Inside The Strategy Room podcast

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Lost Cultures: Living Legacies

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Bermuda: The Crossroads of the Atlantic 51:57

vor 9 Tagen51:57

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On the Season 2 debut of Lost Cultures: Living Legacies , we travel to Bermuda, an Atlantic island whose history spans centuries and continents. Once uninhabited, Bermuda became a vital stop in transatlantic trade, a maritime stronghold, and a cultural crossroads shaped by African, European, Caribbean, and Native American influences. Guests Dr. Kristy Warren and Dr. Edward Harris trace its transformation from an uninhabited island to a strategic outpost shaped by shipwrecks, colonization, the transatlantic slave trade, and the rise and fall of empires. Plus, former Director of Tourism Gary Phillips shares the story of the Gombey tradition, a vibrant performance art rooted in resistance, migration, and cultural fusion. Together, they reveal how Bermuda’s layered past continues to shape its people, culture, and identity today. You can also find us online at ⁠travelandleisure.com/lostcultures Learn more about your ad choices. Visit podcastchoices.com/adchoices…

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.

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#MBA #Business News #Marketing #Strategy #Leadership #Organizational Development #Workplace Trends #Future Careers #Business Strategy #Innovation #Investors #McKinsey Strategy & Corporate Finance #Corporate Finance #McKinsey Strategy #Business #News #IT Management #Board #M

Inside the Strategy Room

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324 Episoden

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Inside the Strategy Room

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253. Private capital gets more alternative 29:33

vor 1 day29:33

29:33

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 taxed 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

vor 8 Tagen44:07

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

vor 15 Tagen39:19

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

vor 22 Tagen28:38

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

vor 28 Tagen31:47

31:47

David Gitlin is Chairman and CEO of Carrier Global Corporation , a global leader in intelligent climate and energy solutions. With prior senior leadership roles in aerospace and manufacturing and extensive expertise across safety and operational excellence, David led the much-lauded 2020 Carrier spin-off from United Technologies—as the world grappled with the COVID-19 pandemic. In this episode, McKinsey senior partner and North America Chair, Eric Kutcher , talks with David about his journey as a CEO during a crisis, and explores his insights on rallying leadership, the board, and 50,000 employees across 160 countries to excel in their roles. This podcast was recorded on March 31, 2025. Related insights How 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 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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248. Taking a proactive approach to geopolitics 45:44

vor 5 weeks45:44

45:44

As geopolitical trends bring increased uncertainty and risk, CEOs and other business leaders can take action to get and stay ahead of it all. This week Sean speaks with three McKinsey experts on geopolitical risk about how organizations can build resilience to address continued global uncertainty. Cindy Levy is a senior partner in our London office and the global co-leader of our Geopolitics Practice . She previously led our Global Risk and Resilience and our United Kingdom Financial Services Practices, and she works with financial institutions on strategy, corporate finance, enterprise risk management, and culture. Shubham Singhal is a senior partner in our Detroit office and co-leads our Geopolitics Practice with Cindy. He previously led our healthcare, public sector, and social sector practices, as well as our efforts to help clients respond to the COVID-19 pandemic. Olivia White is a senior partner in our Bay Area office and a director of the McKinsey Global Institute. She advises leading financial institutions and other global firms on a wide range of issues across strategy, growth, risk and resilience. Related insights How American business can prosper in the new geopolitical era Navigating the new geopolitical uncertainty Geopolitics and the geometry of global trade: 2025 update Tariffs on the move? A guide for CEOs for 2025 and beyond A proactive approach to navigating geopolitics is essential to thrive Dependency and depopulation? Confronting the consequences of a new demographic reality Can your company remain global and if so, how? 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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247. Transforming for growth 45:19

vor 6 weeks45:19

45:19

Companies often aim for growth or transformation, but it's less common for them to pursue transformation as a means of achieving growth. This week, three McKinsey experts share their research into how the one in four companies that outperform use transformation to achieve growth beyond that of their peers. Sandra Sancier-Sultan is a senior partner based in Paris and a leader in McKinsey’s Transformation, Sustainability, and Financial Services practices. Rebecca Doherty is a partner in our San Francisco Bay Area office and co-leader of our global Strategic Growth and Innovation Practice, and Louisa Greco is a partner in our Toronto office and a leader in our Transformation Practice. Related insights Breaking the mold: Five behaviors of leading growth transformers Choosing to grow: The leader’s blueprint Courageous growth: Six strategies for continuous growth outperformance Eight lessons on how to get the growth you planned 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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246. Alok Sama on corporate finance in the fast lane 46:58

