309. Five key moves to create value in spinoffs

More than 55 percent of large spin-offs fail to deliver the expected value three years post-spin; this is true for both the parent and the new company. However, even in today’s complex macro environment, there is plenty of spin activity as companies look outside the portfolio in pursuit of more focused strategies, fit-for-purpose operating models, and optimized capital management.
Join us as Jamie Koenig (mckinsey.com/our-people/jamie-koenig?cid=cl4c-…) and Anna Mattson (mckinsey.com/our-people/anna-mattsson?cid=cl4c…), co-leaders of our Global Separations Practice, discuss their recent article (mckinsey.com/capabilities/m-and-a/our-insights…) on the topic and step through five critical moves that help increase the odds of spin-off success. They also share a wealth of insights gleaned from several decades of deal experience, including what a new SpinCo CEO should expect.
Related Insights
Beating the odds: What really matters for successful spin-offs (mckinsey.com/capabilities/m-and-a/our-insights…)
2026 M&A trends: Navigating a rapidly rebounding market (mckinsey.com/capabilities/m-and-a/our-insights…)
When separating businesses, people are the key to unleashing value (mckinsey.com/capabilities/people-and-organizat…)
Support the show: linkedin.com/showcase/mckinsey-strategy-&-… (linkedin.com/showcase/mckinsey-strategy-&-…)
See mckinsey.com/privacy-policy for privacy information