Levi Strauss & Co. Chief Finance and Growth Officer, Harmit Singh, joins us to share lessons from his 13-year journey transforming the iconic clothing company. Singh explains how Levi’s returned to growth, strengthened profitability, and shifted toward a direct-to-consumer model, while staying true to its purpose-driven heritage. He introduces the “Magic of the And”–his approach to driving both top- and bottom-line performance– and discusses building a performance culture, navigating volatility and tariffs with cross-functional teams, developing finance talent, and approaching AI in finance with practical use cases and discipline. Joining Harmit for this discussion is Steve Begley, a senior partner based in our New York office.

Related Insights

The State of Fashion 2026: When the rules change

How finance teams are putting AI to work today

How Nestlé’s CFO sharpens focus across a global portfolio

Levi Strauss &amp; Co. Chief Finance and Growth Officer, <a href="https://www.linkedin.com/in/singhharmit/">Harmit Singh</a>, joins us to share lessons from his 13-year journey transforming the iconic clothing company. Singh explains how Levi&rsquo;s returned to growth, strengthened profitability, and shifted toward a direct-to-consumer model, while staying true to its purpose-driven heritage. He introduces the &ldquo;Magic of the And&rdquo;&ndash;his approach to driving both top- and bottom-line performance&ndash; and discusses building a performance culture, navigating volatility and tariffs with cross-functional teams, developing finance talent, and approaching AI in finance with practical use cases and discipline.&nbsp;Joining Harmit for this discussion is <a href="https://www.linkedin.com/in/steven-w-begley-2a20361a/">Steve Begley</a>, a senior partner based in our New York office.
Related Insights
<a href="https://www.mckinsey.com/industries/retail/our-insights/state-of-fashion">The State of Fashion 2026: When the rules change</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-finance-teams-are-putting-ai-to-work-today">How finance teams are putting AI to work today</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-nestles-cfo-sharpens-focus-across-a-global-portfolio">How Nestl&eacute;&rsquo;s CFO sharpens focus across a global portfolio</a>

289. The CFO as growth leader: Levi’s Harmit Singh on transformation and the “Magic of the And.”

As organizations increasingly employ agentic AI, they face new risks that could disrupt operations, compromise sensitive data, or erode customer trust. Rich Isenberg and Charlie Lewis join us to discuss these emerging risks and how leaders can proactively ensure secure and compliant adoption.

Rich Isenberg is a partner in our Atlanta office and a leader within our Risk and Resilience and Cybersecurity Practices. Charlie Lewis is a partner in our Connecticut office and leads our cybersecurity and tech resilience work across North America and Europe. Together, they offer a frontline perspective on how organizations are implementing agentic AI, the emerging forms of cyber and operational risk, and the critical steps leaders must take to build robust governance and resilience.

Related Insights

Deploying agentic AI with safety and security: A playbook for technology leaders

The change agent: Goals, decisions, and implications for CEOs in the agentic age

Seizing the agentic AI advantage

McKinsey Risk & Resilience on LinkedIn

McKinsey Risk & Resilience: Our latest insights

As organizations increasingly employ agentic AI, they face new risks that could disrupt operations, compromise sensitive data, or erode customer trust. Rich Isenberg and Charlie Lewis join us to discuss these emerging risks and how leaders can proactively ensure secure and compliant adoption.
<a href="https://www.mckinsey.com/our-people/rich-isenberg">Rich Isenberg </a>is a partner in our Atlanta office and a leader within our Risk and Resilience and Cybersecurity Practices.<a href="https://www.mckinsey.com/our-people/charlie-lewis"> Charlie Lewis</a> is a partner in our Connecticut office and leads our cybersecurity and tech resilience work across North America and Europe. Together, they offer a frontline perspective on how organizations are implementing agentic AI, the emerging forms of cyber and operational risk, and the critical steps leaders must take to build robust governance and resilience.
Related Insights
<a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/deploying-agentic-ai-with-safety-and-security-a-playbook-for-technology-leaders">Deploying agentic AI with safety and security: A playbook for technology leaders</a>
<a href="https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-change-agent-goals-decisions-and-implications-for-ceos-in-the-agentic-age">The change agent: Goals, decisions, and implications for CEOs in the agentic age</a>
<a href="https://www.mckinsey.com/capabilities/quantumblack/our-insights/seizing-the-agentic-ai-advantage">Seizing the agentic AI advantage</a> <a href="https://www.linkedin.com/showcase/mckinsey-risk-resilience/">McKinsey Risk &amp; Resilience on LinkedIn</a> <a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights">McKinsey Risk &amp; Resilience: Our latest insights</a>