vor 7 weeks46:58

46:58

Alok Sama spent years in corporate finance and as a managing director at Morgan Stanley before joining Softbank as CFO and plunging into founder-CEO Masayoshi Son’s world of high-speed, high-risk decision making. For Sama, the shift involved many eye-opening experiences, which he later shared in a memoir, titled The Money Trap: Lost Illusions Inside the Tech Bubble (St. Martin’s Press, 2024). In this episode, Sama speaks with McKinsey senior partner Vik Malhotra , who is based in our New York office, where he counsels CEOs and corporate boards and serves as our firm’s Chairman of the Americas. Vik is also a co-author of the New York Times bestseller, CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest . The two talked about what it was like to work with SoftBank founder and CEO Masayoshi Son, negotiating deals such as Softbank’s $32 billion acquisition of the British chip design company Arm Holdings, and why Alok decided to return to school in his 50s to earn a master’s degree in fine arts. Related Insights CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. The CEO as elite athlete: What business leaders can learn from modern sports How AI is transforming strategy development Palo Alto Networks CFO on AI, cybersecurity, and the finance leader’s mandate The Seasons of the CFO Achieving growth: Putting leadership mindsets and behaviors into action 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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245. The six habits of successful risk leaders 44:36

vor 8 weeks44:36

44:36

To succeed today, chief risk officers (CRO) and other risk leaders must exert more influence and build organizational resilience in an increasingly complex risk environment. Today’s guests share the key practices that set top risk leaders apart, as CROs shift from traditional risk managers to influential figures driving resilience and organizational success. Ida Kristensen is the global co-leader of our Risk and Resilience Practice and senior partner in our New York office. She advises clients across sectors on a variety of topics spanning enterprise risk management, resilience, organization and talent, cybersecurity, regulatory compliance, and operational improvement. Ritesh Jain is a partner based in our New York office and a leader in our Risk and Resilience Practice. He advises financial institutions on their risk and resilience priorities with a focus on enterprise risk management, operational risk, and transforming the frontline risk and control environment. We are also joined by Naba Banerjee , currently Chief Product and Experience Officer at CLEAR and formerly a senior advisor to McKinsey and the Global Head of Trust and Safety at Airbnb, where she led a team responsible for industry-defining solutions that reduced fraud and safety incidents by over 50%. Related Insights The six habits of highly successful chief risk officers Risk and resilience priorities, as told by chief risk officers Helping boards manage geopolitical risk with Jon Huntsman Jr. How ambidextrous leaders manage through volatile times 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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244. Filling the gap between innovation and go-to-market, with AWS’s Jelena Joffe 35:14

vor 9 weeks35:14

35:14

McKinsey innovation leader Erik Roth speaks with Jelena Joffe Weil , the founder and worldwide leader of the Venture Innovation program at Amazon Web Services , Amazon’s cloud computing arm, about how AWS works to close the gap between innovation and go-to-market for start-ups and large enterprises. The global hyperscaler is known for helping businesses grow and scale rapidly, but it also helps start-ups and established enterprises find each other to engage in open, or collaborative, innovation. Related Insights The Committed Innovator podcast Filling the gap between innovation and go to market Driving innovation with generative AI Taking fear out of innovation How to take the measure of innovation Fielding high-performing innovation teams 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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243. A road map to successful transformation 45:18

vor 10 weeks45:18

45:18

Business transformation has evolved markedly in recent years as technology and the pace of change reshape the landscape organizations face. Once a byword for cost-cutting, transformation now more readily incorporates bold, strategic goals. Today, we discuss the core elements of a successful transformation and how to confront some of the common challenges. We are joined by three deeply experienced leaders from our Transformation Practice to discuss how transformation has evolved over the years. Kevin Carmody is a senior partner based in our Chicago office and works with management teams, boards of directors, and other stakeholders on complex performance transformations, strategy, change management programs, and corporate finance. Louisa Greco is a partner in our Toronto office and focuses on driving broad-scale transformations, commercial improvement, growth and innovation, and organizational effectiveness. Rob Montgomery is a partner in our San Francisco office and has designed and led comprehensive transformations across industries. All our guests have served in senior executive and chief transformation officer roles. Related Insights Defining your ‘true north’: A road map to successful transformation Ready, set, go, and keep going: Why speed is key to a successful transformation Breaking the mold: Five behaviors of leading growth transformers Meet the newest member of the consumer C-suite: The chief transformation officer Driving long-term business transformation 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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242. Planning for the next wave of M&A 45:46

