McKinsey on Finance, Number 74
Perspectives on Corporate Finance and Strategy
Articles in this issue
The CFO’s role in helping companies navigate the coronavirus crisis
-
Strong, steady leadership from the finance organization is critical for addressing immediate concerns about safety and survival, stabilizing the business in the near term, and positioning it for recovery.
Navigating COVID-19: Advice from long-term investors
-
Look after employees, customers, and suppliers; adopt a through-cycle mindset; and communicate transparently. Profits and dividends will come later if you make the right moves now.
Planning for uncertainty: Performance management under COVID-19
-
Companies need a new approach to financial planning and performance management—one that informs rapid realignment of plans and actions and ensures organizational resilience.
How the CFO enables the board’s success—during COVID-19 and beyond
-
Two board experts explain how in times of crisis or transformation, the CFO can serve as a rock in the boardroom, a critical arbiter of difficult decisions, and a scout for the future.
A blueprint for M&A success
-
Programmatic M&A can help companies build resiliency, but this approach to deal making requires a solid game plan—one that will guide proactive deal sourcing and opportunistic deal evaluation.
Practice makes perfect: What sets programmatic acquirers apart
-
While there is no shortcut to outperformance in deal making, a new survey finds that expert acquirers take a different approach to strategy, deal execution, and integration.
The secret to unlocking hidden value in the balance sheet
-
For many companies, managing financial resources is a challenge. But combining analytics with a holistic approach to balance sheet management can help capture the opportunity and improve performance.
Bias Busters: Seeing strategy alternatives in the momentum case
-
A momentum case can reveal what could happen if a company takes no, or only limited, strategic action.