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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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328. Driving agentic transformation: How AI is rewriting the playbook on large-scale change
Agentic AI is fundamentally changing how a transformation office (TO) can operate, freeing up the team to be not just faster but better. Chase Covington (https://www.mckinsey.com/our-people/chase-covington) and Tomer Slaney (https://www.mck
327. Four strategy myths holding your company back
Today’s disruption has created a critical ‘Strategy Moment’ for organizations navigating a fundamentally changing basis of competitive advantage. Carolyn Dewar (https://links.mckinsey.com/NDczLVpZRS01MjIAAAGj5j6QqgfEjcfIPkH-tBYyiVYCK10EVHME
326. M&A heading into Q4: How AI is reshaping value creation
As we enter the fourth quarter, we look to where M&A stands and how dealmakers can finish strong. We also explore how AI is rewriting the traditional M&A playbook: success no longer comes from scale alone, but from building intelligent plat
325. Addressing AI Frontier Lab model risks and opportunities
As AI models become increasingly sophisticated, organizations and their leaders need to maintain awareness of the opportunities and challenges each new model can present. Specifically, the newest Frontier Lab LLMs are able to chain together
324. How strategy creates value: The four foundations that drive long-term performance
Episode description Executives have more data, more frameworks, and more advice than ever, and yet their confidence in their strategies keeps falling. Andy West (https://www.mckinsey.com/our-people/andy-west?cid=cl4c-cml&sid=%7b%7blead.SFDC
323. How to drive transformations with rigor
McKinsey research finds that companies executing transformations with rigor are much more likely to meet overall organizational transformation goals. Chris Hagedorn (https://www.mckinsey.com/our-people/chris-hagedorn?cid=cl4c-cml&sid=CL4C),
322. Capturing value in real estate’s new terrain
Real estate is moving from stabilization to selective acceleration, with value creation becoming more targeted, operational, and execution-led. As capital concentrates in select sectors and strategies, leaders need sharper asset selection,
321. M&A integration: PE’s new value creation playbook
Private equity is navigating one of its most challenging value creation environments in years, and winning firms are using M&A integration as a competitive weapon. Brian Dinneen (https://nam02.safelinks.protection.outlook.com/?url=https%3A%
320. The digital twin: Reimagining non-financial risk management
The risk function’s fundamental purpose has not changed in light of AI. What has changed is the nature and pace of risks amplified by AI, as well as the tools available to manage them. Anke Raufuss (https://www.mckinsey.com/our-people/anke-
319. Why strategy needs mobilization, especially in this moment
As strategy rises to the top of executive agendas, many organizations are struggling to translate bold strategic choices into sustained performance. In this episode, the global coleaders of our Strategy and Corporate Finance Practice, Sébas
318. Inside the 2026 CFO Forum: How finance leaders are preparing for what's next (bonus episode)
In this bonus episode, McKinsey CFO practice (https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/how-we-help-clients/cfo-and-finance-excellence) leaders Kevin Carmody (https://www.mckinsey.com/our-people/kevin-carmody), Ma
317. Strategic re-underwriting in private equity
Private equity firms are under increasing pressure to create value in a tougher market, with longer hold times and evolving value creation theses. Leading funds are using re-underwriting as a repeatable discipline that supports better decis
316. Your budget is killing your strategy: 4 imperatives for CFOs
The traditional annual budget process is broken. It is rigid, backward-looking, and not operationally fit to keep up with today's fast-moving markets. Top-performing companies are outpacing peers by budgeting differently. Matthew Maloney (h
315. The $106 trillion infrastructure opportunity: Private market outlook
Infrastructure is at a pivotal inflection point: its definition is expanding beyond traditional assets to digital and interconnected systems, demanding a fundamental mindset shift by governments, investors, and operators to plan, fund, and
314. How to maximize competitive advantage
Competitive advantage is becoming much more fluid as market positions shift faster across industries, with advantages eroding and differentiation narrowing. Despite this increased volatility, companies often fail to actively monitor shifts
313. Driving value with an investor mindset
Long-term value creation is foundational to building strong companies and economies, yet many leaders struggle to ensure that well-conceived, well-executed strategies receive full recognition from investors. Senior Partner Ryan Davies (http
312. Improving private equity exit prospects
In today’s tougher exit environment, private equity firms are facing longer holding periods, valuation gaps, and increased pressure to return capital. Kai Vollhardt (https://www.mckinsey.com/our-people/kai-vollhardt?cid=cl4c-cml&sid=%7b%7bl
311. Proven growth strategies from market leaders
Discover how market leaders—Walmart, Builders FirstSource, Progressive, and JPMorgan Chase—achieved exceptional growth from 2019 to 2024, outperforming peers by an average of five percentage points in revenue and seven points in profitabili
310. The CEO's role in transformation
Transformations often falter due to internal dynamics that divide organizations, such as misaligned incentives, siloed efforts, and risk aversion. CEOs are uniquely positioned to address these challenges by tackling the root causes of colle
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
308. From the C-Suite to the boardroom: Christiana Smith Shi on what it takes
Today’s board members face growing demands on their time. A challenging macro environment and ever-evolving business risks are increasing meeting frequency and requiring faster decision-making. For executives considering a board role, the d
307. Making buy-side carve-outs work for everyone
Buy-side carve-outs can create significant value for acquiring companies, but they can also present complex challenges. In this episode, we’re joined by Kameron Kordestani (https://www.linkedin.com/in/kameronkordestani), Anna Mattson (https
306. Transforming value creation in private equity portfolio companies
Outperformance in private equity is no longer defined by leverage or multiple expansion; disciplined value creation will be the decisive factor in future investment success. In this episode, AD Bhatia (https://www.mckinsey.com/our-people/ad
305. Prudential’s Charles Lowrey on finishing strong as CEO
For CEOs, the first 100 days often get the most attention. But the final chapter of a CEO’s tenure can be just as consequential. In this episode, senior partner Carolyn Dewar (https://www.mckinsey.com/our-people/carolyn-dewar) speaks with C
304. The coming wave of business transfers
As millions of baby boomer business owners in the United States approach retirement, the country faces a major transition in business ownership. Over the next decade, millions of small and midsize businesses could be sold, transferred, or c
303. How finance leaders are driving value with AI
In this episode, we explore how finance leaders can harness AI to drive performance and create value for the organization. Our guests—Kevin Carmody (https://www.mckinsey.com/our-people/kevin-carmody), Davide Grande (https://www.mckinsey.com
302. What every CEO can learn from private equity
Private equity firms have long outperformed their peers—not just through financial engineering, but by building better businesses faster. In this episode, senior partner Sacha Ghai (https://www.mckinsey.com/our-people/sacha-ghai)and partner
301. Using generative AI to conduct outside-in diligence
Generative AI is reshaping the way investors evaluate opportunities and replacing much of the manual work involved in completing an outside-in diligence. Firms that adapt the fastest during this transition have the most to gain. To discuss
300. The CEO’s agenda for thriving in the agentic age
Generative and agentic AI are moving rapidly from experimentation to enterprise-wide transformation—but many CEOs are still grappling with what this really means for their business. In this episode, McKinsey experts Tanguy Catlin (https://w
299. The new CEO’s guide to stakeholder impact
For new CEOs, engaging stakeholders is one of the most important—and most challenging—parts of the job. In this episode, Carolyn Dewar (https://www.mckinsey.com/our-people/carolyn-dewar), Blair Epstein (https://www.mckinsey.com/our-people/b