288. Securing agentic AI: A playbook 

Arvind Krishna, the Chairman, President, and Chief Executive Officer of IBM, stepped into the CEO role at IBM in 2020, following 30 years at the company. Prior to that, he held various senior positions, spanning VP of Cloud and Cognitive Software to Head of Research, where he drove innovation in core technologies – including artificial intelligence, quantum computing, and cloud platform services. In today’s episode, Arvind joins our North America Chair and senior partner Eric Kutcher to discuss how he led IBM to triple its share price in just five years, the current AI landscape, how to pursue opportunities from volatility, the potential of quantum computing, what it takes to drive growth through innovation, and the dangers of being too risk-averse.

Related insights

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

A CEO for All Seasons: Mastering the cycles of leadership

The Strategic CEO newsletter

Delta Air Lines CEO Ed Bastian: Lessons from the captain’s seat 

Doug Parker, former chairman and CEO of American Airlines, shares leadership lessons

John Stankey talks about leaning into the long term at AT&T

Arvind Krishna, the Chairman, President, and Chief Executive Officer of IBM, stepped into the CEO role at IBM in 2020, following 30 years at the company. Prior to that, he held various senior positions, spanning VP of Cloud and Cognitive Software to Head of Research, where he drove innovation in core technologies &ndash; including artificial intelligence, quantum computing, and cloud platform services. In today&rsquo;s episode, Arvind joins our North America Chair and senior partner Eric Kutcher to discuss how he led IBM to triple its share price in just five years, the current AI landscape, how to pursue opportunities from volatility, the potential of quantum computing, what it takes to drive growth through innovation, and the dangers of being too risk-averse.
Related insights
<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&nbsp;</a>
<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.linkedin.com/newsletters/the-strategic-ceo-7236955032997216256/">The Strategic CEO newsletter</a>
<a href="https://omny.fm/shows/inside-the-strategy-room/273-delta-air-lines-ceo-ed-bastian-lessons-from-the-captain-s-seat">Delta Air Lines CEO Ed Bastian: Lessons from the captain&rsquo;s seat&nbsp;</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/doug-parker-former-chairman-and-ceo-of-american-airlines-shares-leadership-lessons">Doug Parker, former chairman and CEO of American Airlines, shares leadership lessons</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/john-stankey-talks-about-leaning-into-the-long-term-at-at-and-t">John Stankey talks about leaning into the long term at AT&amp;T</a>

287. IBM Chairman, President, and CEO Arvind Krishna on setting bold ambition and driving growth through innovation 

Health insurers are facing urgent challenges related to affordability, access, and how to safely and effectively leverage AI and emerging technologies. In this episode, McKinsey senior partner Celia Huber is joined by Brian Evanko, president and chief operating officer of The Cigna Group. In this role, Brian oversees all of the company's business units, including its two growth platforms: Cigna Healthcare, a health benefits business, and Evernorth, a health services business. Together, these business units serve customers in more than 30 countries.

From here, Brian has a unique view of the challenges facing the industry and the people it serves—including the fact that the vast amount of US healthcare spending goes toward chronic care. In their conversation, Brian shares his perspective on the innovation needed, such as through the adoption of AI, to improve affordability and support prevention.

Related Insights

Future of US healthcare: Gathering storm 2.0 or a golden age?

