Ankur Agrawal joins Sean Brown to discuss how finance leaders can help promote talent development within their organizations.

Ankur is a partner in our New York office and one of the leaders of our Healthcare Practice. In this episode, he talks with Sean about how CFOs have access to data, a cross-functional perspective, and an expanding role as value manager and strategy partner. They therefore have a critical role to play in ensuring that companies develop the skills, talent, mindsets, and behavior required for long-term success. 

Ankur and Sean also discuss the recent MIT Sloan CFO Summit and the emerging trends for CFOs to watch in 2023. We hope you enjoy this episode. 

Connect with Ankur on LinkedIn. 


Join our LinkedIn community of more than 87,000 members and follow us on Twitter at @McKStrategy. 

Explore more Inside the Strategy Room episode transcripts on McKinsey.com

<a href="https://www.mckinsey.com/our-people/ankur-agrawal">Ankur Agrawal</a> joins Sean Brown to discuss how finance leaders can help promote talent development within their organizations.
Ankur is a partner in our New York office and one of the leaders of our Healthcare Practice. In this episode, he talks with Sean about how CFOs have access to data, a cross-functional perspective, and an expanding role as value manager and strategy partner. They therefore have a critical role to play in ensuring that companies develop the skills, talent, mindsets, and behavior required for long-term success. Ankur and Sean also discuss the recent <a href="https://mitcfo.com/agendapage/">MIT Sloan CFO Summit </a>and the emerging trends for CFOs to watch in 2023. We hope you enjoy this episode. 
Connect with <a href="https://www.linkedin.com/in/ankur-agrawal-ny/">Ankur on LinkedIn</a>. 
 Join our <a href="https://www.linkedin.com/showcase/mckinsey-strategy-&amp;-corporate-finance/?viewAsMember=true">LinkedIn community</a> of more than 87,000 members and follow us on Twitter at <a href="https://twitter.com/McKStrategy">@McKStrategy</a>. 
Explore more Inside the Strategy Room <a href="https://www.mckinsey.com/itsr">episode transcripts on McKinsey.com</a>

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.

Inside the Strategy Room

We all know the world is moving faster. We also know that 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 sit down with the world’s highest-performing CEOs, CFOs, innovators, and McKinsey experts and discuss how they build the courage, clarity, conviction, and cohesion that allows their businesses to win by moving faster than the world around them. 

We all know the world is moving faster. We also know that 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 sit down with the world’s highest-performing CEOs, CFOs, innovators, and McKinsey experts and discuss how they build the courage, clarity, conviction, and cohesion that allows their businesses to win by moving faster than the world around them.

Ankur Agrawal joins Sean Brown to discuss how finance leaders can help promote talent development within their organizations.

147. The CFO’s role in talent development

The need for board-level strategic conversations on geopolitical risk is urgent. To discuss how boards can guide companies through an increasingly complex geopolitical environment, we’re joined by Jon Huntsman Jr. Jon is a former US governor and diplomat who has spent nearly two decades in US public service at the state, national, and international levels. He sits on the boards of Ford, Mobileye, and Chevron, and is also the Vice Chairman of MasterCard. We're also joined by Ziad Haider, a partner in our Singapore office who co-leads our Geopolitics Practice, and Celia Huber, a senior partner in our Bay Area location who leads our North American Board Services Practice.

Further reading:

Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings) 

How global companies can manage geopolitical risk

Boards can guide companies through geopolitical headwinds

Geopolitical resilience: The new board imperative 

How three global companies navigate geopolitical risk to build resilience

The need for board-level strategic conversations on geopolitical risk is urgent. To discuss how boards can guide companies through an increasingly complex geopolitical environment, we’re joined by Jon Huntsman Jr. Jon is a former US governor and diplomat who has spent nearly two decades in US public service at the state, national, and international levels. He sits on the boards of Ford, Mobileye, and Chevron, and is also the Vice Chairman of MasterCard. We're also joined by <a href="https://www.mckinsey.com/our-people/ziad-haider">Ziad Haider</a>, a partner in our Singapore office who co-leads our Geopolitics Practice, and <a href="https://www.mckinsey.com/our-people/celia-huber">Celia Huber</a>, a senior partner in our Bay Area location who leads our North American Board Services Practice.
<hr>
Further reading:
<a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/black-swans-gray-rhinos-and-silver-linings-anticipating-geopolitical-risks-and-openings">Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings) </a> <a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/how-global-companies-can-manage-geopolitical-risk">How global companies can manage geopolitical risk</a> 
<a href="http://www.mckinsey.com/~/media/mckinsey/email/rethink/2023/11/2023-11-15e.html">Boards can guide companies through geopolitical headwinds</a>
<a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/geopolitical-resilience-the-new-board-imperative">Geopolitical resilience: The new board imperative </a>
<a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/how-three-global-companies-navigate-geopolitical-risk-to-build-resilience">How three global companies navigate geopolitical risk to build resilience</a>

205. Helping boards manage geopolitical risk with Jon Huntsman Jr.

Midcap companies have vast opportunities to increase their performance and scale if they reinvent how they work. 

