preparing for and managing through a downturn mckinsey
Aerospace & Defense
In this episode of the Inside the Strategy Room podcast, two McKinsey partners share their insights on preparing organizations for macroeconomic crises.
If past is prologue, managers and boards won’t forecast with any precision the timing of the next recession.
That was quite substantial.As talk of an impending economic downturn takes hold in the business world, executives can take thoughtful steps to help their companies better weather the storm. By Richard Dobbs, Tomas Karakolev, and Rishi Raj
M&A
Executives can build flexibility into a company’s balance sheet by reducing the capital intensity of the business model, for example, or by resisting the urge to use additional debt to finance dividend growth or share buybacks.
Seven of the ten largest companies by market value are TMT companies.
Recommended tracks China’s economy by The Economist published on 2013-08-19T23:18:03Z L.A. Philharmonic Shows the American Symphony Orchestra Isn’t Dead Yet by Harvard University published on 2018-07-02T19:56:28Z Preparing for and managing through a downturn by McKinsey & Company published on 2019-04-18T23:20:33Z. To understand how to make the most of a recessionary environment, we analyzed the performance before, during, and after the 2000–01 recession of some 1,300 US companies from a broad range of sectors
Retail
But you really want to make sure that you not only have the people in the front that can handle it, hopefully, but also if they can’t handle it, that you have a way to back it up quickly.Finding that balance, and, as a result, finding ways to have reflective time—I would, for example, maybe say every discussion that I will start in a meeting that is about the recession, let’s remind ourselves that we’re dealing with an event.
This article was first published in the Spring 2007 issue of Please create a profile to print or download this article.
It’s interesting that in our people systems, in thinking about who is a good leader or not, it’s not a structured item, often, in the HR systems. Capital Projects & Infrastructure
For free.
Preparing for and managing through a downturn In this episode of the McKinsey Podcast, McKinsey Quarterly executive editor Tim Dickson speaks with senior partner Sven Smit about how companies can be more resilient in the face of an impending economic downturn. McKinsey on Finance Spring 2007 expanded their businesses during the recession, both organically (through inter-nal investment) and through inorganic activities such as M&A, alliances, and joint ventures.
An asset that you’ve been waiting for for 20 years might just have been knocked one way or the other, and that makes it available. So during the downturn you literally have the margins improving. What’s more, the postrecession leaders also held more cash on their balance sheets prior to the recession than those that weathered it less successfully.
Oil & Gas
That was quite substantial.You could have some postponement of investment because you have some uncertainty. Sustainability
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For the pre- and postrecession periods (1998–99 and 2001–02, respectively), we define industry leaders as companies in the top quartile of their industries, measured by returns on invested capital (ROIC) and market-to-book ratios (M/B).
Risk
04.16.2019 - By The McKinsey Podcast . So winter will come, and after that, summer will come again.
McKinsey recently held a podcast on how companies can succeed through a recession.
Transformation
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