Inside The Strategy Room podcast

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40:54

Taxes, Voting, Recycling—oh my! After navigating this jungle of grown-up responsibilities together, we're taking a quick summer breather to recharge our adulting batteries. But before we temporarily hang up our responsible pants, join us for this special episode packed with our favorite kernels of wisdom from the season so far AND get an exclusive preview of the fresh adulting adventures awaiting you when Grown-Up Stuff returns in late summer! Think of this episode as your adulting victory lap—complete with confetti and zero paperwork required! See omnystudio.com/listener for privacy information.…

Inside the Strategy Room

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We talk with McKinsey partners and corporate executives on the challenges they face creating lasting strategies in a fast-changing world. We also examine the different ways these executives approach these challenges and the new and innovative ways they think of creating a vision for their enterprises.

334 episodes

Inside the Strategy Room

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updated il y a environ 6 jours

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334 episodes

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Inside the Strategy Room

1
263. How Strategy Champions win 57:16

il y a environ 6 jours57:16

57:16

In this episode, Sean talks with four strategy experts who share the findings of their new research into the practices that separate companies that succeed at building and executing an excellent strategy from those that do not. You can read more about their research in the new McKinsey Quarterly article titled, How Strategy Champions win . Alex D'Amico co-leads our strategy work globally and leads it in North America. He is a senior partner in our Connecticut office where he helps companies across industries shape enterprise strategy, undertake cultural transformations, rapidly boost performance, and redesign organizations to sustain results. Alejandro Krell co-leads our strategy work globally with Alex and leads our Strategy and Corporate Finance Practice in Latin America. He is a senior partner in our Panama City office where he advises companies across the financial services, manufacturing, mining, retail, and telecom sectors on addressing strategic challenges and making lasting performance improvements. Semyon Yakovlev leads our Strategy and Corporate Finance Practice across Asia and is a senior partner in our Seoul office. He serves clients on strategic and performance improvement programs, working with major banking groups, insurance companies, tech companies, and public sector institutions. Whitney Zimmerman is a core leader of our strategy work and an associate partner in our London office. He also leads our work on the role of the chief strategy officer, helping CSOs define and succeed in their roles, and he led our latest research on strategy capabilities and practices. Related insights Have you tested your strategy lately? How programmatic M&A fosters long-term resilience How AI is transforming strategy development Strategy to beat the odds The strategy leader’s evolving mandate Strategy Beyond the Hockey Stick Rewired: The McKinsey guide to outcompeting in the age of digital and AI McKinsey Insights on Strategy & Corporate Finance McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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262. Workday’s CEO on driving growth and transformation in the age of AI 29:54

il y a environ 13 jours29:54

29:54

Carl Eschenbach joined Workday in December 2022 to serve as co-CEO alongside Co-Founder Aneel Bhusri before becoming sole CEO in February 2024. In this episode, our North America Chair and senior partner, Eric Kutcher, talks with Carl about taking a ‘co-existence’ view of the role of AI in the workforce as a source of productivity, building an endurable company with a growth mindset culture, and the responsibility of leaders to serve the success of others. Related Insights Becoming CEO—just in time for a global crisis: David Gitlin How Judy Marks leads Otis Worldwide Corporation through uncertainty and technological evolution Data, analytics, and decisions: An interview with Teradata’s CFO Palo Alto Networks CFO on AI, cybersecurity, and the finance leader’s mandate The Strategic CEO newsletter Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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261. Retired US Navy Admiral Eric Olson: Leading effectively in uncertain times 28:08

il y a environ 20 jours28:08

28:08

In this episode, we speak with Eric Olson, a retired US Navy Admiral with a distinguished career in special operations, about the key principles of effective leadership, particularly in times of uncertainty. Eric shares insights from his experiences leading high-performing teams and organizations through complex challenges, offering valuable leadership lessons for executives in today's rapidly changing business landscape. Related insights: A CEO for All Seasons: Mastering the Cycles of Leadership CEO Excellence: The Six Mindsets that Distinguish the Best Leaders from the Rest The Journey of Leadership: How CEOs learn to lead from the inside out Trusted advice for effective leadership The CEO as chief resilience officer The Strategic CEO newsletter McKinsey Insights on Strategy & Corporate Finance McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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260. Boosting growth through innovation 39:41

il y a environ 24 jours39:41

39:41

Even in a highly uncertain business environment, companies that build new businesses and develop new offerings, processes, and business models are better able to capture growth opportunities and hedge against disruption. Our recent survey of more than 1,000 companies around the world reflected this, with the largest share of respondents identifying the ability to innovate as their most important strategic factor for generating growth over the coming 12 months. To discuss the survey and talk about the innovation activities top performers are focusing on today, Sean Brown is joined by Rebecca Doherty , Matt Banholzer , and Clayton O’Toole . Rebecca co-leads our Strategic Growth and Innovation practice and is a partner in our San Francisco office. She works extensively with health care, industrial, and technology clients to define and execute growth road maps. Matt co-leads our Global Strategic Growth and Innovation practice with Rebecca and is a senior partner in our Chicago office. He also sits on the leadership team of our business-building practice, and serves organizations on innovation strategy across a range of sectors, including energy, materials, and agriculture. Clayton is a leader in our Strategy & Corporate Finance and Consumer Tech and Media practices in North America and is a partner based in our Minnesota office. He serves a wide range of clients including media organizations, sports leagues; food, apparel, and hardlines retailers; consumer packaged goods companies, and principal investors. Related Insights How top performers use innovation to grow within and beyond the core The eight essentials of innovation Revolutionary innovations propelling growth Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