Tackling healthcare’s biggest burdens with generative AI

The race to create a vaccine: A conversation with Frank D’Amelio

Health insurers are facing urgent challenges related to affordability, access, and how to safely and effectively leverage AI and emerging technologies. In this episode, McKinsey senior partner <a href="https://www.mckinsey.com/our-people/celia-huber">Celia Huber</a> is joined by <a href="https://www.linkedin.com/in/brian-c-evanko-463b5ab">Brian Evanko</a>, president and chief operating officer of <a href="https://www.thecignagroup.com/">The Cigna Group</a>. In this role, Brian oversees all of the company's business units, including its two growth platforms: Cigna Healthcare, a health benefits business, and Evernorth, a health services business. Together, these business units serve customers in more than 30 countries.
From here, Brian has a unique view of the challenges facing the industry and the people it serves&mdash;including the fact that the vast amount of US healthcare spending goes toward chronic care. In their conversation, Brian shares his perspective on the innovation needed, such as through the adoption of AI, to improve affordability and support prevention.
Related Insights
<a href="https://www.mckinsey.com/industries/healthcare/our-insights/future-of-us-healthcare-gathering-storm-2-point-0-or-a-golden-age">Future of US healthcare: Gathering storm 2.0 or a golden age?</a>
<a href="https://www.mckinsey.com/industries/healthcare/our-insights/tackling-healthcares-biggest-burdens-with-generative-ai">Tackling healthcare&rsquo;s biggest burdens with generative AI</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-race-to-create-a-vaccine-a-conversation-with-frank-damelio">The race to create a vaccine: A conversation with Frank D&rsquo;Amelio</a>

286. The Cigna Group’s Brian Evanko on improving affordability and prevention in healthcare

CFOs are increasingly helping lead transformations of their companies, which has a range of implications for how they manage their time and stay up to date with technology. Leading transformation has often been viewed as more focused on other members of the C-suite. McKinsey’s research shows the critical role that CFOs have in the success of a transformation. In this episode, we speak with three McKinsey experts on the subject.

Kevin Carmody is a senior partner and the global co-leader of our CFO and Finance Excellence Practice based in Chicago. Previously, Kevin was a founding member of our Transformation Practice and a member of its global operating committee. Christian Grube is a partner in our Munich office, and leads our CFO and Finance Excellence Practice across Europe. Matt Maloney is a partner in our New York office, and leads our CFO and Finance Excellence Practice in the Americas.

CFOs are increasingly helping lead transformations of their companies, which has a range of implications for how they manage their time and stay up to date with technology. Leading transformation has often been viewed as more focused on other members of the C-suite. McKinsey&rsquo;s research shows the critical role that CFOs have in the success of a transformation. In this episode, we speak with three McKinsey experts on the subject.
<a href="https://www.mckinsey.com/our-people/kevin-carmody">Kevin Carmody</a> is a senior partner and the global co-leader of our CFO and Finance Excellence Practice based in Chicago. Previously, Kevin was a founding member of our Transformation Practice and a member of its global operating committee. <a href="https://www.mckinsey.com/our-people/christian-grube">Christian Grube</a> is a partner in our Munich office, and leads our CFO and Finance Excellence Practice across Europe. <a href="https://www.mckinsey.com/our-people/matthew-maloney">Matt Maloney</a> is a partner in our New York office, and leads our CFO and Finance Excellence Practice in the Americas.

285. Keys to success for CFOs leading transformations

Leaders across both the public and private sectors are navigating an era of constant disruption. They're expected to deliver major transformations, manage complexity, and balance competing priorities, all while ensuring their own teams are running smoothly. This is why the role of chief of staff has never been more critical. In this episode, three McKinsey experts–all former chiefs of staff–share insights on when a chief of staff is needed and what qualities distinguish those who excel in the role.

Michelle Forrest is the global client capabilities leader in our Strategy and Corporate Finance Practice, and previously served as chief of staff to our former global managing partner, Kevin Sneader. Andrew Goodman is a senior partner in our London office, and leads our consumer technology and media practice across Europe. He has also led our Chief of Staff Forum and our research into the role of the chief of staff for the past decade. Previously, Andrew served as chief of staff for the McKinsey Centre for Government, our center of excellence that helps government leaders deliver better outcomes and experiences. Connor Rochford is an associate partner who previously served as chief of staff for the U.K.'s former Chief Medical Officer.

