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.

  1. VOR 3 TAGEN

    284. Becoming a Chief of Staff

    Leaders across both the public and private sectors are navigating an era of constant disruption. They're expected to deliver major transformations, manage complexity, and balance competing priorities, all while ensuring their own teams are running smoothly. This is why the role of chief of staff has never been more critical. In this episode, three McKinsey experts–all former chiefs of staff–share insights on when a chief of staff is needed and what qualities distinguish those who excel in the role. Michelle Forrest is the global client capabilities leader in our Strategy and Corporate Finance Practice, and previously served as chief of staff to our former global managing partner, Kevin Sneader. Andrew Goodman is a senior partner in our London office, and leads our consumer technology and media practice across Europe. He has also led our Chief of Staff Forum and our research into the role of the chief of staff for the past decade. Previously, Andrew served as chief of staff for the McKinsey Centre for Government, our center of excellence that helps government leaders deliver better outcomes and experiences. Connor Rochford is an associate partner who previously served as chief of staff for the U.K.'s former Chief Medical Officer. Related insights Anatomy of the chief of staff role Chief of staff: Anatomy of the role in eight charts How to be a better chief of staff Seeing around corners: How to excel as a chief of staff Lessons in leadership: Getting past politics to deliver for the people Seven tips for success for new chiefs of staff at federal government agencies Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    47 Min.

  2. 25.12.2025

    283. The CEO as chief storyteller

    To ensure that their companies engage effectively with stakeholders, CEOs need to set communication standards, embody the organization’s culture and purpose, and speak up in moments that matter most.  In today’s episode, we discuss what it takes for a CEO to shape and own their organization’s narrative. Joining us is Blair Epstein,  a partner in our Bay Area office and a leader in our CEO Excellence Practice, Max Gleischman, a partner in our New York office who leads our strategic communications team, managing issues and policy communications for the firm, and Ramiro Prudencio, a partner in our London office who leads our global external communications team, building our reputation and engagement with external stakeholders. Related insights: The CEO’s role as chief storyteller The art of 21st-century leadership: From succession planning to building a leadership factory How the best CEOs build lasting stakeholder relationships A CEO for All Seasons CEO Excellence Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    51 Min.

  3. 17.12.2025

    282. Investing in innovation: A pathway to resilient growth

    In times of economic volatility, the temptation to focus on short-term profitability can become a trap that stalls longer-term projects designed to spur growth. Yet as our long-standing research shows, companies that take a through-cycle approach to investing in growth and innovation consistently outperform their peers. In this episode, three innovation strategy and value creation experts share their latest research and tips for achieving resilient growth. Matt Banholzer is a senior partner in McKinsey’s Chicago office and co-leader of our Global Strategic Growth and Innovation Practice. Tim Koller is a partner in our Denver office and co-author of the best-selling book, Valuation: Measuring and Managing the Value of Companies, now in its eighth edition. And Laura LaBerge is a senior expert in our Strategic Growth and Innovation Practice and is based in our Connecticut office.   Related insights  Investing in innovation: Three ways to do more with less  Innovation in a crisis: Why it is more critical than ever  Revolutionary innovations propelling growth  A bigger, bolder vision: How CROs are propelling growth from the C-suite  How top performers use innovation to grow within and beyond the core  How innovation can accelerate industry momentum  The eight essentials of innovation  Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    49 Min.

  4. 11.12.2025

    281. Pricing to create value across the private equity portfolio

    A small improvement in pricing can often drive greater value creation than larger cost or volume improvements. However, private equity (PE) funds face unique challenges in identifying and addressing pricing opportunities across diverse portfolio companies, often lacking the dedicated tools and expertise to do so effectively. In this episode, Brian Elliott, Jordan Jakubovitz, and Michelle Nguyen discuss how PE funds can address these challenges and achieve efficient growth. Brian Elliott is a senior partner in our New Jersey office and co-leads our pricing practice across all sectors. Brandon Heriford is a partner in our Atlanta office, and co-leads our Periscope B2B pricing solution with Brian. Michelle Nguyen is an associate partner in our New York office, and is a leader in our Private Capital Practice, and Dhruv Sriram is a consultant in our Atlanta office and a core member of our software and tech practice. Related insights Global Private Markets Report 2025: Braced for shifting weather How to navigate pricing during disinflationary times Pricing: The next frontier of value creation in private equity Is your pricing strategy cutting it? McKinsey Insights on Strategy & Corporate Finance McKinsey Strategy & Corporate Finance on LinkedIn McKinsey Insights on Private Capital   Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    53 Min.

