In this episode, we speak with Eric Olson, a retired US Navy Admiral with a distinguished career in special operations, about the key principles of effective leadership, particularly in times of uncertainty. Eric shares insights from his experiences leading high-performing teams and organizations through complex challenges, offering valuable leadership lessons for executives in today's rapidly changing business landscape. 

Related insights:

A CEO for All Seasons: Mastering the Cycles of Leadership

CEO Excellence: The Six Mindsets that Distinguish the Best Leaders from the Rest

The Journey of Leadership: How CEOs learn to lead from the inside out

Trusted advice for effective leadership

The CEO as chief resilience officer

The Strategic CEO newsletter

McKinsey Insights on Strategy & Corporate Finance 

McKinsey Strategy & Corporate Finance on LinkedIn 

 

In this episode, we speak with Eric Olson, a retired US Navy Admiral with a distinguished career in special operations, about the key principles of effective leadership, particularly in times of uncertainty. Eric shares insights from his experiences leading high-performing teams and organizations through complex challenges, offering valuable leadership lessons for executives in today's rapidly changing business landscape.&nbsp; Related insights:
<a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/ceo-for-all-seasons">A CEO for All Seasons: Mastering the Cycles of Leadership</a>
<a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/ceo-excellence">CEO Excellence: The Six Mindsets that Distinguish the Best Leaders from the Rest</a>
<a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/journey-of-leadership">The Journey of Leadership: How CEOs learn to lead from the inside out</a>
<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/trusted-advice-for-effective-leadership">Trusted advice for effective leadership</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-ceo-as-chief-resilience-officer">The CEO as chief resilience officer</a>
<a href="https://www.linkedin.com/newsletters/the-strategic-ceo-7236955032997216256/">The Strategic CEO newsletter</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights">McKinsey Insights on Strategy &amp; Corporate Finance</a>&nbsp;
<a href="https://www.linkedin.com/showcase/mckinsey-strategy-corporate-finance/posts/?feedView=all">McKinsey Strategy &amp; Corporate Finance on LinkedIn</a>&nbsp;
&nbsp;

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;

261. Retired US Navy Admiral Eric Olson: Leading effectively in uncertain times 

In this bonus episode, McKinsey CFO practice leaders Kevin Carmody, Matt Maloney, and Christian Grube share their insights from the 2026 CFO Forum in London.

Their conversation explores how the CFO role is evolving from financial steward to strategic value creator; why leading finance organizations are moving beyond incremental budgeting; how AI can provide the catalyst to fundamentally rewire finance operating models rather than simply automate existing processes; and why talent and capability building will determine which organizations capture the greatest value.

They also discuss how CFOs can reclaim the strategic narrative, strengthen capital allocation, and create the headspace to focus on the bold moves that drive long-term growth.

 

Related insights 

Why accelerated resource allocation matters in the age of AI

CFOs have been concerned about geopolitical impacts for months

The CFO as growth leader: A conversation with Levi’s Harmit Singh

In this bonus episode, <a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/how-we-help-clients/cfo-and-finance-excellence">McKinsey CFO practice</a> leaders <a href="https://www.mckinsey.com/our-people/kevin-carmody">Kevin Carmody</a>, <a href="https://www.mckinsey.com/our-people/matthew-maloney">Matt Maloney</a>, and <a href="https://www.mckinsey.com/our-people/christian-grube">Christian Grube</a> share their insights from the 2026 CFO Forum in London.
Their conversation explores how the CFO role is evolving from financial steward to strategic value creator; why leading finance organizations are moving beyond incremental budgeting; how AI can provide the catalyst to fundamentally rewire finance operating models rather than simply automate existing processes; and why talent and capability building will determine which organizations capture the greatest value.
They also discuss how CFOs can reclaim the strategic narrative, strengthen capital allocation, and create the headspace to focus on the bold moves that drive long-term growth.
&nbsp;
Related insights 
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/why-accelerated-resource-allocation-matters-in-the-age-of-ai">Why accelerated resource allocation matters in the age of AI</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/cfos-have-been-concerned-about-geopolitical-impacts-for-months">CFOs have been concerned about geopolitical impacts for months</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-cfo-as-growth-leader-a-conversation-with-levis-harmit-singh">The CFO as growth leader: A conversation with Levi&rsquo;s Harmit Singh</a>

318. Inside the 2026 CFO Forum: How finance leaders are preparing for what's next (bonus episode)

Private equity firms are under increasing pressure to create value in a tougher market, with longer hold times and evolving value creation theses. Leading funds are using re-underwriting as a repeatable discipline that supports better decisions across the hold period. Join AD Bhatia,Jason Phillips,Hassen Ahmed and Manuel Fernandez Angulo as they unpack the what, when and who of re-underwriting. They share how AI assistance, leaner teams and a systematic approach can help overcome resourcing restraints to place this practice in the reach of every fund.   

