Dive into these highlights
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| | Brought to you by Alex Panas, global leader of industries, & Becca Coggins, global leader of functional practices and growth platforms
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| | | | Slide into the weekend and get caught up on the week’s big reads on breakthrough business models, how a grocery run became a lifeline, and more.
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| | Asia offers a glimpse into the next decade of global commerce. What sets the region apart is the way companies design new business models—architectures that unlock asymmetric growth and increasingly embed AI at the core. Semyon Yakovlev and John Davis examine six business models piloted in Asia that offer powerful lessons for leaders seeking growth and reinvention in any market. | | | |
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| | What differentiates consistent market outperformers from their peers? Drawing on five standout organizations, Andy West, Dago Diedrich, David Schiff, Greg Kelly, Jill Zucker, Kate Siegel, Rebecca Doherty, and Sascha Lehmann identify three common characteristics that leaders embody: an unwavering growth mindset commitment, the development of growth engines, and the ability to accelerate performance through technology. | | | |
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| | In Philadelphia, cross-sector collaboration is embedding preventative care into everyday life—and improving outcomes for communities. Powered by the Philadelphia Partnership for Nutrition and Health and supported by the McKinsey Health Institute and other organizations, the initiative offers free screenings, nutrition guidance, and direct referrals to care in familiar, non-stigmatizing environments. | | | |
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| | Sovereign AI refers to a nation’s or organization’s ability to develop and control its own AI capabilities to ensure strategic independence and alignment with local values and laws. Ali Ustun, Ruben Schaubroeck, and coauthors explore how sovereign AI ambitions are unfolding globally—and why building these ecosystems may be one of the most defining opportunities of the AI era. | | | |
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| | | | | Chief Operations Officer Vikram Agarwal explains how AI is helping the food and beverage company anticipate demand, build capacity, and improve performance—putting operations “at the center of growth.” | | Prepare for a digital future  | | | |
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| | | | | What he’s learned about leading with a steady hand and staying adaptable for the next “unique moment.” | | Listen and learn | | | |
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| | | | | Changes in global trade and the growth of AI are shifting both commodity-trading structures and organizational models. Staying competitive in these new markets requires new strategies. | | Stay competitive | | | |
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| | | —Edited by Joyce Yoo, editor, New York
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