Can your company remain global and if so, how?
Geopolitical uncertainty is forcing global companies to take a hard look at the decades-long strategy of geographic expansion.
Content: Article | Authors: Andrew Grant, Michael Birshan, Olivia White, Ziad Haider | Source: McKinsey Quarterly | Subject: International
How new CEOs can boost their odds of success
A data-driven look at the link between the strategic moves of new CEOs and the performance of their companies highlights the importance of quick action and of adopting an outsider’s perspective.
Content: Article | Authors: Kurt Strovink, Michael Birshan, Tom Meakin | Source: McKinsey Quarterly | Subject: Corporate Governance
Choosing to grow: The leader’s blueprint
Driving sustainable, inclusive growth requires the right mindset, strategy, and capabilities. Here are some steps that could help foster successful growth.
Content: Article | Authors: Andre Gaeta, Biljana Cvetanovski, Erik Roth, Greg Kelly, Ishaan Seth, Jill Zucker, Michael Birshan, Rebecca Doherty, Tjark Freundt | Source: McKinsey Quarterly | Subject: Strategy
Global flows: The ties that bind in an interconnected world
Economic and political turbulence have prompted speculation that the world is already deglobalizing. But the evidence suggests that global integration is here to stay, albeit with nuance.
Content: Article | Authors: Hamid Samandari, Jeongmin Seong, Jonathan Woetzel, Michael Birshan, Olivia White, Sven Smit, Tiago Devesa | Source: McKinsey Quarterly | Subjects: Economics, International, Trade
Michael Birshan
We live in the era of ESG [environmental, social, and corporate governance issues] and we talk a lot about the “E,” but the “S” will also be crucial. This research shines a spotlight on some of the fundamental forces driving the phenomena we see today. One suggestion to business leaders is, know your numbers. What does your company’s value look like by pathway? What does … [ Read more ]
Content: Quotation | Author: Michael Birshan | Source: McKinsey Quarterly | Subject: Social Responsibility (ESG)
Michael Birshan
Value flows from corporations to households through eight different pathways. If you take a dollar of revenue that the average corporation generates, 25 cents of that flows through as labor income: wages, salaries, and other benefits to employees. Seven cents of that dollar goes to capital income, meaning dividends, share buybacks, and interest payments to debtholders. Six cents goes to investment—earnings that are retained to … [ Read more ]
Content: Quotation | Author: Michael Birshan | Source: McKinsey Quarterly | Subject: Economics
The corporation in the 21st century
Shifts in how businesses create value and how it flows to households highlight the changing role of the corporation.
Content: Article | Authors: Clarisse Magnin-Mallez, Michael Birshan, Sean Brown | Source: McKinsey Quarterly | Subjects: Economics, Social Responsibility (ESG)
Short-Term Pain for Long-Term Gain: The New CEO’s Dilemma
CEOs who pivot to a longer view of health and performance make the right moves for their companies, though it’s sometimes their successors who reap the rewards.
Content: Article | Authors: Kurt Strovink, Michael Birshan, Thomas Meakin | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management
5 Key Areas of Finance Activity
What Makes a CEO ‘Exceptional’?
We assessed the early moves of CEOs with outstanding track records; some valuable lessons for leadership transitions emerged.
Content: Article | Authors: Kurt Strovink, Michael Birshan, Thomas Meakin | Source: McKinsey Quarterly | Subjects: Best Practices, Corporate Governance, Management
A Deal-Making Strategy for New CEOs
New CEOs typically raise the tempo of transactions at first, then the pace slows down. Is that costly?
Content: Article | Authors: Andy West, Michael Birshan, Thomas Meakin | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management, Mergers & Acquisitions
CEO Transitions: The Science of Success
New CEOs are faced with a bewildering array of choices, so it’s crucial for them to take a data-driven look at potentially major moves—and to know when to make them.
Content: Article | Authors: Allen Webb, Michael Birshan, Thomas Meakin | Source: McKinsey Quarterly | Subject: Corporate Governance
Rethinking the Role of the Strategist
Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist?
Content: Article | Authors: Emma Gibbs, Kurt Strovink, Michael Birshan | Source: McKinsey Quarterly | Subject: Strategy
Avoiding the Quicksand: Ten Techniques for More Agile Corporate Resource Allocation
These tested ideas can help organizations overcome inertia and implement their strategies more effectively.
Content: Article | Authors: Marja Engel, Michael Birshan, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Strategy
Becoming More Strategic: Three Tips for Any Executive
You don’t need a formal strategy role to help shape your organization’s strategic direction. Start by moving beyond frameworks and communicating in a more engaging way.
Content: Article | Authors: Jayanti Kar, Michael Birshan | Source: McKinsey Quarterly | Subject: Strategy