Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
FEBRUARY 2009
Companies—and their CFOs—may have to adapt more radically to the downturn than they now expect.
JANUARY 2009
Different sectors enter and emerge from downturns at different times. A look at past recessions suggests how some industries may fare.
M&A may be more resilient in this downturn than in previous ones, but it will be a different kind of M&A.
DECEMBER 2008
Past financial crises had very different effects on the real economy. Although the lessons of the past don't give much cause for optimism, they do provide hints on how companies should prepare this time around.
The cost of capital hasn’t increased so far in the downturn—and didn’t in past recessions.
The author of The Black Swan explains why the rarity and unpredictability of certain events does not make them unimportant.
The region has been hit hard but can help the world recover. Meanwhile, the global crisis is likely to spur further integration among Asian markets.
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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.
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.
AUGUST 2008
During a downturn, a thoughtful acquisition strategy is particularly important—but many companies don’t have one.
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
SEPTEMBER 2007
JULY 2007
APRIL 2007
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.
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?
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.
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