Related insights

Anatomy of the chief of staff role

Chief of staff: Anatomy of the role in eight charts

How to be a better chief of staff

Seeing around corners: How to excel as a chief of staff

Lessons in leadership: Getting past politics to deliver for the people

Seven tips for success for new chiefs of staff at federal government agencies

Leaders across both the public and private sectors are navigating an era of constant disruption. They're expected to deliver major transformations, manage complexity, and balance competing priorities, all while ensuring their own teams are running smoothly. This is why the role of chief of staff has never been more critical. In this episode, three McKinsey experts&ndash;all former chiefs of staff&ndash;share insights on when a chief of staff is needed and what qualities distinguish those who excel in the role.
<a href="https://www.mckinsey.com/our-people/michelle-forrest">Michelle Forrest</a> is the global client capabilities leader in our Strategy and Corporate Finance Practice, and previously served as chief of staff to our former global managing partner, Kevin Sneader. <a href="https://www.mckinsey.com/our-people/andrew-goodman">Andrew Goodman</a> is a senior partner in our London office, and leads our consumer technology and media practice across Europe. He has also led our Chief of Staff Forum and our research into the role of the chief of staff for the past decade. Previously, Andrew served as chief of staff for the McKinsey Centre for Government, our center of excellence that helps government leaders deliver better outcomes and experiences. <a href="https://www.linkedin.com/in/connor-rochford-748a3751/?originalSubdomain=uk">Connor Rochford</a> is an associate partner who previously served as chief of staff for the U.K.'s former Chief Medical Officer.
Related insights
<a href="https://www.mckinsey.com/search?q=chief+of+staff&amp;pageFilter=insights&amp;sort=default&amp;start=1">Anatomy of the chief of staff role</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/chief-of-staff-anatomy-of-the-role-in-eight-charts">Chief of staff: Anatomy of the role in eight charts</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-to-be-a-better-chief-of-staff">How to be a better chief of staff</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/seeing-around-corners-how-to-excel-as-a-chief-of-staff">Seeing around corners: How to excel as a chief of staff</a>
<a href="https://www.mckinsey.com/industries/public-sector/our-insights/lessons-in-leadership-getting-past-politics-to-deliver-for-the-people">Lessons in leadership: Getting past politics to deliver for the people</a>
<a href="https://www.mckinsey.com/industries/public-sector/our-insights/seven-tips-for-success-for-new-chiefs-of-staff-at-government-agencies">Seven tips for success for new chiefs of staff at federal government agencies</a>

284. Inside the  Chief of Staff role 

To ensure that their companies engage effectively with stakeholders, CEOs need to set communication standards, embody the organization’s culture and purpose, and speak up in moments that matter most.  In today’s episode, we discuss what it takes for a CEO to shape and own their organization’s narrative. Joining us is Blair Epstein,  a partner in our Bay Area office and a leader in our CEO Excellence Practice, Max Gleischman, a partner in our New York office who leads our strategic communications team, managing issues and policy communications for the firm, and Ramiro Prudencio, a partner in our London office who leads our global external communications team, building our reputation and engagement with external stakeholders.

Related insights:

The CEO’s role as chief storyteller

The art of 21st-century leadership: From succession planning to building a leadership factory

How the best CEOs build lasting stakeholder relationships

A CEO for All Seasons

CEO Excellence

To ensure that their companies engage effectively with stakeholders, CEOs need to set communication standards, embody the organization&rsquo;s culture and purpose, and speak up in moments that matter most. &nbsp;In today&rsquo;s episode, we discuss what it takes for a CEO to shape and own their organization&rsquo;s narrative. Joining us is Blair Epstein, &nbsp;a partner in our Bay Area office and a leader in our CEO Excellence Practice, Max Gleischman, a partner in our New York office who leads our strategic communications team, managing issues and policy communications for the firm, and Ramiro Prudencio, a partner in our London office who leads our global external communications team, building our reputation and engagement with external stakeholders.
Related insights:
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-ceos-role-as-chief-storyteller">The CEO&rsquo;s role as chief storyteller</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-art-of-21st-century-leadership-from-succession-planning-to-building-a-leadership-factory">The art of 21st-century leadership: From succession planning to building a leadership factory</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-the-best-ceos-build-lasting-stakeholder-relationships">How the best CEOs build lasting stakeholder relationships</a>
<a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/ceo-for-all-seasons">A CEO for All Seasons</a>
<a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/ceo-excellence">CEO Excellence</a>