  5. 04.12.2025

    280. Hilton President and CEO Chris Nassetta on culture, strategy, and reinvention

    Chris Nassetta has served as President and CEO of Hilton since 2007, leading the organization through some extraordinary challenges. Chris’s focus on a sustainable growth model and a brand-led, network-driven strategy has enabled Hilton to cultivate 25 brands and serve more than 250 million travelers annually. In today’s episode, Chris discusses this journey with Eric Kutcher, our North America Chair and Senior Partner, and shares what he’s learned about leadership along the way. Looking ahead, he explains why AI is the greatest gift for Hilton to deliver what customers want, whenever and wherever they want it. Related Insights CEO For All Seasons: Mastering the Cycles of Leadership CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest 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

    47 Min.

  6. 27.11.2025

    279. From the NFL to the C-Suite: Jason Wright on what it takes to transform organizations and build world-class teams

    What do winning teams in elite sports teach us about driving transformation in business? This week, Kevin Carmody, a senior partner and global coleader of our CFO and finance excellence practice, speaks with former McKinsey partner Jason Wright, who helped lead a transformation as-president of the Washington Commanders (and is also a former NFL running back), and is now Managing Partner & Head of Investments at Ariel Project Level, a private equity fund focused on investing in women's sports. Jason shares how clear, measurable goals and micro-markers can accelerate culture change; why some symbolic moves matter as much as big P&L levers; and how leaders can balance staying “on the wave tops” with timely “porpoise dives” into the details. He reflects on accountability, the balance between honesty and radical transparency, and what ultimately signaled that a troubled culture at the Washington Commanders was turning the corner. The conversation also explores Jason’s lessons from public crises, and his current role investing at scale in women’s sports. We recorded Jason and Kevin’s conversation at a gathering of transformation leaders. Related insights: Worst to first: What it takes to build or remake a world-class team McKinsey Transformation on LinkedIn McKinsey Transformation insights Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    35 Min.

  7. 24.11.2025

    278. Frontier Communications CEO Nick Jeffery on purpose, strategy, and keeping it simple

    Nick Jeffery, President and CEO of Frontier Communications since 2021, has over three decades of strategic and operational leadership in the U.S. and global telecommunications industry. As a seasoned transformation leader, he has guided Frontier from bankruptcy to a successful turnaround in under five years and is now steering the company toward a multi-billion-dollar deal with Verizon. In this episode, Nick joins our North America Chair and senior partner Eric Kutcher to discuss the opportunity he saw in the struggling company, and the bold culture change - grounded in simplicity and a clarity of purpose - that has rallied a workforce around a shared transformation mission. Related InsightsDelta Air Lines CEO Ed Bastian: Lessons from the captain’s seat  Mastering the cycles of CEO leadership: Stepping up and sending it forward Mastering the cycles of CEO leadership: Starting strong, and staying ahead The Josh Harris playbook: building cultures of excellence in business and sports  CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest  The Strategic CEO newsletterDoug Parker, former chairman and CEO of American Airlines, shares leadership lessonsJohn Stankey talks about leaning into the long term at AT&T Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    33 Min.

  8. 14.11.2025

    277. The new boardroom dynamic: More conversations, transparency, and trust

    In this episode of Inside the Strategy Room, we discuss how the board’s relationship with management is evolving in an era of heightened uncertainty and rapid change. We are joined by board directors Susan Chapman-Hughes and Lan Kang, as well as McKinsey’s Board Services leader Frithjof Lund, and explore how boards are shifting from episodic oversight to continuous engagement, leveraging more frequent dialogue with management teams, investing in trust and culture, and rethinking structure and composition to add strategic value. Susan Chapman‑Hughes is a seasoned board director and former C-Suite executive with deep experience in digital transformation and human-capital strategy. She is currently an independent director at The J.M. Smucker Company and Toast Inc. Lan Kang is a global business leader and board member with extensive experience in healthcare, private equity, and strategy. She currently serves as President and Chief Executive Officer of Azkarra Therapeutics, an early-stage biotechnology company. She serves on the board of Avantor Inc. and has held senior roles across Asia and the U.S. Frithjof Lund is a senior partner and our managing partner in Norway. He leads our Board Services Practice, helping CEOs and boards of directors improve corporate governance and effectiveness. Frithjof also leads our Organization Practice in Scandinavia, helping clients develop high-performing organizations and leaders across the private and public sectors. He is based in our Oslo office. Related insights How public-company boards can thrive by adopting private equity practices How boards can tackle geopolitical risk The Board Perspective – Number 4 Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/ See www.mckinsey.com/privacy-policy for privacy information

    39 Min.
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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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  • Erstellt von
    McKinsey & Company
  • Jahre aktiv
    2018 - 2026
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