1. STRATEGY Building the Web 2.0 Enterprise: McKinsey Global Survey Results

Only 21 percent of the executives responding to a recent McKinsey survey expressed satisfaction with the way their companies use Web 2.0 tools. But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge. Read “Building the Web 2.0 Enterprise: McKinsey Global Survey Results” to learn more about companies that use these tools successfully and what distinguishes them from the rest.

ECONOMIC STUDIES
How the world should invest in energy efficiency
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

ORGANIZATION
A talent shortage foe European banks
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

OPERATIONS
Climate change and supply chain management
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

HEALTH CARE
Service-line strategies for US hospitals
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

HEALTH CARE
A better way to speed the adoption of vaccines
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

STRATEGY
Meeting the challenges of China’s growing cities
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

STRATEGY
A growth strategy for a Chinese state-owned enterprise: An interview with ChemChina’s president
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

ORGANIZATION
How to address China’s growing talent shortage
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

STRATEGY
Cleaner energy for China: An interview with the chairman of ENN group
But the companies of the satisfied respondents use them successfully not just inside the enterprise, to establish two-way communication with employees, but also outside it, to let customers and suppliers participate in the development of products and to form external networks tapping widely dispersed knowledge.

Innovation in health care:
An interview with the CEO of the Cleveland Clinic

Integrating steel giants:
An interview with the ArcelorMittal postmerger managers

New Multimedia

The SCP Framework
In one of a series of interactive presentations, McKinsey director emeritus John Stuckey comments on the SCP framework.

Chart Focus

Is your company the natural owner of its business?
In one of a series of interactive presentations, McKinsey director emeritus John Stuckey comments on the SCP framework.