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259. Risk, Resilience, and Innovation: Insights from AXIS Capital's Vincent Tizzio 32:09

il y a 5 weeks32:09

32:09

Vince Tizzio is President and CEO of AXIS, a specialty insurance and reinsurance company that delivers customized solutions to organizations worldwide. Since taking on the role in May 2023, Vince has led AXIS on an ambitious transformation journey. In this episode, he speaks with McKinsey senior partner and North America Chair Eric Kutcher about what it means to take on the CEO role, how to lead through significant change with conviction and care, the kind of exposures companies should consider in today’s complex risk landscape, and how to be deliberate about investing in AI. Related Insights Becoming CEO, just in time for global crisis: David Gitlin, Chairman and CEO of Carrier Global Corporation Transforming for growth Stepping up: Becoming a high-potential CEO candidate How boards can tackle geopolitical risk H ow Judy Marks leads Otis Worldwide Corporation through uncertainty and technological evolution The art of 21st-century leadership: From succession planning to building a leadership factory Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Getting fit for growth: The leadership mindsets and behaviors that matter CEO Perspectives The Strategic CEO newsletter McKinsey Insights on Transformation McKinsey Transformation on LinkedIn McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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258. Andy Mattes on the challenges of driving M&A as CEO 33:48

il y a 6 weeks33:48

33:48

Mergers and acquisitions are among the more complex processes new CEOs have to learn, whether they’re in the role for the first time or taking over at a new company. Andreas “Andy” W. Mattes has navigated this multiple times in his roles as CEO of Siemens Communications, Diebold, and later of Diebold Nixdorf, and now of the laser technology company Coherent. In this discussion with M&A practice leader Jake Henry , Andy talks about the roller-coaster ride that M&A can be, and the critical M&A skills he had to learn as a CEO, including how to best deal with competing bids and making time to commune with other CEOs. Jake is the global co-leader of McKinsey’s M&A Practice, which includes mergers, acquisitions, integrations, joint ventures, and divestitures. He previously led our Life Sciences Practice globally, where he guided pharmaceutical and medical-technology company executives on matters of corporate strategy, growth strategy, and operational excellence for more than twenty years. Related insights CEOs in M&A: Five actions only the chief executive can take Uncertainty in M&A: Postcards from the new normal M&A Annual Report: Is the wave finally arriving? What makes a successful CEO? The loneliest job? How top CEOs manage dilemmas and vulnerability CEO excellence: How do leaders assess their own performance? CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest The Journey of Leadership: How CEOs Learn to Lead From the Inside Out McKinsey Strategy & Corporate Finance on LinkedIn McKinsey Insights on M&A Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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257. The new and timeless truths of valuation 49:58

il y a 7 weeks49:58

49:58

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. Related insights Valuation 8th edition Subscribe to The Valuation Practitioner newsletter on LinkedIn 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 McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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256. Doug Parker, former Chairman and CEO of American Airlines, shares leadership lessons 38:23

il y a 8 weeks38:23

38:23

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. Related insights 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 McKinsey Insights on Strategy & Corporate Finance McKinsey Insights on M&A McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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255. Building transformation momentum through working capital optimization 42:03

il y a 9 weeks42:03

42:03

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. Related insights 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 Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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254. John Stankey, AT&T’s CEO and Chairman of the Board, on embracing long-term vision 35:50

il y a 10 weeks35:50

35:50

John Stankey has led AT&T as CEO since July 2020, and was elected Chairman of the Board in February this year. Over his 40-year tenure, John has held multiple senior leadership roles across the breadth of AT&T’s businesses, including turns as Chief Strategy Officer and Chief Technology Officer. In this episode, John speaks with McKinsey senior partner and North America Chair Eric Kutcher about his journey at AT&T. They discuss how John pivoted the portfolio, how he trusted in long-term ‘big bets’ amidst the current wave of economic change, and the meaning of leaving a legacy at a 150-year-old company. Related Insights Becoming CEO, just in time for global crisis: David Gitlin, Chairman and CEO of Carrier Global Corporation How boards can tackle geopolitical risk H ow Judy Marks leads Otis Worldwide Corporation through uncertainty and technological evolution The art of 21st-century leadership: From succession planning to building a leadership factory Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Getting fit for growth: The leadership mindsets and behaviors that matter CEO Perspectives The Strategic CEO Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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253. Private capital gets more alternative 58:40

