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<pubDate>Fri, 19 Mar 2010 19:51:01 PDT</pubDate>
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<title>Counting the world&apos;s unbanked</title>

   <pubDate>Thu, 18 Mar 2010 09:00:00 PDT</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_cowo10.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;">Fully 2.5 billion of the world&#8217;s adults don&#8217;t use banks or microfinance institutions to save or borrow money, but unserved doesn&#8217;t mean unservable.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338313730&i=6c633a32353532"><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">Financial Services</td></tr>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353532"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2552" width="1" height="1" border="0"/&gt;
</description>




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<media:description type="plain"><![CDATA[2.5 billion adults worldwide don't use banks or microfinance institutions. But unserved doesn’t mean unservable.]]></media:description>

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

   <simplefeed:itempath>lc:2551</simplefeed:itempath>
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<title>The case for behavioral strategy</title>

   <pubDate>Wed, 17 Mar 2010 11:30:00 PDT</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_cabe10.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;">Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338313533&i=6c633a32353531"><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>
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      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353531"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2551" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_cabe10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Left unchecked, subconscious biases will undermine strategic decision making. Learn how to counter them.]]></media:description>

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

   <simplefeed:itempath>lc:2550</simplefeed:itempath>
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<title>Survey results: What successful transformations share</title>

   <pubDate>Tue, 16 Mar 2010 08:30:00 PDT</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_whsu10.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;">When organizational transformations succeed, managers typically pay attention to &#8220;people issues,&#8221; especially fostering collaboration among leaders and employees and building capabilities.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338313332&i=6c633a32353530"><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">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">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353530"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2550" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whsu10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Fostering collaboration among leaders and employees and building capabilities are key.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Organization</category>
               <category>Surveys</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2549</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<title>Tackling IT complexity in product design</title>

   <pubDate>Mon, 15 Mar 2010 08:15:00 PDT</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_tait10.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;">As more products are loaded with technology, tangled IT designs can undermine product strategies. Product managers and technical specialists need a better game plan.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338303930&i=6c633a32353439"><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>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353439"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2549" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_tait10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Tangled IT designs can undermine business strategies. Product managers and tech specialists need a better game plan.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2548</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338303536&amp;i=6c633a32353438</guid>
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<title>The new Japanese consumer</title>

   <pubDate>Fri, 12 Mar 2010 08:00:12 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_neja10.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 world&#8217;s second-largest retail market is changing dramatically as Japanese consumers increasingly resemble their Western peers. An examination of the strategies of leading Japanese and multinational companies--plus interviews with dozens of their executives--shows how shoppers are changing and why. It also suggests the moves businesses must take to seize the opportunities created by Japan&#8217;s new normal. <i>In an accompanying video, executives from Amway, Disney, and Domino&#8217;s discuss new trends in mobile and Web marketing.</i></span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338303536&i=6c633a32353438"><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">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">Marketing</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">Retail & Consumer Goods</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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353438"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2548" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_neja10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[A dramatic shift in shopper behavior is creating a new playing field in the world’s second-largest retail market.]]></media:description>

   
                  <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Retail &amp; Consumer Goods</category>
               <category>Marketing</category>
               <category>Interviews</category>
               <category>Video</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2546</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<title>China&apos;s Internet obsession</title>

   <pubDate>Wed, 10 Mar 2010 08:00:57 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_chin10.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;">Seismic changes are likely to take place in the Chinese consumer market because of the Internet.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463338303136&i=6c633a32353436"><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">Marketing</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353436"><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_chin10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[People in the country's 60 largest cities spend 70 percent of their leisure time online. Seismic changes in the consumer market are likely as a result.]]></media:description>

   
                  <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Marketing</category>
               <category>China</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2545</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393937&amp;i=6c633a32353435</link>

