McKinsey Quarterly is the business journal of McKinsey & Company.
FEBRUARY 2010
If inflation rises again, companies will have to do more than just match it to keep up—they’ll have to beat it.
JANUARY 2010
When adjusted for market capitalization, M&A activity among corporations was stable in 2009—and fundamentals point to continued strength in 2010.
NOVEMBER 2009
As companies rethink their portfolios for the post-crisis world, they should ask themselves if they are still the best owners of their assets.
Large M&A departments aren’t essential for making successful acquisitions.
Some Asian companies take a different approach to M&A outside their borders.
JULY 2009
Most companies see corporate social responsibility programs as a way to fulfill the contract between business and society. But do they create financial value?
JUNE 2009
There are good reasons to believe that government intervention today will be far less damaging than past experience would indicate.
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
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.
These funds face a credit-constrained world; they must adapt to thrive.
Flexibility within and among locations can help companies respond to changing conditions.
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?
OCTOBER 2009
Risk-assessment processes typically expose only the most direct threats facing a company and neglect indirect ones that can have an equal or greater impact.
Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.
SEPTEMBER 2009
Although their paths are diverging, all will remain powerful forces in the global economy.
Koushik Chatterjee discusses the Indian multinational’s approach to outbound M&A—and its response to the global financial crisis.
A panel of leading Chinese economists explains how the world’s fastest-growing economy keeps expanding despite the global downturn.
MARCH 2009
Jiang Jianqing discusses the need for balance within an effective governance model and the ways the financial-services industry will change in China in the wake of the global economic crisis.
NOVEMBER 2008
Gartner CFO Christopher Lafond discusses the company’s assertive approach to managing relationships with investors.
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.
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.
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