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McKinsey on Finance

Perspectives on corporate finance and strategy

 

Past issues of McKinsey on Finance can be downloaded below. Individual articles can also be read online at the McKinsey Quarterly.

 

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mckinsey on finance spring 2013 
Issue No. 46

Spring 2013

Whither the US equity markets?
The underlying drivers of performance suggest that over the long term, a dramatic decline in equity returns is unlikely.

How to atttract long-term investor's: An interview with M&G's Aled Smith
The award-winning fund manager discusses what he looks for in a company when he’s making investment decisions.

Due diligence in China: Art, science, and self-defense
Widespread delisting of Chinese companies has investors rethinking due diligence and looking harder for subtle clues that something is amiss.

M&A in 2012: Picking up the pace
Merger activity increased during the second half of the year, in spite of high deal premiums. Here’s a look at how the markets reacted.

Managing the people side of risk
Companies can create a powerful risk culture without turning the organization upside down.

The CFO's role in pursuit of growth
As CFOs play a bigger role in strategy, their influence may bring renewed focus on organic growth.

McKinsey on Finance Nummber 45 Winter 2013 - Perspectives on Corporate Finance and Strategy 
Issue No. 45

Winter 2013

Avoiding the consensus earnings trap
The promise of meeting or beating consensus estimates and the peril of missing them are profoundly overstated.

Modernizing the board's role in M&A
Active involvement can help companies capture more value—and develop a competitive advantage in deal making.

Profitably parting ways: Getting more value from divestitures
Companies often struggle to capture the full value of a separation. Here's how to do better.

Today's CFO: Which profile best suits your company?
Profiles of today's CFO show how the role is evolving and raise important questions for boards about talent and leadership development.

Delivering large-scale IT projects on time, on budget, and on value
Large IT efforts often cost much more than planned; some can put the whole organization in jeopardy. The companies that defy odds are the ones that master key dimensions that align IT and business value.

McKinsey on Finance Nummber 44 Summer 2012 - Perspectives on Corporate Finance and Strategy 
Issue No. 44

Summer 2012

Overcoming a bias against risk
Risk-averse midlevel managers making routine investment decisions can shift an entire company's risk profile. An organization-wide stance toward risk can help.

Avoiding a risk premium that unnecessarily kills your project
Too high a discount rate can make good projects seem unattractive. How high is too high?

How strategists lead
A Harvard Business School professor reflects on what she has learned from senior executives about the unique value that strategic leaders can bring to their companies.

Not enough comps for valuation? Try statistical modeling
Traditional approaches rely on data from comparable businesses—but such data aren't always available. Statistical modeling can broaden the comparison while controlling for differences.

A yen for global growth: The Japanese experience in cross-border M&A
Japanese companies have embarked on an increasing number of international acquisitions in recent years. Can they learn from past failures and create value from cross-border deals?

MoF_43-Spring_2012 
Issue No. 43

Spring 2012

How to put your money where your strategy is
Most companies allocate the same resources to the same business units year after year. That makes it difficult to create an effective corporate strategy and undermines performance. Here's how to overcome inertia.

The power of an independent corporate center
To develop a winning corporate strategy, you may need more muscle in your headquarters.

Breaking strategic inertia
Rio Tinto CFO Guy Elliott discusses the way the company decides when and how to place its bets.

Why bad multiples happen to good companies
A premium multiple is hard to come by and harder to keep. Executives should worry more about improving performance.

Getting more value from your fleet
Companies may be overvaluing the flexibility that comes with leasing—they would be better off buying planes, ships and trucks outright. The key is in the timing.

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