<title>What&apos;s next for global banks</title>

   <pubDate>Tue, 09 Mar 2010 13:15:55 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_whne10.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;">Banking giants in emerging markets will probably do well in any likely economic scenario. Other banks face a more challenging future. An accompanying interactive lets readers scope out how banks will perform under two possible scenarios, and a podcast with one of the authors focuses on the shifting landscape for global banks.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393937&i=6c633a32353435"><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">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">Audio</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353435"><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_whne10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Banking giants in emerging markets will do well in any likely economic scenario. Other banks face real challenges.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2542</simplefeed:itempath>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393537&amp;i=6c633a32353432</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393537&amp;i=6c633a32353432</link>

<title>Interview with HP&apos;s CFO: Thinking longer term during a crisis</title>

   <pubDate>Mon, 08 Mar 2010 09:30:00 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_thlo10.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;">Cathie Lesjak reflects on the company&#8217;s response to the recent global financial crisis&#8212;and the long-term effects it will have on performance.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393537&i=6c633a32353432"><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">Interviews</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353432"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2542" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_thlo10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Cathie Lesjak discusses HP's response to the financial crisis--and the long-term effects it will have on performance.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Interviews</category>
               <category>Corporate Finance</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2544</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393535&amp;i=6c633a32353434</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393535&amp;i=6c633a32353434</link>

<title>Where the US will find growth and jobs</title>

   <pubDate>Fri, 05 Mar 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="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whwi10.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;">Policy makers everywhere should focus on the competitiveness of individual sectors.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393535&i=6c633a32353434"><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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353434"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2544" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_whwi10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Policy makers everywhere should focus on the competitiveness of individual sectors.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2543</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393338&amp;i=6c633a32353433</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393338&amp;i=6c633a32353433</link>

<title>Making the emotional case for change: An interview with Chip Heath</title>

   <pubDate>Thu, 04 Mar 2010 10:00:00 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_maem10.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 conversation and in excerpts from his recent book, a leading expert on organizational behavior explains why change often stalls and how top executives can use psychology to keep it going.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393338&i=6c633a32353433"><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">Organization</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353433"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2543" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_maem10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[A leading expert on organizational behavior explains how top executives can use psychology to catalyze change.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Organization</category>
               <category>Interviews</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2538</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393033&amp;i=6c633a32353338</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393033&amp;i=6c633a32353338</link>

<title>The Internet of Things</title>

   <pubDate>Mon, 01 Mar 2010 12:25:00 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_inof10.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;">More objects are becoming embedded with sensors and gaining the ability to communicate. The resulting information networks promise to create new business models, improve business processes, and reduce costs and risks.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337393033&i=6c633a32353338"><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>
               <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>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353338"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2538" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_inof10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[As more objects are embedded with sensors, resulting information networks offer new opportunities and reduced risks.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2540</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383937&amp;i=6c633a32353430</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383937&amp;i=6c633a32353430</link>

<title>Survey results: Building organizational capabilities</title>

   <pubDate>Mon, 01 Mar 2010 12:10:21 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_buor10.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;">Building organizational capabilities, such as leadership development or lean operations, is a top priority for most companies. However, many of them have not yet figured out how to do so effectively. The odds improve at companies where senior leaders are more involved.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383937&i=6c633a32353430"><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">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">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353430"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2540" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_buor10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Capability building is a priority for most companies, but few do it well. Odds improve when senior leaders engage.]]></media:description>

   
                  <category>Twitter</category>
               <category>Organization</category>
               <category>Surveys</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2539</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383436&amp;i=6c633a32353339</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383436&amp;i=6c633a32353339</link>

<title>Capturing the promise of mobile banking in emerging markets</title>

   <pubDate>Fri, 26 Feb 2010 10:15:03 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_capr10.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;">Very poor people in emerging economies not only have a surprising degree of interest in financial services but also, when possible, use them enthusiastically.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383436&i=6c633a32353339"><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">Telecommunications</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353339"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2539" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_capr10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The unbanked have considerable interest in financial services and are open to using mobile devices to get them.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2537</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383038&amp;i=6c633a32353337</link>