Related insights

Unlocking full potential: Five practices reshaping PE value creation

2026 Global Private Markets Report: Private equity−clearer view, tougher terrain

Beating the odds: How private equity firms can improve exit prospects

How private equity is using M&A integrations to overcome headwinds

Transforming value creation in private equity portfolio companies (podcast)

Private equity firms are under increasing pressure to create value in a tougher market, with longer hold times and evolving value creation theses. Leading funds are using re-underwriting as a repeatable discipline that supports better decisions across the hold period. Join <a href="https://www.mckinsey.com/our-people/ad-bhatia">AD Bhatia,</a> <a href="https://www.mckinsey.com/our-people/jason-phillips">Jason Phillips,</a> <a href="https://www.mckinsey.com/our-people/hassen-ahmed">Hassen Ahmed</a>&nbsp;and <a href="https://es.linkedin.com/in/manuelfernandezangulo?trk=people-guest_people_search-card">Manuel Fernandez Angulo</a> as they unpack the what, when and who of re-underwriting. They share how AI assistance, leaner teams and a systematic approach can help overcome resourcing restraints to place this practice in the reach of every fund. &nbsp;&nbsp;
Related insights
<a href="https://www.mckinsey.com/capabilities/transformation/our-insights/unlocking-full-potential-five-practices-reshaping-pe-value-creation">Unlocking full potential: Five practices reshaping PE value creation</a>
<a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d">2026 Global Private</a><a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d"> Markets </a><a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d">Re</a><a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d">port</a><a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report/private-equity">: </a><a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report/private-equity">Private equity&minus;clearer view, tougher terrain</a>
<a href="https://www.mckinsey.com/industries/private-capital/our-insights/beating-the-odds-how-private-equity-firms-can-improve-exit-prospects">Beating the odds: How private equity firms can improve exit prospects</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-private-equity-is-using-m-and-a-integrations-to-overcome-headwinds">How private equity is using M&amp;A integrations to overcome headwinds</a>
<a href="https://omny.fm/shows/inside-the-strategy-room/306-transforming-value-creation-in-private-equity-portfolio-companies">Transforming value creation in private equity portfolio companies</a> (podcast)

317. Strategic re-underwriting in private equity

The traditional annual budget process is broken. It is rigid, backward-looking, and not operationally fit to keep up with today's fast-moving markets. Top-performing companies are outpacing peers by budgeting differently. Matthew Maloney, Karen McLoughlin, and Michele Tam join us to discuss their recent article on how top-performing companies are transforming the budget from a control mechanism to a dynamic road map for driving growth. They share how leading CFOs are more closely linking the budget to strategic priorities, and how harnessing AI enables a data-driven, forward-looking approach.

Related insights

Your budget is killing your strategy—here are four ways to fix it

The CFO as growth leader: A conversation with Levi’s Harmit Singh

CFOs have been concerned about geopolitical impacts for months

The traditional annual budget process is broken. It is rigid, backward-looking, and not operationally fit to keep up with today's fast-moving markets. Top-performing companies are outpacing peers by budgeting differently. <a href="https://www.mckinsey.com/our-people/matthew-maloney?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d">Matthew Maloney</a>, <a href="https://nam02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.linkedin.com%2Fin%2Fkaren-mcloughlin%2F&amp;data=05%7C02%7CClare_Kitada-SYDN%40external.mckinsey.com%7Cb61f93b7bf14475997c208dee9b0efd7%7Ccc8936bc93824fff87cb6f55999549e7%7C0%7C0%7C639205143362945458%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=3rAqb2n6hN%2B0VlcY1nixe1BEI2YdUL0dTrXv7A%2FBRZk%3D&amp;reserved=0">Karen McLoughlin,</a> and <a href="https://nam02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.linkedin.com%2Fin%2Fmichele-tam%2F&amp;data=05%7C02%7CClare_Kitada-SYDN%40external.mckinsey.com%7Cb61f93b7bf14475997c208dee9b0efd7%7Ccc8936bc93824fff87cb6f55999549e7%7C0%7C0%7C639205143362981329%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=9F03sdx2huHDWE5dgw5M%2BISMUEesCQsBZNFNlxOlMe8%3D&amp;reserved=0">Michele Tam</a> join us to discuss their recent <a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/your-budget-is-killing-your-strategy-here-are-four-ways-to-fix-it?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d">article</a> on how top-performing companies are transforming the budget from a control mechanism to a dynamic road map for driving growth. They share how leading CFOs are more closely linking the budget to strategic priorities, and how harnessing AI enables a data-driven, forward-looking approach.
Related insights
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/your-budget-is-killing-your-strategy-here-are-four-ways-to-fix-it?cid=cl4c-cml&amp;sid=%7b%7blead.SFDC%20Id:default=CL4C%7d%7d">Your budget is killing your strategy&mdash;here are four ways to fix it</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-cfo-as-growth-leader-a-conversation-with-levis-harmit-singh">The CFO as growth leader: A conversation with Levi&rsquo;s Harmit Singh</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/cfos-have-been-concerned-about-geopolitical-impacts-for-months">CFOs have been concerned about geopolitical impacts for months</a>

261. Retired US Navy Admiral Eric Olson: Leading effectively in uncertain times

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