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Maximizing CEO effectiveness

The CEO role is like no other. Here's what you need to know to operate effectively and build an organization that creates value now and for the long term.
Article - Mint

A CEO’s guide to building a strong organization

– It is important for leaders to learn to side-step common failure modes, be aware of their own biases and not let these influence their decisions.
Article - Mint

Build agile leaders to succeed

– Leaders are trying to be more agile, as a small shock in one part of the system can have much broader impacts.
Article - Mint

Creating meaning: A pillar of the CEO mandate

– Being a ‘meaning-maker’ is one of the most important —and least understood—tasks of a CEO.
Article - Mint

How can CEOs choose the best-suited operating model?

– CEOs need to decide where to spend their energy.
Article - Mint

How CEOs can manage organizational and personal energy

– See where you are on your own personal goals, and introspect!about what enhances and depletes your energy.
Article - Mint

How CEOs learn

– Learning from peers, turning to mentors, and practicing new skills are the three modes in which CEOs renew themselves.
Article - Mint

Leading in the 21st Century

– The challenges that CEOs face today are more complex when compared to the challenges of even a decade ago.
Article - Mint

Mastering the CEO’s mandate

– Managing a changing mandate requires developing a versatile engagement approach.
Executive Briefing - McKinsey Quarterly

The CEO guide to boards

– Greater responsibilities require increased commitments of time and energy.
Book Excerpt - McKinsey Global Institute

The four global forces breaking all the trends

– The world economy’s operating system is being rewritten. In this exclusive excerpt from the new book No Ordinary Disruption,... its authors explain the trends reshaping the world and why leaders must adjust to a new reality.

The board perspective

– A collection of McKinsey insights focusing on boards of directors.
Article - Mint

The centred CEO getting the balances right

– Running an organization requires balancing the interests of varied stakeholders, balancing short vs long term priorities and achieving... work life balance.

Leading in the 21st century: An interview with Ellen Kullman

– As CEO, Ellen Kullman is leading the reinvention of DuPont from an American chemicals conglomerate to a global science company.

Leading in the 21st century: An interview with Moya Greene

– Moya Greene is the first woman and first non-Briton to head Royal Mail, the United Kingdom’s state-owned postal service.... She is leading a major overhaul of Royal Mail’s business model ahead of its expected privatization.
Article - McKinsey Quarterly

Transformation with a capital T

– Companies must be prepared to tear themselves away from routine thinking and behavior.
Article - McKinsey Quarterly

A deal-making strategy for new CEOs

– New CEOs typically raise the tempo of transactions at first, then the pace slows down. Is that costly?

Toward a value-creating board

– The amount of time board directors spend on their work and commit to strategy is rising. But in a new survey, few respondents... rate their boards as effective at most tasks or report good feedback or training practices.

Leading in the 21st century: An interview with Ford’s Alan Mulally

– Automaker Ford was losing billions of dollars when Alan Mulally took the wheel, in 2006. Here, he reflects on his leadership style... and his efforts to turn around the organization.

Leading in the 21st century: An interview with Daniel Vasella

– Childhood illness, family misfortune, and an early career as a physician influenced Daniel Vasella’s outlook as CEO of Novartis,... which he built into one of the world’s largest drug companies.
Article - McKinsey Quarterly

Memo to the CEO: Are you the source of workplace dysfunction?

– Rudeness and bullying are rife, says Stanford professor Bob Sutton. Wise leaders figure out how to fix their teams and organizations;... and they start by taking a long look in the mirror.
Article - McKinsey Quarterly

What’s missing in leadership development?

– Only a few actions matter, and they require the CEO’s attention.
Article - McKinsey Quarterly

Why digital transformation is now on the CEO’s shoulders

– Big data, the Internet of Things, and artificial intelligence hold such disruptive power that they have inverted the dynamics... of technology leadership.
Blog Post

The CEO’s act 2

How the best leaders keep the magic going in their middle tenures
Blog Post

How insider CEOs can gain the outsider’s edge

– Outsiders continue to make inroads and land leadership positions. How can insiders cultivate a valuable external perspective?
Commentary - McKinsey Quarterly

Putting lifelong learning on the CEO agenda

– In an open letter to business leaders, a Harvard Business School professor and a learning engineer at the Chan Zuckerberg Initiative... present an emphatic case to make learning a corporate priority.
Book Excerpt - McKinsey Quarterly

An agenda for the talent-first CEO

– In tumultuous times, a company’s talent is its most valuable and reliable asset. What does it take to lead an organization... that truly unleashes its human capital?

A CEO guide for avoiding the ten traps that derail digital transformations

– Transforming your business has risks. Successful leaders know how to spot them and avoid them.
Article - McKinsey Quarterly

The CEO’s guide to competing through HR

– Technological tools provide a new opportunity for the function to reach its potential and drive real business value.
Blog Post

It really isn’t about 100 days

– Congratulations on your new leadership role. Now, get moving fast.
Article - McKinsey Quarterly

How to accelerate gender diversity on boards

– Slow progress in adding more women to boards has dominated the conversation. But tips from standout companies are more likely... to inspire others to take firmer action.

Why you need a CTO—and how to make her successful

– Feeling unprepared for technical disruption? A well-structured role for a chief technology officer is a first line of defense.

Leading for the long term

– Successful CEOs combine winning strategies with compelling stories and constructive engagement with shareholders.

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