This week, we feature a conversation between Alex Gorsky, former chair and CEO of Johnson & Johnson, and Andy West, senior partner and global coleader of our Strategy and Corporate Finance Practice. 

Alex discusses his approach to developing strategy, the challenges and rewards of developing a successful innovation and M&A pipeline, and his approach to decision-making and building a star team. 

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This week, we feature a conversation between Alex Gorsky, former chair and CEO of Johnson &amp; Johnson, and <a href="https://www.linkedin.com/in/west-andy/">Andy West</a>, senior partner and global coleader of our Strategy and Corporate Finance Practice. Alex discusses his approach to developing strategy, the challenges and rewards of developing a successful innovation and M&amp;A pipeline, and his approach to decision-making and building a star team. 
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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.

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;

225. Alex Gorsky, former chair and CEO of Johnson & Johnson

Transformations often falter due to internal dynamics that divide organizations, such as misaligned incentives, siloed efforts, and risk aversion. CEOs are uniquely positioned to address these challenges by tackling the root causes of collective-action problems and uniting their organizations around bold aspirations. Join Meagan Hill, Mathew Lee, and Kurt Strovink as they explore the role of the CEO in driving enterprise-wide transformation and embedding lasting change into the fabric of their organizations.

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Transformations often falter due to internal dynamics that divide organizations, such as misaligned incentives, siloed efforts, and risk aversion. CEOs are uniquely positioned to address these challenges by tackling the root causes of collective-action problems and uniting their organizations around bold aspirations. Join Meagan Hill, <a href="https://www.mckinsey.com/our-people/mathew-lee">Mathew Lee,</a> and <a href="https://www.mckinsey.com/our-people/kurt-strovink">Kurt Strovink</a> as they explore the role of the CEO in driving enterprise-wide transformation and embedding lasting change into the fabric of their organizations.
Related Insights <a href="https://www.mckinsey.com/capabilities/transformation/our-insights/collective-action-collective-success-a-ceos-role-in-transformations">Collective action, collective success: A CEO&rsquo;s role in transformations</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/courageous-conversations-how-to-lead-with-heart">Courageous conversations: How to lead with heart</a>
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310. The CEO's role in transformation

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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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;
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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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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.
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225. Alex Gorsky, former chair and CEO of Johnson & Johnson

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