In the upcoming book, CEO Excellence: The Six Mindsets That Distinguish the Best CEOs from the Rest, three McKinsey senior partners offer leadership lessons from 67 CEOs of some of the world’s most successful companies. In this episode, the first of two, we will discuss some of the insights from their book, including some great stories from their interviews.  We also discuss how exceptional chief executives rally their teams around the vision and how they engage the board of directors. Carolyn Dewar and Scott Keller, who co-lead McKinsey’s global CEO Excellence practice, are joined by Vik Malhotra, former chair of our firm’s Americas region. 

In the upcoming book, <a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/ceo-excellence">CEO Excellence: The Six Mindsets That Distinguish the Best CEOs from the Rest,</a> three McKinsey senior partners offer leadership lessons from 67 CEOs of some of the world&rsquo;s most successful companies. In this episode, the first of two, we will discuss some of the insights from their book, including some great stories from their interviews. &nbsp;We also discuss how exceptional chief executives rally their teams around the vision and how they engage the board of directors. Carolyn Dewar and Scott Keller, who co-lead McKinsey&rsquo;s global CEO Excellence practice, are joined by Vik Malhotra, former chair of our firm&rsquo;s Americas region.
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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.

What does it take to survive in a world of constant change? More than ever, enterprises need to create strategies that can meet current needs but also adapt to future demand. A regular series of interviews with McKinsey partners and corporate executives.

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The world is moving faster, and as upheaval becomes the norm, vast business opportunities will be within the grasp of the extraordinary few.  But it takes bold people and courageous approaches to seize those opportunities and create value.

In each episode of our weekly podcast, we interview the world’s highest-performing CEOs, CFOs, innovators, and McKinsey experts and discuss how they build the courage, clarity, conviction, and cohesion that allow their businesses to win by moving faster than the world around them. 

The world is moving faster, and as upheaval becomes the norm, vast business opportunities will be within the grasp of the extraordinary few. &nbsp;But it takes bold people and courageous approaches to seize those opportunities and create value.
In each episode of our weekly podcast, we interview the world&rsquo;s highest-performing CEOs, CFOs, innovators, and McKinsey experts and discuss how they build the courage, clarity, conviction, and cohesion that allow their businesses to win by moving faster than the world around them.&nbsp;

The authors of the new book CEO Excellence, who interviewed dozens of the top-performing chief executives, share their most memorable encounters and stories

110. Leadership lessons from the world’s best CEOs. Ep 1

More than 55 percent of large spin-offs fail to deliver the expected value three years post-spin; this is true for both the parent and the new company. However, even in today’s complex macro environment, there is plenty of spin activity as companies look outside the portfolio in pursuit of more focused strategies, fit-for-purpose operating models, and optimized capital management.

Join us as Jamie Koenig and Anna Mattson, co-leaders of our Global Separations Practice, discuss their recent article on the topic and step through five critical moves that help increase the odds of spin-off success. They also share a wealth of insights gleaned from several decades of deal experience, including what a new SpinCo CEO should expect.  

Related Insights

Beating the odds: What really matters for successful spin-offs

2026 M&A trends: Navigating a rapidly rebounding market

When separating businesses, people are the key to unleashing value

More than 55 percent of large spin-offs fail to deliver the expected value three years post-spin; this is true for both the parent and the new company. However, even in today&rsquo;s complex macro environment, there is plenty of spin activity as companies look outside the portfolio in pursuit of more focused strategies, fit-for-purpose operating models, and optimized capital management.
Join us as&nbsp;<a href="https://www.mckinsey.com/our-people/jamie-koenig?cid=cl4c-cml&amp;sid=CL4C">Jamie Koenig</a> and <a href="https://www.mckinsey.com/our-people/anna-mattsson?cid=cl4c-cml&amp;sid=CL4C">Anna Mattson</a>, co-leaders of our Global Separations Practice, discuss <a href="https://www.mckinsey.com/capabilities/m-and-a/our-insights/beating-the-odds-what-really-matters-for-successful-spin-offs?cid=cl4c-cml&amp;sid=CL4C">their recent article</a> on the topic and step through five critical moves that help increase the odds of spin-off success. They also share a wealth of insights gleaned from several decades of deal experience, including what a new SpinCo CEO should expect.&nbsp;&nbsp;
Related Insights
<a href="https://www.mckinsey.com/capabilities/m-and-a/our-insights/beating-the-odds-what-really-matters-for-successful-spin-offs?cid=cl4c-cml&amp;sid=CL4C">Beating the odds: What really matters for successful spin-offs</a>
<a href="https://www.mckinsey.com/capabilities/m-and-a/our-insights/top-m-and-a-trends">2026 M&amp;A trends: Navigating a rapidly rebounding market</a>
<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/when-separating-businesses-people-are-the-key-to-unleashing-value">When separating businesses, people are the key to unleashing value</a>

309. Five key moves to create value in spinoffs

Today’s board members face growing demands on their time. A challenging macro environment and ever-evolving business risks are increasing meeting frequency and requiring faster decision-making. For executives considering a board role, the developmental opportunity may be clear — but what does the role really involve?