<title>Survey results: How companies manage the front line today</title>

   <pubDate>Thu, 25 Feb 2010 08:50:00 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_homan10.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;">Most companies don&#8217;t offer sufficient training for frontline managers or structure their roles to create the most value. Aggravating the problem, senior leaders are often unaware of the issues that hinder frontline performance. Companies with effective frontline managers take a different approach.<br /><br />

In an accompanying podcast, two McKinsey partners discuss what can happen when companies allow frontline supervisors to lead creatively.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337383038&i=6c633a32353337"><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">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">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">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353337"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2537" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_homan10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[In the few companies that do it well, managers focus on developing leadership skills and anticipating problems.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Organization</category>
               <category>Audio</category>
               <category>Surveys</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2536</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373539&amp;i=6c633a32353336</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373539&amp;i=6c633a32353336</link>

<title>A marketer&apos;s guide to behavioral economics</title>

   <pubDate>Wed, 24 Feb 2010 09:30:45 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_magu10.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;">Marketers have been applying behavioral economics&#8212;often unknowingly&#8212;for years. A more systematic approach can unlock significant value.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373539&i=6c633a32353336"><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">Marketing</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">Retail & Consumer Goods</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353336"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2536" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_magu10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Marketers can unlock real value by understanding how changes to the details of an offer affect consumers' reactions.]]></media:description>

   
                  <category>Twitter</category>
               <category>Retail &amp; Consumer Goods</category>
               <category>Marketing</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2535</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373431&amp;i=6c633a32353335</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373431&amp;i=6c633a32353335</link>

<title>Economic Conditions Snapshot, February 2010: McKinsey Global Survey results</title>

   <pubDate>Tue, 23 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_snfe10.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;">Economic conditions are much improved for both companies and countries, executives say&#8212;but hopes for continued recovery are a little less bright than they were in December.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373431&i=6c633a32353335"><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">Surveys</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353335"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2535" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_snfe10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Conditions are improved for both companies and countries, but execs' hopes for ongoing recovery have been dampened.]]></media:description>

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

   <simplefeed:itempath>lc:2534</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373330&amp;i=6c633a32353334</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373330&amp;i=6c633a32353334</link>

<title>How Germany is reining in health care costs: An interview with Franz Knieps</title>

   <pubDate>Mon, 22 Feb 2010 08:00:48 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_hoge10.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 senior executive in the German Ministry of Health describes approaches the country is using to control health care costs.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373330&i=6c633a32353334"><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">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">Interviews</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353334"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2534" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_hoge10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The role of carbon markets in developing nations may be limited compared with the opportunities in developed ones.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2533</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373130&amp;i=6c633a32353333</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373130&amp;i=6c633a32353333</link>

<title>A new look at carbon offsets</title>

   <pubDate>Fri, 19 Feb 2010 10:30:00 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_nelo10.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;">Carbon markets will continue to play a role in pricing&#8212;and limiting&#8212;emissions, but the opportunity in developing markets may be less promising than once expected.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373130&i=6c633a32353333"><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">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">Energy, Resources, Materials</td></tr>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353333"><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_nelo10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[The role of carbon markets in developing nations may be limited compared with the opportunities in developed ones.]]></media:description>

   
                  <category>Twitter</category>
               <category>Twitter</category>
               <category>Energy, Resources, Materials</category>
               <category>Corporate Finance</category>
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</item>


<item>

   <simplefeed:itempath>lc:2532</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373035&amp;i=6c633a32353332</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373035&amp;i=6c633a32353332</link>

<title>Video interview: Is the renminbi the next global currency?</title>

   <pubDate>Thu, 18 Feb 2010 13:45:33 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_rene10.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;">Geng Xiao, director of the Brookings-Tsinghua Center for Public Policy, discusses how divergent growth rates of the Chinese and US economies will erode the hegemony of dollar--but not right away.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337373035&i=6c633a32353332"><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">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">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>
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      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353332"><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_rene10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Geng Xiao, director of the Brookings-Tsinghua Center for Public Policy, discusses how divergent growth rates of the Chinese and US economies will erode the hegemony of dollar--but not right away.]]></media:description>

