27 Jan 2010 08:30:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_uskn10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">New applications of open-innovation principles allow progressive companies to enhance not only their products but also their core internal business processes.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333231&i=6c633a32353132"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">By Invitation</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Operations</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Audio</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353132"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2512" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_uskn10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Progressive companies are applying open-source thinking to enhance their core business processes.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Audio</category>
               <category>Strategy</category>
               <category>Operations</category>
               <category>By Invitation</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2511</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333132&amp;i=6c633a32353131</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333132&amp;i=6c633a32353131</link>

<title>US energy savings: Opportunities and challenges</title>

   <pubDate>Tue, 26 Jan 2010 08:00:59 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_usen10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">There is great potential to reduce energy consumption and minimize its total cost by using existing technologies--and without changing the everyday habits of consumers.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333132&i=6c633a32353131"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Climate Change</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Energy, Resources, Materials</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353131"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2511" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_usen10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Energy consumption and its total cost can be reduced via existing technologies--without changing consumers' habits.]]></media:description>

   
                  <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Climate Change</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2505</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323835&amp;i=6c633a32353035</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323835&amp;i=6c633a32353035</link>

<title>A hospital-wide strategy for fixing emergency-department overcrowding</title>

   <pubDate>Mon, 25 Jan 2010 11:00:10 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_howi10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Reducing wait times requires an end-to-end transformation of hospital processes and a shift in staff culture.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323835&i=6c633a32353035"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Health Care</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Operations</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353035"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2505" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_howi10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Reducing wait times requires an end-to-end transformation of hospital processes and a shift in staff culture.]]></media:description>

   
                  <category>Twitter</category>
               <category>Operations</category>
               <category>Health Care</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2507</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323831&amp;i=6c633a32353037</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323831&amp;i=6c633a32353037</link>

<title>Engaging consumers to manage health care demand</title>

   <pubDate>Mon, 25 Jan 2010 10:30:53 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_enco10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Payors can help improve consumers&#8217; health and reduce costs by providing information, choice, and incentives that encourage healthier lifestyles and value-conscious consumption of health care.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323831&i=6c633a32353037"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Financial Services</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Health Care</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353037"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2507" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_enco10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[By encouraging their members to make better choices, payors can improve consumers' health and reduce costs.]]></media:description>

   
                  <category>Financial Services</category>
               <category>Twitter</category>
               <category>Health Care</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2506</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323833&amp;i=6c633a32353036</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323833&amp;i=6c633a32353036</link>

<title>What does it take to make integrated care work?</title>

   <pubDate>Mon, 25 Jan 2010 10:00:36 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whdo10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Around the world, only a few health care providers deliver integrated care effectively. Their experiences offer useful lessons for organizations that want to pilot integrated-care programs.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323833&i=6c633a32353036"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Health Care</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353036"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2506" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whdo10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Around the world, only a few health care providers deliver integrated care effectively. Here are their lessons.]]></media:description>

   
                  <category>Twitter</category>
               <category>Health Care</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2509</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323739&amp;i=6c633a32353039</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323739&amp;i=6c633a32353039</link>

<title>Decoding Copenhagen: What the climate summit means for business</title>

   <pubDate>Mon, 25 Jan 2010 09:30:26 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_deco10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">In this video interview, McKinsey's Jeremy Oppenheim analyzes the conference's impact on businesses and economies.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323739&i=6c633a32353039"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Energy, Resources, Materials</td></tr>
                  <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Video</td></tr>
         </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353039"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2509" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_deco10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[In this video interview, McKinsey's Jeremy Oppenheim analyzes the conference's impact on businesses and economies.]]></media:description>

   
                  <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Video</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2510</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323737&amp;i=6c633a32353130</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323737&amp;i=6c633a32353130</link>

<title>The looming deleveraging challenge</title>

   <pubDate>Mon, 25 Jan 2010 09:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_lode10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Several major economies are likely to face imminent deleveraging. If history is any guide, it will be a lengthy and painful process.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323737&i=6c633a32353130"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Economic Studies</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Audio</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Public Sector</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353130"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2510" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_lode10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Many economies will likely face the deleveraging process. If history is any guide, it will be lengthy and painful.]]></media:description>