vor 11 weeks45:46

45:46

This week we speak with the authors of our latest Annual M&A Report about trends in the deal landscape and what we might expect from 2025. Will the much-anticipated increase in transactions finally materialize? Or will players continue to hold onto their dry powder, waiting for the ongoing uncertainty that we’ve seen since the pandemic to settle down? McKinsey senior partners Mieke Van Oostende and Jake Henry co-lead our M&A practice, and in this episode, they share findings and observations from their latest report. Related insights: M&A Annual Report: Is the wave finally arriving? Gen AI: Opportunities in M&A How one approach to M&A is more likely to create value than all others How lots of small M&A deals add up to big value The seven habits of programmatic acquirers How AI is transforming strategy development 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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241. The path forward for private equity 46:03

vor 12 weeks46:03

46:03

Despite persistent uncertainty in global markets, 2024 was the year that private equity began to emerge from a multi-year fog, with a rebound in dealmaking and distributions. Our Global Private Markets Report for 2025 revealed an industry that is more resilient, more innovative, and perhaps stronger than before. To discuss the nuances of that report we are joined by two of the report’s authors, Alex Edlich and Christopher Croke . Alex is a senior partner in our New York office where he helps private equity and financial services clients achieve superior performance, by driving innovation with new technology. He is a senior leader in our Financial Services, Private Capital, and Digital Practices. Christopher Croke is a partner in our London office, where he is a leader in our Private Capital Practice. He advises private equity firms on their investments and strategy and helps the companies they own with their strategy and value creation. Related insights Global Private Markets Report 2025: Private equity emerging from the fog Insights on Private Capital Deal Volume Podcast CEO alpha: A new approach to generating private equity outperformance 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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240. Improving strategy with AI 40:32

vor 13 weeks40:32

40:32

A key challenge to developing corporate strategy is moving quickly enough with the right insights to gain and maintain a competitive edge. Generative AI can help with this, as our guests this week describe.In this episode, we talk with three strategy experts about their research into using gen AI to help develop corporate strategy and the successes and challenges they encountered. Bruce Delteil is the managing partner of our Vietnam office and leads our Strategy Practice in Asia. He serves clients on all aspects of strategy development, including scenario planning, visioning, war games, and the impact of gen AI. Antoine Montard is our Strategy Practice director of client capabilities based in Lisbon. He leads our Strategy, Research, and Insight Center and helps develop novel approaches for strategy, builds capabilities of teams and clients, and serves as a strategy expert on client projects. Andrea Tricoli is an associate partner in our Strategy and Corporate Finance Practice based in London. He leads our initiative to apply generative AI to our Strategy Method. He serves organizations on how to use analytics and AI to drive better decision-making, especially across the finance and strategy functions. Related Insights How AI is transforming strategy development Gen AI: Opportunities in M&A Four critical strategies for sustainable gen AI adoption Strategy Beyond the Hockey Stick Why strategists should embrace imperfection The art of 21st-century leadership: From succession planning to building a leadership factory Achieving growth: Putting leadership mindsets and behaviors into action Six strategies for growth outperformance 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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239. CEO perspectives: Jim Fitterling, Chair and CEO of Dow Inc. 35:41

vor 14 weeks35:41

35:41

Innovation and transformation become critical imperatives for many organizations, especially as they grow larger and mature. The complex merger and series of spin-offs that Dow Inc. underwent with E. I. du Pont de Nemours and Company between 2017 and 2018 is among the more dramatic of such reinventions. The move to create a materials science company (Dow), an agricultural business (Corteva), and an industrial company (Dupont), remains a much-studied growth strategy case. In this episode, Dow Inc. Chair and CEO Jim Fitterling talks with McKinsey Senior Partner and Global Energy and Materials Practice leader John Warner about why the “merge-spin” made sense then and now, and about leading a global company with compassion in a rapidly changing world. Related insights How Dow reinvented itself Getting fit for growth: The leadership mindsets and behaviors that matter The Committed Innovator: A conversation with Neal Gutterson of Corteva The making of a megadeal: Howard Ungerleider on the merger of Dow and DuPont Top M&A trends in 2024: Blueprint for success in the next wave of deals How one approach to M&A is more likely to create value than all others 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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