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With an increasing appetite for initial public offerings, mergers and acquisitions, and other strategic transactions, CEOs have an opportunity to revisit their business portfolios and consider some lessons from the recent past.
Read full executive insight 
 |  | | When to divest support services | | McKinsey Quarterly, 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. | | Read more on McKinsey Quarterly site |
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| | | Valuing social responsibility programs | | McKinsey Quarterly, 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? | | Read more on McKinsey Quarterly site |
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| | | Government ownership: Why this time it should work | | McKinsey Quarterly, June 2009
There are good reasons to believe that government intervention today will be far less damaging than past experience would indicate. | | Read more on McKinsey Quarterly site |
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| | | Economic Conditions Snapshot, June 2009: McKinsey Global Survey Results | | McKinsey Quarterly, 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. | | Read more on McKinsey Quarterly site |
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| | | What next? Ten questions for CFOs | | McKinsey Quarterly, May 2009
As companies shift their attention from fighting the crisis to getting the most from the recovery, CFOs must keep them focused. | | Read more on McKinsey Quarterly site |
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| | | Just-in-time budgeting for a volatile economy | | McKinsey Quarterly, May 2009
A volatile economy makes traditional budgets obsolete before they’re even completed. Here’s how companies can adapt more quickly. | | Read more on McKinsey Quarterly site |
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| | | How finance departments are changing: McKinsey Global Survey Results | | McKinsey Quarterly, 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. | | Read more on McKinsey Quarterly site |
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| | | Mergers: Leadership, Performance, and Corporate Health | | David Fubini, Colin Price, and Maurizio Zollo, 2006
While merger catastrophes continue to grab headlines, a growing number of companies have learned how to get it right. | | Read more |
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