   
                  <category>Public Sector</category>
               <category>Twitter</category>
               <category>Audio</category>
               <category>Economic Studies</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2508</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323531&amp;i=6c633a32353038</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323531&amp;i=6c633a32353038</link>

<title>When your calendar is a moral document: Video interview with Rev. Jim Wallis</title>

   <pubDate>Fri, 22 Jan 2010 08:20:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_whyo10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The CEO of the social-justice organization Sojourners discusses rethinking values in the wake of the crisis.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323531&i=6c633a32353038"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Governance</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interviews</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Nonprofit</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Audio</td></tr>
                  <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Video</td></tr>
         </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353038"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2508" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_whyo10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The CEO of the social-justice organization Sojourners discusses rethinking values in the wake of the crisis.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Audio</category>
               <category>Interviews</category>
               <category>Nonprofit</category>
               <category>Video</category>
               <category>Governance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2501</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323134&amp;i=6c633a32353031</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323134&amp;i=6c633a32353031</link>

<title>A strong foundation for M&amp;A in 2010</title>

   <pubDate>Wed, 20 Jan 2010 10:50:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_mast10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">M&#38;A activity was more resilient in 2009 than commonly believed, and conditions are improving for 2010.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323134&i=6c633a32353031"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Asia-Pacific</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Corporate Finance</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Organization</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353031"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2501" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_mast10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[M&A activity was more resilient in 2009 than commonly believed, and conditions are improving for 2010.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Organization</category>
               <category>Corporate Finance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2503</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323132&amp;i=6c633a32353033</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323132&amp;i=6c633a32353033</link>

<title>M&amp;A teams: When small is beautiful</title>

   <pubDate>Wed, 20 Jan 2010 10:50:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_mwhe10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Large M&#38;A departments aren’t essential for making successful deals. Small, project- based teams can be preferable.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323132&i=6c633a32353033"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Asia-Pacific</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Corporate Finance</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Organization</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353033"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2503" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_mwhe10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Large M&A departments aren’t essential for making successful deals. Small, project- based teams can be preferable.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Organization</category>
               <category>Corporate Finance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2504</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323130&amp;i=6c633a32353034</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323130&amp;i=6c633a32353034</link>

<title>A lighter touch for postmerger integration</title>

   <pubDate>Wed, 20 Jan 2010 10:50:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_lito10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Some Asian companies take a different, hands-off approach to M&#38;A outside their borders.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337323130&i=6c633a32353034"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Asia-Pacific</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Corporate Finance</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Organization</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353034"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2504" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_lito10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Some Asian companies take a different, hands-off approach to M&A outside their borders.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Organization</category>
               <category>Corporate Finance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2502</simplefeed:itempath>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313939&amp;i=6c633a32353032</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313939&amp;i=6c633a32353032</link>

<title>What worked in cost cutting--and what&apos;s next: McKinsey Global Survey results</title>

   <pubDate>Tue, 19 Jan 2010 12:11:40 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_whwo10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Companies were able to cut costs effectively through the crisis, executives say, but they're less confident of their ability to contain or continue to cut them. Some companies are positioning themselves for longer-term success by planning the next round more strategically.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313939&i=6c633a32353032"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Operations</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353032"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2502" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_whwo10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Companies cut costs effectively during the crisis, execs say; some are planning the next round more strategically.]]></media:description>

   
                  <category>Twitter</category>
               <category>Surveys</category>
               <category>Operations</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2499</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313633&amp;i=6c633a32343939</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313633&amp;i=6c633a32343939</link>

<title>Supporting top management with next-generation executive information systems</title>

   <pubDate>Mon, 18 Jan 2010 09:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_dado10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Chief information officers have a chance to expand their influence as the mediators between business requirements and IT capabilities.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313633&i=6c633a32343939"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Business Technology</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343939"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2499" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_dado10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[CIOs have a chance to expand their influence as the mediators between business requirements and IT capabilities.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Business Technology</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2500</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313630&amp;i=6c633a32353030</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313630&amp;i=6c633a32353030</link>