283. The CEO as chief storyteller 

In times of economic volatility, the temptation to focus on short-term profitability can become a trap that stalls longer-term projects designed to spur growth. Yet as our long-standing research shows, companies that take a through-cycle approach to investing in growth and innovation consistently outperform their peers. In this episode, three innovation strategy and value creation experts share their latest research and tips for achieving resilient growth.

Matt Banholzer is a senior partner in McKinsey’s Chicago office and co-leader of our Global Strategic Growth and Innovation Practice. Tim Koller is a partner in our Denver office and co-author of the best-selling book, Valuation: Measuring and Managing the Value of Companies, now in its eighth edition. And Laura LaBerge is a senior expert in our Strategic Growth and Innovation Practice and is based in our Connecticut office.

 

Related insights 

Investing in innovation: Three ways to do more with less 

Innovation in a crisis: Why it is more critical than ever 

Revolutionary innovations propelling growth 

A bigger, bolder vision: How CROs are propelling growth from the C-suite 

How top performers use innovation to grow within and beyond the core 

How innovation can accelerate industry momentum 

The eight essentials of innovation 

In times of economic volatility, the temptation to focus on short-term profitability can become a trap that stalls longer-term projects designed to spur growth. Yet as our long-standing research shows, companies that take a through-cycle approach to investing in growth and innovation consistently outperform their peers. In this episode, three innovation strategy and value creation experts share their latest research and tips for achieving resilient growth.
<a href="https://www.mckinsey.com/our-people/matt-banholzer">Matt Banholzer</a> is a senior partner in McKinsey&rsquo;s Chicago office and co-leader of our Global Strategic Growth and Innovation Practice. <a href="https://www.mckinsey.com/our-people/tim-koller">Tim Koller</a> is a partner in our Denver office and co-author of the best-selling book, <a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/valuation-measuring-and-managing-the-value-of-companies">Valuation: Measuring and Managing the Value of Companies</a>, now in its eighth edition. And <a href="https://www.linkedin.com/in/laura-laberge-054b35/">Laura LaBerge</a> is a senior expert in our Strategic Growth and Innovation Practice and is based in our Connecticut office.
&nbsp;
Related insights&nbsp;
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/investing-in-innovation-three-ways-to-do-more-with-less">Investing in innovation: Three ways to do more with less</a>&nbsp;
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/innovation-in-a-crisis-why-it-is-more-critical-than-ever">Innovation in a crisis: Why it is more critical than ever</a>&nbsp;
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/revolutionary-innovations-propelling-growth">Revolutionary innovations propelling growth</a>&nbsp;
<a href="https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/a-bigger-bolder-vision-how-cros-are-propelling-growth-from-the-c-suite">A bigger, bolder vision: How CROs are propelling growth from the C-suite</a>&nbsp;
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-top-performers-use-innovation-to-grow-within-and-beyond-the-core">How top performers use innovation to grow within and beyond the core</a>&nbsp;
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-innovation-can-accelerate-industry-momentum">How innovation can accelerate industry momentum</a>&nbsp;
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-eight-essentials-of-innovation">The eight essentials of innovation</a>&nbsp;

282. Investing in innovation: A pathway to resilient growth 

A small improvement in pricing can often drive greater value creation than larger cost or volume improvements. However, private equity (PE) funds face unique challenges in identifying and addressing pricing opportunities across diverse portfolio companies, often lacking the dedicated tools and expertise to do so effectively. In this episode, Brian Elliott, Jordan Jakubovitz, and Michelle Nguyen discuss how PE funds can address these challenges and achieve efficient growth.

Brian Elliott is a senior partner in our New Jersey office and co-leads our pricing practice across all sectors. Brandon Heriford is a partner in our Atlanta office, and co-leads our Periscope B2B pricing solution with Brian. Michelle Nguyen is an associate partner in our New York office, and is a leader in our Private Capital Practice, and Dhruv Sriram is a consultant in our Atlanta office and a core member of our software and tech practice.

