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Inside the Strategy Room

Interviews and conversations with our partners on how senior management thinks about strategy

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Framing reinvention: What disruptive change means for business, society, and you

Global managing partner Kevin Sneader reflects on the challenges and opportunities that disruptive change presents for business leaders and society.

Resilience and value: A CFO tool kit for withstanding shocks

– New research has identified a set of capabilities that allow an organization to repeatedly bounce back from setbacks or adapt quickly to new trends. CFOs are supremely well placed to ensure that these “resilience assets” are in place.

The diversity opportunity for new CEOs

– New McKinsey research has uncovered a fascinating correlation between gender diversity and corporate performance.

Want better strategies? Become a bulletproof problem solver

– The value of creative and strategic thinkers capable of solving complex problems has never been higher.

Creating high-performance innovation teams at scale

– For innovation initiatives to succeed, they must be staffed with the right combination of talent.

Active portfolio management: Interview with Andy West

– Senior partner Andy West discusses the latest trends in M&A in light of several recent high-profile divestitures.

The evolution of the CFO

– CFOs are playing an increasingly pivotal role in driving change in their companies. How should they balance their traditional responsibilities with the new CFO mandate?

How to move fast: Innovation at speed and scale

– Leading start-ups innovate, go to market, and scale quickly with limited resources. What can large companies learn from the start-up playbook?

The pros and cons of activist investors

– Management teams that engage positively with attackers may find activist campaigns bring ideas that create value and improve shareholder performance.

How to resist the allure of ‘glamour’ projects

– Shiny new initiatives can distract you from paying attention to other valuable but mundane projects and investments.

How to take the ‘outside view’

– It may be easier than you think to debias your decisions and make better forecasts by building the “outside view.”

How to avoid losses and prune projects proactively

– It’s common for companies to hang on for too long to projects or parts of the business that are underperforming. Two effective techniques can help executives decide when to hold on to an asset and when to let it go.

How to be objective about budgets

– Addressing anchoring bias can lead to more accurate budget forecasts, better budget conversations, and more dynamic resource reallocation.

Digital transformation: The CFO’s role

– With their role sitting at the center of the strategic-planning process and financial disciplines, CFOs are well positioned to become critical drivers of digital transformation.

Make working capital work harder for you

– Companies can unlock value by managing working capital more effectively. Top performers are transforming the cash-conversion culture across the organization and implementing advanced digital-analytics solutions.

How leading CEOs manage their middle tenures

– Five principles are useful in guiding CEOs in their third, fourth, and fifth years on the job.

How to take the measure of innovation

– By combining two simple metrics, companies can gain valuable insights into their innovation performance.

Demystifying AI and machine learning for executives

– In this interview, Tamim Saleh cuts through the hype around artificial intelligence with guidance for executives about where and how to employ AI in their businesses.

Building gender diversity on boards

– McKinsey senior partner Celia Huber explains how companies can build and benefit from gender diversity on boards.

How to avoid digital-strategy pitfalls

– Most digital strategies don’t reflect how digital is changing economic fundamentals, industry dynamics, or what it means to compete.

Inside the strategy room: One CEO’s approach

– Deanna Mulligan, president and CEO of Guardian Life Insurance, reflects on how she approaches strategy planning in an industry with strong headwinds.

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