Inside the Strategy Room

Senior partners Alex D’Amico, Michael Birshan, and Andy West join us for a conversation about the latest developments in the field of strategy. They discuss how generative AI will change strategy creation, the importance of developing distinctive insights as part of the strategy process, and how to avoid social dynamics from derailing your organization’s best-laid plans. Related insights: Strategic courage in an age of volatility Tying short-term decisions to long-term strategy Strategy Beyond the Hockey Stick Eight shifts that will take your strategy into high gear The social side of strategy The board’s role in strategy Discover our latest insights and join more than 92,000 influential professionals who are part of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

We're joined by Charles Conn and Rob McLean, AM, the co-authors of The Imperfectionists: Strategic Mindsets for Uncertain Times. Charles is an investor, environmentalist, and entrepreneur. He co-founded Monograph, a venture firm, and was previously CEO of the Rhodes Trust in Oxford. He is the Board Chair of Patagonia and sits on The Nature Conservancy European Council. He was the founding CEO of Ticketmaster-Citysearch and a partner at McKinsey & Company. Rob is a Director Emeritus of McKinsey & Company, a Trustee of The Nature Conservancy in Australia and Asia, and a Director of the Paul Ramsay Foundation, Australia’s largest philanthropic foundation. He is the former Dean of the Australian Graduate School of Management. He was a Fulbright Scholar at the Columbia University Graduate School of Business. Rob and Charles' books can be found here: https://bulletproofproblemsolving.com/ You can also listen to their previous interview on Inside the Strategy Room or read the edited transcript on McKinsey.com. Discover our latest insights and join more than 92,000 influential professionals who are part of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Corporate boards face increased complexity today, with heightened geopolitical risk key among the concerns they must consider as they guide the companies they serve. In this episode, three experts on boards and geopolitics discuss how boards can best adapt to this new normal. Dominic Barton is board chair for the metals and mining company Rio Tinto, and also for the impact investment firm Leapfrog investments. He's also a senior advisor and partner at the AI investment firm Radical Ventures. Previously, Dom served as Canada’s ambassador to China. And before that he was a McKinsey senior partner who served as our global managing partner for three terms. Frithjof Lund is a senior partner who leads our Board Services Practice as well as our Norway office. He helps boards of directors improve corporate governance. Ziad Haider is a partner and our global director of geopolitical risk. He is based in our Singapore office, and counsels CXOs and boards on how to build out their capabilities to better understand, monitor, and mitigate geopolitical risk. Related insights Eye in the sky: Launching a geopolitical risk unit Building geopolitical resilience: The people agenda Geopolitical risk: Navigating a world in flux Helping boards manage geopolitical risk with Jon Huntsman Jr. How global companies can manage geopolitical risk How three global companies navigate geopolitical risk to build resilience Can your company remain global and if so, how? Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings) McKinsey Strategy & Corporate Finance on LinkedIn McKinsey Geopolitics Discover our latest insights and join more than 92,000 influential professionals who are part of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Too often, business transformation is treated as a short-term exercise or financial goal. In this episode, three of our transformation experts share the core elements of a sustained transformation, in which mindsets shift, expectations change, and new heights are reached.Stephan Görner is a senior partner and the global co-leader of our Transformation Practice. He was joined by senior partner Michael Bucy and associate partner Rachel McKlindon. Related insights Sustaining the momentum of a transformation Why isn’t your transformation showing up in the bottom line? What is business transformation? Losing from day one: Why even successful transformations fall short To deliver a transformation’s full potential, put the front line first The powerful role financial incentives can play in a transformation How many people are really needed in a transformation? McKinsey Insights on Transformation McKinsey Transformation on LinkedIn Discover our latest insights and join more than 92,000 influential professionals who are part of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information