Related insights

Global Private Markets Report 2025: Braced for shifting weather

How to navigate pricing during disinflationary times

Pricing: The next frontier of value creation in private equity

Is your pricing strategy cutting it?

McKinsey Insights on Strategy & Corporate Finance

McKinsey Strategy & Corporate Finance on LinkedIn

McKinsey Insights on Private Capital

 

A small improvement in pricing can often drive greater value creation than larger cost or volume improvements. However, private equity (PE) funds face unique challenges in identifying and addressing pricing opportunities across diverse portfolio companies, often lacking the dedicated tools and expertise to do so effectively. In this episode, Brian Elliott, Jordan Jakubovitz, and Michelle Nguyen discuss how PE funds can address these challenges and achieve efficient growth.
<a href="https://www.mckinsey.com/our-people/brian-elliott">Brian Elliott</a> is a senior partner in our New Jersey office and co-leads our pricing practice across all sectors. <a href="https://www.linkedin.com/in/brandon-heriford-5068b431/">Brandon Heriford</a> is a partner in our Atlanta office, and co-leads our Periscope B2B pricing solution with Brian. <a href="https://www.mckinsey.com/our-people/michelle-nguyen">Michelle Nguyen</a> is an associate partner in our New York office, and is a leader in our Private Capital Practice, and <a href="https://www.linkedin.com/in/dhruv-sriram/">Dhruv Sriram</a> is a consultant in our Atlanta office and a core member of our software and tech practice.
Related insights
<a href="https://www.mckinsey.com/industries/private-capital/our-insights/global-private-markets-report">Global Private Markets Report 2025: Braced for shifting weather</a>
<a href="https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/how-to-navigate-pricing-during-disinflationary-times">How to navigate pricing during disinflationary times</a>
<a href="https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/pricing-the-next-frontier-of-value-creation-in-private-equity">Pricing: The next frontier of value creation in private equity</a>
<a href="https://www.mckinsey.com/featured-insights/themes/is-your-pricing-strategy-cutting-it">Is your pricing strategy cutting it?</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights">McKinsey Insights on Strategy &amp; Corporate Finance</a>
<a href="https://www.linkedin.com/showcase/mckinsey-strategy-corporate-finance/posts/?feedView=all">McKinsey Strategy &amp; Corporate Finance on LinkedIn</a>
<a href="https://www.mckinsey.com/industries/private-capital/our-insights">McKinsey Insights on Private Capital</a>
&nbsp;

281. Pricing to create value across the private equity portfolio

Chris Nassetta has served as President and CEO of Hilton since 2007, leading the organization through some extraordinary challenges. Chris’s focus on a sustainable growth model and a brand-led, network-driven strategy has enabled Hilton to cultivate 25 brands and serve more than 250 million travelers annually. In today’s episode, Chris discusses this journey with Eric Kutcher, our North America Chair and Senior Partner, and shares what he’s learned about leadership along the way. Looking ahead, he explains why AI is the greatest gift for Hilton to deliver what customers want, whenever and wherever they want it.

Related Insights

CEO For All Seasons: Mastering the Cycles of Leadership

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

The Strategic CEO newsletter

Chris Nassetta has served as President and CEO of Hilton since 2007, leading the organization through some extraordinary challenges. Chris&rsquo;s focus on a sustainable growth model and a brand-led, network-driven strategy has enabled Hilton to cultivate 25 brands and serve more than 250 million travelers annually. In today&rsquo;s episode, Chris discusses this journey with Eric Kutcher, our North America Chair and Senior Partner, and shares what he&rsquo;s learned about leadership along the way. Looking ahead, he explains why AI is the greatest gift for Hilton to deliver what customers want, whenever and wherever they want it.
Related Insights
<a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/ceo-for-all-seasons">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.linkedin.com/newsletters/the-strategic-ceo-7236955032997216256/">The Strategic CEO newsletter</a>

280. Hilton President and CEO Chris Nassetta on culture, strategy, and reinvention

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;

Inside the Strategy Room

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