Midsize companies don’t dominate the headlines and investor attention the way large corporations do, but they represent more than 40 percent of the global workforce and account for approximately one-third of most economies’ GDP. 

However, the productivity of small and midsize businesses is only half that of large companies, and lower in emerging economies. These businesses have vast opportunities to increase their performance and scale.

In this episode, we discuss how midcaps can seize the opportunity to transform themselves and reach a significantly higher level of performance.

Joining us are Zakir Gaibi, a senior partner in McKinsey’s Johannesburg office, Mauricio Janauskas a senior partner in the Santiago office, and Kedar Naik is a partner in the Brussels office. You can read their article Unleashing the power of midcap companies on McKinsey.com

Join the McKinsey Transformation community on LinkedIn.

Midcap companies have vast opportunities to increase their performance and scale if they reinvent how they work.  Midsize companies don’t dominate the headlines and investor attention the way large corporations do, but they represent more than 40 percent of the global workforce and account for approximately one-third of most economies’ GDP. However, the productivity of small and midsize businesses is only half that of large companies, and lower in emerging economies. These businesses have vast opportunities to increase their performance and scale.
In this episode, we discuss how midcaps can seize the opportunity to transform themselves and reach a significantly higher level of performance.
Joining us are <a href="https://www.linkedin.com/in/zakgaibi/">Zakir Gaibi</a>, a senior partner in McKinsey’s Johannesburg office, <a href="https://www.mckinsey.com/our-people/mauricio-janauskas">Mauricio Janauskas</a> a senior partner in the Santiago office, and <a href="https://www.linkedin.com/in/naikkedar/">Kedar Naik </a>is a partner in the Brussels office. You can read their article <a href="https://www.linkedin.com/showcase/mckinsey-transformation/">Unleashing the power of midcap companies</a> on McKinsey.com
Join <a href="https://www.linkedin.com/showcase/mckinsey-transformation/">the McKinsey Transformation community</a> on LinkedIn.

204. The transformation imperative for midcap companies

Generative AI poses both risks and opportunities. Ida Kristensen and Oliver Bevan join us to discuss how we can mitigate the former while moving to capture the latter from day one.

Ida Kristensen is a senior partner in our New York office. She coleads the Risk & Resilience Practice and advises leading financial institutions on cybersecurity, strategies for risk management, regulatory compliance, and operational improvement.

Oliver Bevan is a partner in our Chicago office and a leader in our Risk and Resilience and Technology Practices. He leads our client work at the intersection of technology and risk, focusing on generative AI, data privacy, third party management, and trust and safety.

Ida and Oliver’s article, Implementing generative AI with speed and safety is available on McKinsey.com

Related reading:

The economic potential of generative AI: The next productivity frontier

A generative AI reset: Rewiring to turn potential into value in 2024

Generative AI poses both risks and opportunities. Ida Kristensen and Oliver Bevan join us to discuss how we can mitigate the former while moving to capture the latter from day one.
<a href="https://www.mckinsey.com/our-people/ida-kristensen">Ida Kristensen</a> is a senior partner in our New York office. She coleads the Risk &amp; Resilience Practice and advises leading financial institutions on cybersecurity, strategies for risk management, regulatory compliance, and operational improvement.
<a href="https://www.linkedin.com/in/oliver-bevan-86102844/">Oliver Bevan</a> is a partner in our Chicago office and a leader in our Risk and Resilience and Technology Practices. He leads our client work at the intersection of technology and risk, focusing on generative AI, data privacy, third party management, and trust and safety.
Ida and Oliver’s article, <a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/implementing-generative-ai-with-speed-and-safety">Implementing generative AI with speed and safety</a> is available on McKinsey.com
<hr>
Related reading:
<a href="https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/the-economic-potential-of-generative-ai-the-next-productivity-frontier">The economic potential of generative AI: The next productivity frontier</a>
<a href="https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/a-generative-ai-reset-rewiring-to-turn-potential-into-value-in-2024">A generative AI reset: Rewiring to turn potential into value in 2024</a>

147. The CFO’s role in talent development

In 1 playlist(s)

Inside the Strategy Room

Social links

Follow podcast

Recent clips