Jamie Koenig

Jan 14, 2025 | mckinsey.com | Anna Mattsson |Anthony Luu |Dana Maor |Jamie Koenig

Separations have become a widely adopted strategy for creating value, but their popularity does not mean these complex transactions are always effective. For instance, spin-offs—one of the main types of corporate separations, alongside divestitures and carveouts—have hit record numbers in recent years, but these deals are not guaranteed to create value for both the remaining and new businesses.

Nov 5, 2024 | mckinsey.com | Andy West |Anna Mattsson |Jamie Koenig

Active portfolio management should always be “Plan A.” Corporations that consistently refresh their business mix outperform their peers in TSR by 3.5 percent over the long term, honing their portfolios to develop, acquire, and divest businesses to realize their enterprise strategy. The goal, after all, is not growth for growth’s sake but to maximize returns—which is achieved through a combination of growth and investing capital in an enterprise’s most important priorities.