McKinsey Quarterly is the business journal of McKinsey & Company.
OCTOBER 2009
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.
MAY 2009
As companies shift their attention from fighting the crisis to getting the most from the recovery, CFOs must keep them focused.
JUNE 2009
Executives have become notably more optimistic about their companies’ and their countries’ economic prospects since mid-April—but the outlook was so poor then that optimism must be tempered.
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.
Koushik Chatterjee discusses the Indian multinational’s approach to outbound M&A—and its response to the global financial crisis.
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.
JANUARY 2009
M&A may be more resilient in this downturn than in previous ones, but it will be a different kind of M&A.
JULY 2009
Some companies can reduce the cost of support services, improve their quality, and raise cash to invest elsewhere. Here’s how to tell if your company is one of them.
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.
NOVEMBER 2008
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.
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.
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.
Flexibility within and among locations can help companies respond to changing conditions.
SEPTEMBER 2009
Although their paths are diverging, all will remain powerful forces in the global economy.
There are good reasons to believe that government intervention today will be far less damaging than past experience would indicate.
These funds face a credit-constrained world; they must adapt to thrive.
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.
Most companies see corporate social responsibility programs as a way to fulfill the contract between business and society. But do they create financial value?
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.
Executives need to embrace transparency if they want to help investors make investment decisions. But what should be disclosed?
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.
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