Measuring value creation is critical, as company leaders grapple with geopolitical shifts, digital disruption, and other trends affecting their businesses. Two co-authors of the new edition of Valuation: Measuring and Managing the Value of Companies join Sean today to discuss what they’ve learned over the course of writing and updating their book, which is now in its eighth edition, with more than 1 million copies sold worldwide

Author Tim Koller is a core leader in our Corporate Finance Practice and a Partner in our Denver office. In more than 40 years of consulting, he’s served clients globally on corporate strategy, capital markets, acquisitions, divestitures, and resource allocation. Co-author Marc Goedhart is a senior expert in our Strategy and Corporate Finance Practice based in Amsterdam. He’s also an endowed professor of corporate valuation at the Rotterdam School of Management at Erasmus University in the Netherlands.

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Valuation 8th edition

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Author Talks: What’s new in Valuation?

Bubbles pop, downturns stop

Bias Busters: Getting both sides of the story

Biases in decision-making: A guide for CFOs

Is your ‘conglomerate discount’ a performance discount or a communication problem?

Tying short-term decisions to long-term strategy

What I learned from Daniel Kahneman

McKinsey Insights on Strategy & Corporate Finance

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As CEO challenges go, facing a global threat that is existential not just for your company but for your industry is among the worst possible. American Airlines’ former Chairman and CEO, Doug Parker, has been through this twice while leading an airline, following the 9/11 attacks in New York and the COVID-19 pandemic. In this episode, he speaks with McKinsey Senior Partner Celia Huber about how these experiences helped him become a better leader.

Doug Parker has served as CEO of three airlines: America West, US Airways, and American Airlines. He currently serves on the board of Qantas. Celia Huber is a McKinsey senior partner in our Bay Area office, where she leads our board services work in North America.

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Better together: Three ways to boost board–CEO collaboration

The State of Aviation 2025

Geopolitical resilience: The new board imperative

Resilience pulse check: Harnessing collaboration to navigate a volatile world

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McKinsey Insights on M&A

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Holistic transformations are complex and can take a long time to show full results. By optimizing working capital early on, companies can help score early wins to create momentum and excite stakeholders across the organization. In this episode, Sean talks with two McKinsey transformation experts about how to identify and achieve these working capital improvements to maximize the impact of a transformation.

Jacob Rüden is a partner in our Transformation Practice, based in Cologne, and he leads our cash excellence work globally. He has more than 20 years of experience serving clients in transformation and on cash and working capital engagements across sectors, including automotive, energy, chemicals, transportation, consumer goods, and retail. And Marvin Denis is an expert in our Transformation Practice, based in New York. He's a core member of our cash excellence service line and co-leader of our cash solutions globally. He works across sectors, including automotive, chemicals, consumer goods, and retail.

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Gain transformation momentum early by optimizing working capital

Building optionality: Balance sheet discipline is both timely and timeless

Succeeding in the AI supply-chain revolution

A data-driven approach to improving net working capital

McKinsey Insights on Strategy & Corporate Finance

McKinsey Strategy & Corporate Finance on LinkedIn

McKinsey Insights on Transformation

McKinsey Transformation on LinkedIn

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