Corporate finance

Less than a decade after the frantic merger activity of the late 1960s, we are again in the midst of a major wave of corporate acquisitions. In contrast to the 1960s, when acquirers were mainly freewheeling conglomerates, the merger movement in the 1970s includes such long-established giants of U.S. industry as General Electric, Gulf Oil, […]

Yves Morieux, director of the BCG Institute for Organization, argues that imposing formal processes, structures, and guidelines only makes things more...

Most organizations bend over backward to avoid failure. They shouldn't, says economist Paul Ormerod. History shows that failure and success are inherently...

Use them to improve the sales process, not just evaluate it.

Since the rise in the use of discounted cash flow techniques, most managers face an increasingly difficult choice in evaluating complex investment decisions. Should they pursue risky projects that offer a below-target rate of return but could create valuable strategic opportunities later? Or should they stick with a less risky and more immediately profitable bet? […]

This article presents the research findings of a leading U.S. corporation, AT&T, on a series of important economic questions and issues, with an interpretation of the material by one of the company’s top executives. The subject is corporate earnings patterns in different industries, investment trends, the relation of profits and investment to GNP, and other […]

By utilizing the reality show format, corporations can create a more effective forum for pitching innovative products.

Here's what the best-performing ones do differently.

They feast on cheap credit, which is drying up.

Do you know what your most profitable product is?

The key is knowing what your top price is—and having the discipline to stick to it.

Today’s technology can put adjusted present value into the arsenal of every general manager.

Not long ago I asked the officer of a regional investment banking firm why the price-earnings ratio for a small publicly held company was so low. “After all,” I said, “this company has the potential to grow since it’s in the dental equipment industry. It seems to me it warrants a high ratio.” “Don’t you […]

Not just think like them.

The boldest innovations are the hardest to measure.

They spend less on R&D but get higher returns.

A five-step process.

After nearly 30 years salvaging companies on the brink of disaster, this crisis manager has learned a few things you ought to know.

When tight and loose cultures merge, they often clash.

Many executives believe that all failure is bad (although it usually provides lessons)-and that learning from it is pretty straightforward. The author,...