Introduction This paper examines the effects of financialisation on large-firm management strategy in the extractive industries, and the accompanying developmental implications. It does so through a case study of South African platinum-group metal (PGM) mining since the transition to democracy in the mid-1990s. During this time, the South African economy underwent farreaching liberalisation which has led to deepening processes of financialisation, with consequences for changes in management strategy (Ashman et al, 2011). As the paper describes, for the major South African mining companies integrated in increasingly globalised capital markets, this created intensified competitive pressures around the creation of shareholder value. Drawing on a wider conceptual literature on the financialisation of the firm, the paper explores how this change manifested in the strategies employed by the then three largest PGM mining companies, Lonmin, 1 Impala Platinum Holdings (Implats) and Anglo-American Platinum (Amplats), during the long commodities boom of the 2000s and subsequent