Strategy & corporate finance
I'm a paragraph. Click here to add your own text and edit me. It's easy. Just click “Edit Text” or double click me to add your own content and make changes to the font. Feel free to drag and drop me anywhere you like on your page. I'm a great place for you to tell a story and let your users know a little more about you. This is a great space to write long text about your company and your services. You can use this space to go into a little more detail about your company. Talk about your team and what services you provide. Tell your visitors the story of how you came up with the idea for your business and what makes you different from your competitors. Make your company stand out and show your visitors who you are.
OVERVIEW
strategy
We understand strategy as an integrated portfolio of initiatives that increase company value and secure competitive advantage over the long term. We accompany our clients on their strategy path and make sure that the strategic goals are in harmony with the corporate culture and structure. Our “Strategy Tools and Analysis Center” controls a number of specially developed tools and databases to give our clients a nuanced understanding of their own performance and the entire market.
Business unit strategy
The regulatory framework for the financial sector is changing rapidly and is becoming increasingly complex. Together with our clients, we react to these changes and contribute insights that help our clients to recognize and take advantage of market opportunities. Our team addresses the most pressing regulatory issues. Our areas of expertise include assessing the effects of regulatory changes, capital management and risk IT.
Corporate finance
We support clients from all important industries and advise them not only on the development of corporate strategies and long-term growth options, but also identify and evaluate the necessary growth steps. In addition, IPOs, value-based management and investor relations strategies are integral parts of our consulting portfolio. We offer extensive industry and management knowledge from almost 1,600 consulting projects worldwide that our consultants have successfully supported in the past 2 years alone.
Corporate strategy
Developing and implementing a corporate strategy presents a multitude of challenges. We have a number of core competencies and tools that can help our clients strengthen their corporate-level strategies. In addition to other individually developed tools, we use McKinsey's Resource Reallocation Diagnostic, the Strategic Management Performance Index (SMPI), our Strategic Management Architecture (SMArt) or the Decision Challenger.
With our "Ten Timeless Tests of Strategy" we support our clients in ensuring that their strategies withstand the ever increasing forces of change and competition. Our strategic approach aims to find a formula for long-term success for our clients. In this process we always work with the most modern tools and methods. Our latest innovations include methods such as War Gaming, Strategy as a Journey, Strategy Walkthrough and the Strategy Academy.
Business unit strategy
Developing and implementing a corporate strategy presents a multitude of challenges. We have a number of core competencies and tools that can help our clients strengthen their corporate-level strategies. In addition to other individually developed tools, we use McKinsey's Resource Reallocation Diagnostic, the Strategic Management Performance Index (SMPI), our Strategic Management Architecture (SMArt) or the Decision Challenger.
Corporate strategy
When developing strategies, companies must also understand the strong external influencing factors and be aware of the trends that can result from them. Our "Global Forces" research center continuously monitors and evaluates global influencing factors that top managers must take into account in order to remain one step ahead of the long-term trends that are changing our business world.
Global influences
We help companies to select the right competitive fields and support them in the design and implementation of the right strategies. Our analysis has shown that the development of market share only explains 20% why some companies grow more successfully than others. With exclusive tools and databases, we enable our clients to have a more individual view of the markets and help them develop a more detailed or more granular view of trends and market structures.
growth
In a recent global survey, 84% of managers surveyed said innovation played an important role in their growth strategies. At the same time, 94% were dissatisfied with their innovation performance. We help our clients innovate better. Four prerequisites must be met in order to be able to grow on the right scale: a clear strategy, a strong pipeline with profitable innovations, intelligent implementation and a capable, flexible organization.
innovation
Many industries have to cope with increasingly strict regulatory frameworks. Companies that work proactively with regulators are more likely to get the results they want. Therefore, McKinsey's Strategy Practice has developed an approach and suitable tools with which clients can develop and control a strategy for dealing with such external interest groups and thereby secure their economic value.
Reputation and regulatory strategy
Our global team of finance and strategy experts as well as analysts at the Corporate Performance Center (CPC) advise clients on questions of company valuation and value creation. We carry out comprehensive diagnoses of a company or entire industries and use our specialist knowledge to feed modeling scenarios, understand discrepancies between market value and intrinsic value and derive recommendations for action.
Financial and performance analysis
Transactions have become increasingly important and complex for our clients and are a challenge even for experienced managers. We therefore provide critical support and accompany all phases of a transaction to ensure that it conforms to the corporate strategy and creates maximum value. We work closely with clients and help them develop their own skills for evaluating and managing transactions.
M & A / transactions
January 17, 2019 - Innovation is a team sport. For projects to succeed, they must be staffed with the right combination of talent. Here is how to ...
Zero-based budgeting gets a second look
January 3, 2019 - Digitization is breathing new life into a ground-up budgeting approach that debuted in the 1960s. Here's how CFOs and other ...
The new CFO mandate: Prioritize, transform, repeat
December 3, 2018 - Amid a raft of new duties for CFOs, our survey suggests that finance leaders are well positioned to lead the C-suite agenda by ...
Despite their best intentions, business leaders often get bogged down by human biases and social dynamics that get in the way ...