   
                  <category>Twitter</category>
               <category>Asia-Pacific</category>
               <category>Interviews</category>
               <category>Economic Studies</category>
               <category>Video</category>
               <category>China</category>
         
</item>


<item>

   <simplefeed:itempath>lc:2530</simplefeed:itempath>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363830&amp;i=6c633a32353330</link>

<title>New frontiers in pharma R&amp;D investment</title>

   <pubDate>Tue, 16 Feb 2010 09:30:00 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_nefr10.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;">By taking advantage of a range of innovative R&#38;D financing and partnership models, pharmaceutical companies can place more bets with less money, less work, and less risk.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363830&i=6c633a32353330"><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>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353330"><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_nefr10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Using novel financing and partnership models, companies can place more bets with less money, less work, less risk.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2527</simplefeed:itempath>
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<title>The microeconomics of personalized medicine</title>

   <pubDate>Tue, 16 Feb 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="http://www.mckinseyquarterly.com/image/article/thumb/thumb_miof10.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;">Personalized medicine promises to increase the quality of clinical care and, in some cases, to decrease health care costs. The biggest hurdles are economic, not scientific.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363836&i=6c633a32353237"><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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353237"><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_miof10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Personalized medicine could improve care and decrease costs. Its biggest hurdles are economic, not scientific.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2529</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363832&amp;i=6c633a32353239</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363832&amp;i=6c633a32353239</link>

<title>R&amp;D in emerging markets: A new approach for a new era</title>

   <pubDate>Tue, 16 Feb 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_rdin10.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;">Gone is the time when R&#38;D in developed markets could meet the pharmaceutical needs of emerging ones. A local presence is required.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363832&i=6c633a32353239"><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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353239"><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_rdin10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[R&D in developed markets can no longer meet the pharmaceutical needs of emerging ones. A local presence is needed.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2528</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363834&amp;i=6c633a32353238</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363834&amp;i=6c633a32353238</link>

<title>The road to positive R&amp;D returns</title>

   <pubDate>Tue, 16 Feb 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="http://www.mckinseyquarterly.com/image/article/thumb/thumb_roto10.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;">Scientific innovation is not the only route to higher R&#38;D productivity. Attention to the familiar management areas of cost, speed, and decision making can still reap rewards.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363834&i=6c633a32353238"><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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            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353238"><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_roto10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Pharma companies should focus not only on scientific innovation but also on cost, speed, and decision making.]]></media:description>

   
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</item>


<item>

   <simplefeed:itempath>lc:2525</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363735&amp;i=6c633a32353235</link>

<title>Using behavioral science to improve the customer experience</title>

   <pubDate>Fri, 12 Feb 2010 08:16:00 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_usbe10.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;">By guiding the design of customer interactions, the principles of behavioral science offer a simple, low-cost route to improved customer satisfaction.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363735&i=6c633a32353235"><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><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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353235"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2525" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_usbe10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Applying behavioral science to customer interactions is a simple, low-cost route to improved customer satisfaction.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2521</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363630&amp;i=6c633a32353231</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363630&amp;i=6c633a32353231</link>

<title>Using IT to enable a lean transformation</title>

   <pubDate>Thu, 11 Feb 2010 08:10:29 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_usit10.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;">Senior leaders can play an important role in assembling a lean program by involving the CIO more closely in designing and executing the transformation.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363630&i=6c633a32353231"><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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353231"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2521" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_usit10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[Involve the CIO more closely in designing and executing the transformation.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2526</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363437&amp;i=6c633a32353236</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363437&amp;i=6c633a32353236</link>