il y a 11 weeks58:40

58:40

For many years, the continued rise of private markets has been defined by assets under management (AUM), while the composition of the industry evolved significantly. This week, two of McKinsey’s Private Capital Practice experts are joined by Neil Mehta from Apollo Global Management to discuss the diverse types of non-traditional private capital increasingly being raised by general partners (GPs), and how asset managers will need to continue to adapt to meet this growing complexity and the variety of needs that their investors are looking to them to solve. McKinsey Senior Partner Alexander Edlich is a senior leader in McKinsey’s Private Capital Practice, and is based in New York. He’s the lead author of our 2025 Global Private Markets Review , and has more than two decades of experience advising financial services firms, including alternative asset managers and investors, on how to address ever-changing industry dynamics. McKinsey Partner Paul Maia co-leads McKinsey’s work on advising the C-suite of private capital GPs, as well as the private capital arms of institutional investors, and is based in Washington, D.C. Neil Mehta is a partner and global head of new markets at Apollo Global Management in New York, where he is responsible for driving growth into markets that have historically had limited exposure to private assets, including traditional asset management, defined contribution, and tax advantage strategies. Neil is also a member of Apollo’s leadership team. Related insights Alternative assets get more alternative: The rise of novel AUM forms Global Private Markets Report 2025: Braced for shifting weather Thematic investing: A win–win for private equity and the planet Private capital: The key to boosting European competitiveness McKinsey Insights on Private Capital McKinsey Insights on Strategy & Corporate Finance McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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252. Growth leader mindsets and behaviors 44:07

il y a 12 weeks44:07

44:07

Although every company wants to grow, only one in four is able to do so profitably and maintain that growth over time. This week, Sean speaks with three of our growth experts about the mindsets and behaviors of successful growth outperformers. Jill Zucker is a senior partner and former managing partner of our New York office. She co-leads our global growth transformation work and serves financial services firms, including wealth managers, asset managers, insurance companies, global banks, and private equity. Rebecca Doherty is a partner in our Bay Area office and co-leader of our global Strategic Growth and Innovation Practice. She works with healthcare, industrial, and technology clients to define and execute value-creating growth road maps. Kate Siegel is a partner in our Detroit office and a leader in our Strategy and Corporate Finance Practice. She counsels CEOs and executive teams to develop holistic growth strategies, pursue organic and inorganic M&A, and attain profitable growth aspirations. Related Insights How top performers use innovation to grow within and beyond the core Breaking the mold: Five behaviors of leading growth transformers How to reignite growth through adjacencies Innovative growers: A view from the top Courageous growth: Six strategies for continuous growth outperformance The triple play: Growth, profit, and sustainability Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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251. Driving transformational behavior change at scale 39:19

il y a 13 weeks39:19

39:19

Transformation is a complex undertaking that relies heavily on achieving behavioral change within an organization. Three McKinsey transformation and organizational health experts talk this week about the common pitfalls companies face when attempting to transform, and share tips for avoiding them. Rajesh Krishnan is a senior partner in our New York office and a leader in our Transformation Practice. He counsels clients on identifying and delivering transformative and sustainable performance improvements, and is a founder of our capability building solution, the Ability to Execute or A2E. Tiffany Vogel is a partner in our Miami office, and is an expert in change management, leadership development, and agile product development. She focuses on financial institutions and state governments, and also serves on the faculty at the University of Southern California Marshall School of Business. And Matthew Schrimper is an associate partner in our Boston office. He helps clients improve performance through organizational change, and has expertise in large-scale transformations, culture and change management, as well as talent and operating model design. Related insights Breaking the mold: Five behaviors of leading growth transformers Transformation with a capital T How seven steps can help midsize industrials crack the transformation code What does it take to run a healthy organization? Find out with this quiz Help your employees find purpose—or watch them leave What makes an organization ‘healthy’? The yin and yang of organizational health McKinsey Insights on Transformation McKinsey Transformation on LinkedIn McKinsey Strategy & Corporate Finance on LinkedIn Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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250. Building geopolitical resilience: A conversation with Michèle Flournoy 28:38

il y a 14 weeks28:38

28:38

In this episode, Michèle Flournoy joins Andy West to share her perspectives on how companies can build their geopolitical resilience. Michèle is the Co-Founder and Managing Partner of WestExec Advisors , a strategic advisory firm that helps CEOs and investors navigate geopolitical risks and opportunities. She served the US government as Under Secretary of Defense for Policy from February 2009 to 2012 and was the principal advisor to the Secretary of Defense. In January 2007, Michèle co-founded the Center for a New American Security – a bipartisan think tank dedicated to developing strong, pragmatic, and principled national security policies. She served as its President until 2009, returned as CEO in 2014, and today serves as the Chair. Andy West is a senior partner and the global coleader of our Strategy and Corporate Finance Practice. Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement. Related Insights Tariffs and global trade: The economic impact on business Navigating tariffs with a geopolitical nerve center Tariffs on the move? A guide for CEOs for 2025 and beyond How American business can prosper in the new geopolitical era. Insights from McKinsey and Company’s Geopolitics Practice Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information…

Inside the Strategy Room

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249. Becoming CEO, just in time for global crisis: David Gitlin, Chairman and CEO of Carrier Global Corporation 31:47

il y a 15 weeks31:47