McKinsey Quarterly is the business journal of McKinsey & Company.
MAY 2009
As companies shift their attention from fighting the crisis to getting the most from the recovery, CFOs must keep them focused.
A volatile economy makes traditional budgets obsolete before they’re even completed. Here’s how companies can adapt more quickly.
APRIL 2009
Given the current economic situation, it’s not surprising that financial executives say they’re more focused than ever on planning and cost cutting. What’s surprising, though, is a reluctance to adjust the finance function’s structure.
FEBRUARY 2009
Companies—and their CFOs—may have to adapt more radically to the downturn than they now expect.
JANUARY 2009
Executives need to embrace transparency if they want to help investors make investment decisions. But what should be disclosed?
NOVEMBER 2008
Gartner CFO Christopher Lafond discusses the company’s assertive approach to managing relationships with investors.
APRIL 2008
Executives spend too much time talking with investors who don’t matter. Here’s how to identify those who do.
Environmental, social, and governance programs create shareholder value, most executives believe, but neither CFOs nor professional investors fully include that when evaluating business projects or companies.
DECEMBER 2007
Chief financial officers around the world describe their first hundred days on the job as a time when most received guidance, but many had difficulty devoting enough time to their top priorities.
JANUARY 2008
Regulators may worry when Arab investors acquire stakes in Western companies, yet vast reserves of petrodollars have kept down interest rates and buoyed financial assets. What’s the broader effect of the surge in petrodollars?
These funds face a credit-constrained world; they must adapt to thrive.
Flexibility within and among locations can help companies respond to changing conditions.
Timing is key as companies weigh whether to make strategic investments now or wait for clear signs of recovery. Scenario analysis can expose the risks of moving too quickly or slowly.
M&A may be more resilient in this downturn than in previous ones, but it will be a different kind of M&A.
AUGUST 2008
During a downturn, a thoughtful acquisition strategy is particularly important—but many companies don’t have one.
DECEMBER 2008
Few directors have served on the boards of both private and public companies. Those who have give their views here about which model works best.
Companies from developed economies derive no benefit from second listings in foreign equity markets. Those that still have them should reconsider.
JULY 2008
The division structure can mask big differences in the performance of smaller units. A finer-grained approach can better show where value comes from.
Traditional methods of analyzing total returns to shareholders are flawed. There’s a better way.
MARCH 2008
There are a few critical tasks that all finance chiefs must tackle in their first hundred days.
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