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The McKinsey Quarterly Newsletter: November 2001 =09 If you would prefer to view this newsletter as a Web page, point your Web= browser to: http://www.mckinseyquarterly.com/newsletters/2001_11.htm [IM= AGE] Greetings from The McKinsey Quarterly! This month's Top 5 list focus= es on strategy, a category in which McKinsey authors grapple with uncertain= ty, defined by Mr. Webster as "a lack of certitude ranging from a small fal= ling short of definite knowledge to an almost complete lack of it." The by-= product is often an inability to make decisions. Since September 11, uncer= tainty seems to have gone exponential. In addition to the possibility of fu= rther terrorist attacks, managers must come to terms with recession in much= of the global economy and a host of industry-specific concerns. Fortunate= ly, some kinds of uncertainty are both knowable and addressable. Given the = right tools and frameworks, managers can make strategic decisions even in t= hese difficult circumstances. To this end, we offer the articles on our str= ategy page. See you at the site! Lang Davison Editor, mckinseyquarterly.c= om [IMAGE] This month at mckinseyquarterly.com The other side of outsou= rcing "Infraservices" is the business of running the businesses nobody el= se wants. It may not be glamorous, but plenty of money can be made running = routine operations (think: building maintenance or payroll processing) for = other companies. In the past few years, providers of infraservices have bee= n entering the market in increasing numbers. Should your company be in this= business? Building trust on-line A funny thing happens when you survey = consumers about on-line privacy. Typically, their biggest concern isn't tha= t information about them will be captured by marketers but that marketers w= ill give nothing in return. The authors of this article explore the notion = of collaborative "value exchanges" as a way for companies to win their cust= omers' trust. Internet services: Who's smiling now? Now that growth in I= nternet traffic is slowing down, traditional IT players such as AT&T, EDS, = and IBM have gained the advantage in Internet hosting and content distribut= ion over their smaller, more specialized competitors. This article examines= the way changes in Internet traffic patterns are playing to the strengths = of the big boys. Unbundling the unbundled Companies in the utility busin= ess used to be hulking and monolithic. Then they got skinnier and more nimb= le by, for instance, breaking electricity provision into its component part= s. Now more change is in store as core activities-ownership, management, an= d service delivery-get unbundled from one another and treated as separate b= usinesses. Vaccines where they're needed Most people in the developing w= orld go without the vaccines they need largely because the economics of dru= g development in rich countries don't line up with the economics of health = care provision in poor ones. Governments and international organizations ca= n remedy this deplorable situation by assuming some of the risks now borne = by drugmakers. Thailand's chance for no-pain gain This article, outlinin= g a report from the McKinsey Global Institute, identifies policy reforms th= at Thailand could make to raise productivity in key industries, without res= orting to subsidies or additional government spending. These reforms, the a= uthors argue, should be undertaken with careful consideration of their econ= omic and social implications. [IMAGE] This month's top 5 articles on Stra= tegy Making the most of uncertainty The future of the networked company = Strategy under uncertainty Creative destruction Creating a knowledge cul= ture [IMAGE] Share the wealth! If you know colleagues who would be inte= rested in The McKinsey Quarterly, please forward this e-mail message to the= m . [IMAGE] You are receiving this monthly newsletter because you are a re= gistered member of mckinseyquarterly.com , the on-line business and economi= cs journal published by McKinsey & Company, and have requested this informa= tion be sent to you. Visit your member profile to change your subscription= preferences. There, you may unsubscribe from this newsletter, subscribe t= o other McKinsey Quarterly e-mail services, change your e-mail address, and= make other revisions to your member account. To unsubscribe from all McKi= nsey Quarterly mailing lists, click here to e-mail us your request. YOU WI= LL RECEIVE NO FURTHER E-MAIL from The McKinsey Quarterly if you take this a= ction. PLEASE DO NOT REPLY TO THIS MESSAGE. Address questions or comments= to: quarterly_info@mckinsey.com =09 [IMAGE]
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