This is a profile image of Mihir Mysore

Mihir Mysore


An experienced crisis practitioner working across sectors and regions; helps leaders of large organizations resolve and prevent crises—including operational incidents, organizational turbulence, and market disruption

Mihir is an expert partner in McKinsey’s Houston office and a leader of our work in crisis response. As one of McKinsey’s most experienced crisis practitioners, he has helped major organizations—particularly in the basic materials and financial sectors—manage operational risk, stabilize crisis situations, and build resilience.

Mihir’s client experience includes helping a global basic materials company recover from a major operational incident. Working with the company’s senior executives, he set up and ran a crisis “war room” to coordinate the company’s response, manage external stakeholders, and mitigate adverse competitive actions.

Mihir also helped a large transportation company take immediate control of a serious operational incident and drive corrective actions. He has worked with an independent oil-and-gas company to shape its response to the loss of a marquee project in an emerging country, including its engagement with government stakeholders.

In the financial sector, Mihir has supported several major institutions in addressing or preventing crises. For example, he helped shaped crisis responses for a bank facing shareholder action arising from a trading incident and for a bank facing government action because of organizational upheavals.

He has led several knowledge efforts on crisis response—including developing McKinsey’s proprietary 25-point crisis framework, which details the priority actions companies need to take within the first 72 hours of a crisis, based on a detailed review of crises across multiple industries.

Published work

Paving the way to resilience: Strengthening public sector adaptation planning and execution,” McKinsey & Company, November 2023

Resilience during uncertainty: What industrial leaders must know,” McKinsey & Company, November 2023

Survival through purpose: How Ukrainian businesses endured amid extreme uncertainty,” McKinsey & Company, May 2022

Supply chains: To build resilience, manage proactively,” McKinsey & Company, May 2022

War in Ukraine: Twelve disruptions changing the world,” McKinsey & Company, May 2022

War in Ukraine: Lives and livelihoods, lost and disrupted,” McKinsey & Company, March 2022

Protecting people from a changing climate: The case for resilience,” McKinsey & Company, November 2021

It’s time for leaders to get real about hybrid,” McKinsey Quarterly, July 2021

Return as a muscle: How lessons from COVID-19 can shape a robust operating model for hybrid and beyond,” McKinsey & Company, July 2021

The future of Emergency Operation Centers: Six shifts to consider from COVID-19,” McKinsey & Company, July 2021

Building cyber resilience in national critical infrastructure,” McKinsey & Company, June 2021

In conversation: Managing in extreme uncertainty,” McKinsey & Company, June 2021

What executives are saying about the future of hybrid work,” McKinsey & Company, May 2021

Speed and resilience: Five priorities for the next five months,” McKinsey & Company, March 2021

The risks and challenges of the global COVID-19-vaccine rollout,” McKinsey & Company, January 2021

When nothing is normal: Managing in extreme uncertainty,” McKinsey & Company, November 2020

The emerging resilients: Achieving ‘escape velocity’,” McKinsey & Company, October 2020

Reimagining the postpandemic workforce,” McKinsey & Company, July 2020

Coronavirus: 15 emerging themes for boards and executive teams,” McKinsey & Company, June 2020

Using a crisis nerve center to help reopen the economy,” McKinsey & Company, May 2020

Return: A new muscle, not just a plan,” McKinsey & Company, May 2020

COVID-19: Strategies for getting ahead of the pandemic crisis,” McKinsey & Company, April 2020

Getting ahead of the next stage of the coronavirus crisis,” McKinsey & Company, April 2020

Responding to coronavirus: The minimum viable nerve center,” McKinsey & Company, March 2020

COVID-19: Implications for business,” McKinsey & Company, March 2020

Bubbles pop, downturns stop,” McKinsey Quarterly, May 2019

Are you prepared for a corporate crisis?McKinsey Quarterly, April 2017


Stanford University
MS, management science and engineering (specializing in decision analysis)

Indian Institute of Technology, Madras

Indian Institute of Technology, Madras