In this episode, McKinsey senior partner emeritus and board director, Celia Huber speaks with Christiana Smith Shi. Christiana is the former President of Nike’s direct-to-consumer division and a seasoned board member with over 14 years of service, including on the boards of Williams Sonoma and Mondelēz International. She currently serves on the boards of Columbia Sportswear and UPS, and as Chair of Habitat for Humanity. In a wide-ranging conversation, Christiana opens the boardroom door to discuss topics including the differences between not-for-profit and corporate boards, the dynamics of CEO transitions, and what drives board effectiveness.

Related Insights 

The Board Perspective 

How boards can tackle geopolitical risk

The board’s role in managing emerging AI risks

The AI reckoning: How boards can evolve

CEO Insights: Forging stronger CEO–board partnerships

Today&rsquo;s board members face growing demands on their time. A challenging macro environment and ever-evolving business risks are increasing meeting frequency and requiring faster decision-making. For executives considering a board role, the developmental opportunity may be clear &mdash; but what does the role really involve? In this episode, McKinsey senior partner emeritus and board director, Celia Huber speaks with Christiana Smith Shi. Christiana is the former President of Nike&rsquo;s direct-to-consumer division and a seasoned board member with over 14 years of service, including on the boards of Williams Sonoma and Mondelēz International. She currently serves on the boards of Columbia Sportswear and UPS, and as Chair of Habitat for Humanity. In a wide-ranging conversation, Christiana opens the boardroom door to discuss topics including the differences between not-for-profit and corporate boards, the dynamics of CEO transitions, and what drives board effectiveness.
Related Insights&nbsp;
<a href="https://www.mckinsey.com/featured-insights/leadership/the-board-perspective-number-4">The Board Perspective </a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-boards-can-tackle-geopolitical-risk">How boards can tackle geopolitical risk</a>
<a href="https://www.mckinsey.com/capabilities/mckinsey-technology/overview/cybersecurity/the-boards-role-in-managing-emerging-ai-risks">The board&rsquo;s role in managing emerging AI risks</a>
<a href="https://www.mckinsey.com/capabilities/mckinsey-technology/our-insights/the-ai-reckoning-how-boards-can-evolve">The AI reckoning: How boards can evolve</a>
<a href="https://www.mckinsey.com/locations/mckinsey-client-capabilities-network/our-work/strategic-and-change-communications/the-communications-exchange/ceo-insights-forging-stronger-ceo-board-partnerships">CEO Insights: Forging stronger CEO&ndash;board partnerships</a>

308. From the C-Suite to the boardroom: Christiana Smith Shi on what it takes 

Buy-side carve-outs can create significant value for acquiring companies, but they can also present complex challenges. In this episode, we’re joined by Kameron Kordestani, Anna Mattson, and Rui Silva to discuss how leaders—particularly CFOs, integration managers, and CHROs—must balance financial structuring, operational planning, and people management to ensure a value-creating transition.

Related insights

How buyers can successfully navigate integrating a carve-out

The power of goodbye: How carve-outs can unleash value

Solving the carve-out conundrum

Buy-side carve-outs can create significant value for acquiring companies, but they can also present complex challenges. In this episode, we&rsquo;re joined by&nbsp;<a href="https://www.linkedin.com/in/kameronkordestani">Kameron Kordestani</a>, <a href="https://www.mckinsey.com/our-people/anna-mattsson">Anna Mattson</a>, and <a href="https://www.mckinsey.com/our-people/rui-silva">Rui Silva</a> to discuss how leaders&mdash;particularly CFOs, integration managers, and CHROs&mdash;must balance financial structuring, operational planning, and people management to ensure a value-creating transition.
Related insights
<a href="https://www.mckinsey.com/capabilities/m-and-a/our-insights/how-buyers-can-successfully-navigate-integrating-a-carve-out">How buyers can successfully navigate integrating a carve-out</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-power-of-goodbye-how-carve-outs-can-unleash-value">The power of goodbye: How carve-outs can unleash value</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/solving-the-carve-out-conundrum">Solving the carve-out conundrum</a>

110. Leadership lessons from the world’s best CEOs. Ep 1

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