Seeing Your Way to Better Strategy
Viewing strategy choices through four lenses—financial performance, markets, competitive advantage, and operating model—can help companies debias their strategic dialogues and make big, bold changes.
Content: Article | Authors: Blair Warner, Kevin Laczkowski, Werner Rehm | Source: “McKinsey Quarterly” | Subject: Strategy
All P/Es Are Not Created Equal
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.
Content: Article | Authors: Nidhi Chadda, Robert S. McNish, Werner Rehm | Source: “McKinsey Quarterly” | Subject: Finance
Taking a Longer-Term Look at M&A Value Creation
Companies that do many small deals can outperform their peers—if they have the right skills. But they need more than skill to succeed in large deals.
Content: Article | Authors: Andy West, Robert Uhlaner, Werner Rehm | Source: “McKinsey Quarterly” | Subject: Mergers & Acquisitions
Opening Up to Investors
Executives need to embrace transparency if they want to help investors make investment decisions. But what should be disclosed?
Content: Article | Authors: Robert N. Palter, Werner Rehm | Source: “McKinsey Quarterly” | Subject: Finance
Comparing Performance When Invested Capital is Low
Return on capital is the benchmark for comparing performance between businesses. But new math is needed when a company’s capital intensity is low.
Content: Article | Authors: Mikel Dodd, Werner Rehm | Source: “McKinsey Quarterly” | Subject: Finance
The Value of Share Buybacks
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.
Content: Article | Authors: Richard Dobbs, Werner Rehm | Source: “McKinsey Quarterly” | Subject: Finance