<title>Five myths about how to create jobs</title>

   <pubDate>Wed, 10 Feb 2010 09:00:13 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_fimy10.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 unemployment hovering just below 10 percent, job creation is now priority number one in Washington. But America's jobs challenge is a marathon, not a sprint.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363437&i=6c633a32353236"><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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353236"><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_fimy10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[With unemployment hovering just below 10 percent, job creation is now priority number one in Washington. But America’s jobs challenge is a marathon, not a sprint.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2524</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363137&amp;i=6c633a32353234</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363137&amp;i=6c633a32353234</link>

<title>Conversation starter: Planning for your next CEO</title>

   <pubDate>Tue, 09 Feb 2010 08:00:26 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_plfo10.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;">CEO succession all too often becomes at best an exercise in damage control and at worst an unseemly scramble that can hurt a company and destroy shareholder value. Planning for CEO succession should be an ongoing process--beginning the day a new CEO starts on the job.</span></font><br/>
         <a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337363137&i=6c633a32353234"><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>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353234"><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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2524" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_plfo10.jpg" type="image/jpeg"/>
<media:description type="plain"><![CDATA[It's high time for boards to get succession planning right.]]></media:description>

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


<item>

   <simplefeed:itempath>lc:2523</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343632&amp;i=6c633a32353233</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343632&amp;i=6c633a32353233</link>

<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=100001s20420tmcdqvc&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/>
      </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>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2523" width="1" height="1" border="0"/&gt;
</description>




   <media:content url="http://www.mckinseyquarterly.com/image/article/thumb/thumb_riro10.jpg" type="image/jpeg"/>
<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>
         
</item>


<item>

   <simplefeed:itempath>lc:2522</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343432&amp;i=6c633a32353232</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343432&amp;i=6c633a32353232</link>

<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=100001s20420tmcdqvc&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/>
      </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">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>
         </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&amp;r=unknown&amp;i=lc%3A2522" width="1" height="1" border="0"/&gt;
</description>




   <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>
         
</item>


<item>

   <simplefeed:itempath>lc:2520</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343238&amp;i=6c633a32353230</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337343238&amp;i=6c633a32353230</link>

<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=100001s20420tmcdqvc&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>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&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>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333732&amp;i=6c633a32353136</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333732&amp;i=6c633a32353136</link>

<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=100001s20420tmcdqvc&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>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&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>
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<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333730&amp;i=6c633a32353137</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&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=100001s20420tmcdqvc&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>
            </table>
      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&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=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333436&amp;i=6c633a32353134</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333436&amp;i=6c633a32353134</link>

<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=100001s20420tmcdqvc&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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353134"><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_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>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333438&amp;i=6c633a32353133</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&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=100001s20420tmcdqvc&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=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&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>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333334&amp;i=6c633a32353135</guid>
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<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=100001s20420tmcdqvc&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>
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      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&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=100001s20420tmcdqvc&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>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333231&amp;i=6c633a32353132</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&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=100001s20420tmcdqvc&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>
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      </span></td>
   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353132"><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_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>
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<simplefeed:subscription>100001s20420tmcdqvc</simplefeed:subscription>
<guid>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&amp;r=unknown&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463337333132&amp;i=6c633a32353131</guid>
<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&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=100001s20420tmcdqvc&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>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353131"><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[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>
         
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<item>

   <simplefeed:itempath>lc:2505</simplefeed:itempath>
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<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=100001s20420tmcdqvc&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/>
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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">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>
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</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353035"><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_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>
         
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<item>

   <simplefeed:itempath>lc:2507</simplefeed:itempath>
<simplefeed:source>rss.mckinseyquarterly.com</simplefeed:source>
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<link>http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&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=100001s20420tmcdqvc&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>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353037"><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_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>
         
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<item>

   <simplefeed:itempath>lc:2506</simplefeed:itempath>
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<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=100001s20420tmcdqvc&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/>
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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">Health Care</td></tr>
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   </tr>
</table>
<p/>
<a href="http://rss.mckinseyquarterly.com/l?s=100001s20420tmcdqvc&r=unknown&he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532467273732e6173707825334673253344313030303031733230343230746d6364717663&i=6c633a32353036"><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_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>
         
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