<title>Video interview: Reshaping business education in a new era</title>

   <pubDate>Sat, 16 Jan 2010 08:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_rebu10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Blair Sheppard, dean of Duke University&#8217;s Fuqua School of Business, discusses how the expectations of MBA students are changing&#8212;and why the traditional MBA education needs to change as well.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313630&i=6c633a32353030"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interviews</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
                  <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Video</td></tr>
         </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32353030"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2500" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_rebu10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Blair Sheppard, dean of Duke's Fuqua School of Business, discusses why the traditional MBA education must change.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Strategy</category>
               <category>Interviews</category>
               <category>Video</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2497</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313534&amp;i=6c633a32343937</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313534&amp;i=6c633a32343937</link>

<title>Deleveraging: Now the hard part</title>

   <pubDate>Fri, 15 Jan 2010 08:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_deno10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The challenge of managing the enormous debt burden weighing on global recovery is only just beginning.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313534&i=6c633a32343937"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Economic Studies</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Public Sector</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343937"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2497" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_deno10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The challenge of managing the enormous debt burden weighing on global recovery is only just beginning.]]></media:description>

   
                  <category>Public Sector</category>
               <category>Public Sector</category>
               <category>Twitter</category>
               <category>Economic Studies</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2498</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313434&amp;i=6c633a32343938</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313434&amp;i=6c633a32343938</link>

<title>The five attributes of enduring family businesses</title>

   <pubDate>Thu, 14 Jan 2010 08:00:44 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_fiat10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The keys to long-term success are professional management and keeping the family committed to and capable of carrying on as the owner.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337313434&i=6c633a32343938"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Governance</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Organization</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343938"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2498" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_fiat10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The keys to success are professional management and keeping the family committed to carrying on as the owner.]]></media:description>

   
                  <category>Twitter</category>
               <category>Organization</category>
               <category>Strategy</category>
               <category>Governance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2496</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303937&amp;i=6c633a32343936</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303937&amp;i=6c633a32343936</link>

<title>Building a sustainable Ford Motor Company: An interview with Bill Ford</title>

   <pubDate>Mon, 11 Jan 2010 12:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_busu10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The carmaker's executive chairman talks about its prospects, technological change in the industry, and manufacturing in America.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303937&i=6c633a32343936"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Automotive</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Climate Change</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interviews</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343936"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2496" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_busu10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The carmaker's executive chairman talks about its prospects, new technologies in the industry, and US manufacturing.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Automotive</category>
               <category>Interviews</category>
               <category>Climate Change</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2480</simplefeed:itempath>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303737&amp;i=6c633a32343830</link>

<title>Hidden in plain sight: The hunt for banking capital</title>

   <pubDate>Sat, 09 Jan 2010 08:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_hipl09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Effective capital management is no longer merely a nice--if somewhat exotic--skill to have. For some banks, it's a question of survival.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303737&i=6c633a32343830"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Financial Services</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343830"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2480" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_hipl09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The search begins at home.]]></media:description>

   
                  <category>Financial Services</category>
               <category>Financial Services</category>
               <category>Twitter</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2495</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303734&amp;i=6c633a32343935</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303734&amp;i=6c633a32343935</link>

<title>How business interacts with government: McKinsey Global Survey results</title>

   <pubDate>Fri, 08 Jan 2010 08:20:58 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_hobu10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">A variety of government actions in addition to laws and regulations powerfully affect companies&#8217; finances, executives say. But executives also indicate that companies&#8217; processes to manage their relationships with government are generally less robust than are the ones used to manage relationships with other stakeholders.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303734&i=6c633a32343935"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Public Sector</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343935"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2495" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_hobu10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Execs say many government actions in addition to laws and regulations powerfully affect their companies' finances.]]></media:description>

   
                  <category>Public Sector</category>
               <category>Twitter</category>
               <category>Surveys</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2494</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303231&amp;i=6c633a32343934</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303231&amp;i=6c633a32343934</link>

<title>Managing water strategically: An interview with the CEO of Rio Tinto</title>

   <pubDate>Wed, 06 Jan 2010 08:00:31 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_mawa10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Tom Albanese explains how Rio Tinto is adapting its operations to a future when climate change may make the world's dry parts drier and wet parts wetter.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337303231&i=6c633a32343934"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Climate Change</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Energy, Resources, Materials</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interviews</td></tr>
                  <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Video</td></tr>
         </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343934"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2494" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_mawa10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Tom Albanese explains how Rio Tinto is adapting its operations in response to water scarcity.]]></media:description>

