McKinsey on Finance Podcasts
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McKinsey on Finance Podcasts
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Episodes of McKinsey on Finance Podcasts
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What exactly is digital M&A and how does it compare to garden-variety dealmaking?
McKinsey’s Snezhana Otto and Justin Sanders discuss the CFO’s role in a changing activist landscape.
Corporate directors want more information about their companies and industries, and they say that investments by private-equity firms improve governance.
Earnings per share and share prices aren’t the whole story—particularly in the medium and long term.
It is difficult—but vital—for managers to strike a balance between the short and long terms.
Companies shouldn't confuse the value created by returning cash to shareholders with the value created by actual operational improvements. After all, the market doesn't.
This article is adapted from a speech given by the author in the summer of 2007 at a conference at the Federal Reserve Bank of San Francisco. The text of this recording can be found at www.mckinseyquarterly.com.
In the short term, emotions influence market pricing. A simple model explains short-term deviations from fundamentals.
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?
The latest boom in merger activity appears to be creating more value for the shareholders of the acquiring companies.
M&A executives at the most successful US companies understand not only how acquisitions create value but also how to enlist the support of the organization.
Companies provide earnings guidance with a variety of expectations and most of them don't hold up.
Finance theory isn’t enough when companies set their expectations for reasonable returns on invested capital. A long-term analysis of market and industry trends can help.
Simply getting bigger won't produce a higher valuation multiple.
Our data finds that reports of the demise of the M&A boom may be greatly exaggerated. But to keep it going, companies must work even harder to ensure that deals create value.
Once companies reach a certain size, setting realistic performance aspirations gets a bit trickier.
When changes in accounting rules provide no new information, they don’t register with investors. Nor should they lead managers to shift focus.
Emotions can drive market behavior in a few short-lived situations. But fundamentals still rule.
CFOs can bring much-needed skills to the CEO role, but the career path isn’t always a direct one.
High price-to-earnings ratios are about more than growth. Understanding the ingredients that go into a strong multiple can help executives make the most of this strategic tool.
A fine-grained approach to growth is essential for making the right choices about where to compete.
Investors and fund managers build entire portfolios around the premise that growth stocks grow faster than value stocks. The problem is that they don’t.
It can be a frustrating exercise, but there are ways to increase its value.
As investors demand that companies actively manage their business portfolios, executives must increasingly balance investment opportunities against the capital that’s available to finance them.
As companies turn their attention from compliance to growth and innovation, boards must focus on strategy.
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