In today's episode, we delve into practical strategies that organizations can implement to effectively manage and adapt during times of uncertainty.

We explore a range of approaches, including scenario planning, risk management, cultivating leadership skills, and leveraging technology. Our guests also underscore the critical need for agility and swift decision-making when facing unpredictable conditions. 

We are joined by McKinsey senior advisor Rear Admiral Wyman Howard III (ret.), Mihir Mysore, a partner in our Houston office who founded and leads our Crisis Response and Resilience Practices globally, Alex Panas, a senior partner in our Boston office who co-leads our Advanced Industries Practice, and Gregory D. Smith, Chairman of American Airlines.  

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How to manage in uncertainty

In today's episode, we delve into practical strategies that organizations can implement to effectively manage and adapt during times of uncertainty.
We explore a range of approaches, including scenario planning, risk management, cultivating leadership skills, and leveraging technology. Our guests also underscore the critical need for agility and swift decision-making when facing unpredictable conditions. We are joined by McKinsey senior advisor <a href="https://www.navy.mil/Leadership/Flag-Officer-Biographies/Search/Article/2236453/rear-admiral-hugh-w-howard-iii/">Rear Admiral Wyman Howard III </a>(ret.), <a href="https://www.mckinsey.com/our-people/mihir-mysore">Mihir Mysore</a>, a partner in our Houston office who founded and leads our Crisis Response and Resilience Practices globally, <a href="https://www.mckinsey.com/our-people/alex-panas">Alex Panas</a>, a senior partner in our Boston office who co-leads our Advanced Industries Practice, and <a href="https://news.aa.com/news/news-details/2023/Greg-Smith-Appointed-Independent-Chairman-of-American-Airlines-Group-Board-of-Directors-CORP-EXEC-02/default.aspx">Gregory D. Smith</a>, Chairman of American Airlines.  
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<a href="https://www.mckinsey.com/featured-insights/themes/how-to-manage-in-uncertainty">How to manage in uncertainty</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

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;

208. Preparing your organization for uncertainty

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.  

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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.

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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.

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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>

208. Preparing your organization for uncertainty

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