   
                  <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Interviews</category>
               <category>Climate Change</category>
               <category>Video</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2489</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336393532&amp;i=6c633a32343839</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336393532&amp;i=6c633a32343839</link>

<title>The path to successful new products</title>

   <pubDate>Mon, 04 Jan 2010 08:00:06 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_pasu10.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Businesses with the best product-development track records stand apart from their less-successful peers in three crucial ways.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336393532&i=6c633a32343839"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Operations</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343839"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2489" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_pasu10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Businesses with the best product-development track records stand apart from their peers in three crucial ways.]]></media:description>

   
                  <category>Twitter</category>
               <category>Operations</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2487</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383930&amp;i=6c633a32343837</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383930&amp;i=6c633a32343837</link>

<title>Understanding the bad bank</title>

   <pubDate>Tue, 29 Dec 2009 08:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_unba09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">For many, this is the best exit from the financial crisis—but the choices entailed are not straightforward.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383930&i=6c633a32343837"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Financial Services</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343837"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
   &lt;img src="http://rss.mckinseyquarterly.com/iop.gif?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;i=lc%3A2487" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_unba09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[For many, this is the best exit from the financial crisis—but the choices entailed are not straightforward.]]></media:description>

   
                  <category>Financial Services</category>
               <category>Financial Services</category>
               <category>Twitter</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2493</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383839&amp;i=6c633a32343933</link>

<title>Making game theory work for managers</title>

   <pubDate>Mon, 28 Dec 2009 08:31:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_maga09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">A new model, rejecting solutions optimal only for a single precisely defined future, generates answers representing the best compromise between risks and opportunities in all likely futures.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383839&i=6c633a32343933"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Europe</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Transportation</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343933"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_maga09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[A new model generates answers representing the best compromise between risks and opportunities in likely scenarios.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Europe</category>
               <category>Strategy</category>
               <category>Transportation</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2492</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
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<title>Creating competitive advantage with IT architecture: An interview</title>

   <pubDate>Wed, 23 Dec 2009 08:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_crco09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Xie Qin explains how he used service-oriented architecture to create a smarter, more efficient system.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383735&i=6c633a32343932"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Asia-Pacific</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">China</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Business Technology</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interviews</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Telecommunications</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343932"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_crco09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Xie Qin explains how he used service-oriented architecture to create a smarter, more efficient system.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Telecommunications</category>
               <category>Interviews</category>
               <category>Business Technology</category>
               <category>China</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2485</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
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<title>Enduring ideas: The three horizons of growth</title>

   <pubDate>Tue, 22 Dec 2009 08:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_enid09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">In this interactive presentation&#8212;one in a series of multimedia frameworks&#8212;Steve Coley, a director emeritus in McKinsey&#8217;s Chicago office, describes the three horizons framework. Based on research into how companies sustain growth, this approach illustrates how to manage for current performance while maximizing future opportunities for growth.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383635&i=6c633a32343835"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interactive</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343835"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_enid09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The three horizons framework offers a way to concurrently manage both current and future opportunities for growth.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Interactive</category>
               <category>Strategy</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2491</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<title>Strategy through turbulence: An interview with Don Sull</title>

   <pubDate>Mon, 21 Dec 2009 09:00:32 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_stth09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">London Business School's Don Sull discusses how to find the upside in volatile times.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383536&i=6c633a32343931"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Interviews</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
                  <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Video</td></tr>
         </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343931"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_stth09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[London Business School's Don Sull discusses how to find the upside in volatile times.]]></media:description>

   
                  <category>Twitter</category>
               <category>Strategy</category>
               <category>Interviews</category>
               <category>Video</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2488</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383538&amp;i=6c633a32343838</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383538&amp;i=6c633a32343838</link>

<title>Competing through organizational agility</title>

   <pubDate>Mon, 21 Dec 2009 09:00:04 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="https://www.mckinseyquarterly.com/image/article/thumb/thumb_coth09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Three distinct types—strategic, portfolio, and operational—help companies compete. Each of them has its own sources and dangers.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383538&i=6c633a32343838"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">By Invitation</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Organization</td></tr>
               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Strategy</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343838"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="https://www.mckinseyquarterly.com/image/article/thumb/thumb_coth09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Three distinct types&#8212;strategic, portfolio, and operational&#8212;help companies compete. Each of them has its own sources and dangers.]]></media:description>

   
                  <category>Twitter</category>
               <category>Organization</category>
               <category>Strategy</category>
               <category>By Invitation</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2490</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s1vv62ug4h6l0</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383333&amp;i=6c633a32343930</guid>
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<title>Economic Conditions Snapshot, December 2009: McKinsey Global Survey results</title>

   <pubDate>Fri, 18 Dec 2009 12:17:10 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_ecde09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">For the first time this year, a majority of executives expect consumer demand for their goods to rise in the near term. Respondents offer relatively positive views of the economy and say they can now make longer-term strategic plans. However, many expect investment decisions over the next two years to be affected by heightened exchange rate volatility.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383333&i=6c633a32343930"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Economic Studies</td></tr>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343930"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_ecde09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Execs expect greater demand and are planning longer term. Currency volatility will affect investment decisions.]]></media:description>

   
                  <category>Twitter</category>
               <category>Surveys</category>
               <category>Economic Studies</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2486</simplefeed:itempath>
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<title>Rebuilding the American dream: An interview with Pete Peterson</title>

   <pubDate>Wed, 16 Dec 2009 08:05:19 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_ream09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The quintessential business statesman reflects on a long career and the work needed to rebuild America's economic future.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336383033&i=6c633a32343836"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Economic Studies</td></tr>
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      </span></td>
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</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343836"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




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<media:description type="plain"><![CDATA[The quintessential business statesman reflects on his career and America's economic future.]]></media:description>

   
                  <category>Public Sector</category>
               <category>Twitter</category>
               <category>Interviews</category>
               <category>Economic Studies</category>
               <category>Video</category>
         
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<title>Next-generation water policy for businesses and government</title>

   <pubDate>Tue, 15 Dec 2009 09:15:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_newa09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The solution to water scarcity, in part, will come from new technologies for better managing water as a resource. But to make these technologies more effective, business and policy leaders will need to work more closely to implement them.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336373834&i=6c633a32343831"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
      <table border="0" cellpadding="0" cellspacing="0">
            <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Climate Change</td></tr>
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               <tr><td valign="top"><img src="http://rss.mckinseyquarterly.com/x/img/bullet.gif" alt="" width="9" height="9" border="0"></td><td valign="top">Public Sector</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343831"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_newa09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[For new water technologies to be more effective, business and policy leaders must work together to implement them.]]></media:description>

   
                  <category>Public Sector</category>
               <category>Public Sector</category>
               <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Climate Change</category>
         
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<item>

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<title>The business opportunity in water conservation</title>

   <pubDate>Tue, 15 Dec 2009 09:15:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_buop09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">For many companies, water efficiency is a long-term requirement for staying in business, a big commercial opportunity, or both.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336373830&i=6c633a32343833"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343833"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_buop09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Most businesses will need to conserve, and many will make a market in conservation.]]></media:description>

   
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<item>

   <simplefeed:itempath>lc:2479</simplefeed:itempath>
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<title>Making the most of corporate social responsibility</title>

   <pubDate>Fri, 11 Dec 2009 11:00:00 PST</pubDate>

<description>
   <![CDATA[<table width="633" border="0" cellspacing="0" cellpadding="0">
   <tr>
      <td width="61" valign="top"><img src="http://www.mckinseyquarterly.com/image/article/thumb/thumb_mamo09.jpg" width="50" height="50" /></td>
      <td width="403" valign="top">
         <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">For companies that see CSR as an opportunity to strengthen the business, the big challenge is execution. Smart partnering can provide a practical way forward.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463336373632&i=6c633a32343739"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/>
      </td>
      <td width="16">&nbsp;</td>
      <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/>
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<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s1vv62ug4h6l0&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e617370782533467325334431303030303173317676363275673468366c30&i=6c633a32343739"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Update your <em>Quarterly</em> feed preferences</font></a>]]>
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</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_mamo09.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[For companies that see CSR as a chance to strengthen the business, smart partnering can be a practical way forward.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>By Invitation</category>
               <category>Nonprofit</category>
         
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