In this episode, we share advice and insights for new CEOs about how they can make a strong start in the role. Sean Brown is joined by Carolyn Dewar, a senior partner in our San Francisco office who is the founder and co-leader of our CEO Excellence Practice. She is also a co-author of last year’s NY Times bestseller, CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.

Joining Carolyn today is Kurt Strovink, a senior partner in our New York office and co-leader of our global CEO initiative. He serves as a counselor to CEOs across industries and is a co-author, with Carolyn, of the Mckinsey.com article, Starting strong: Making your CEO transition a catalyst for renewal.

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

If you would like to receive alerts on our latest insights, you can sign up at McKinsey.com/scf 

In this episode, we share advice and insights for new CEOs about how they can make a strong start in the role. Sean Brown is joined by <a href="https://www.mckinsey.com/our-people/carolyn-dewar">Carolyn Dewar</a>, a senior partner in our San Francisco office who is the founder and co-leader of our CEO Excellence Practice. She is also a co-author of last year’s NY Times bestseller, <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>
Joining Carolyn today is <a href="https://www.mckinsey.com/our-people/kurt-strovink">Kurt Strovink</a>, a senior partner in our New York office and co-leader of our global CEO initiative. He serves as a counselor to CEOs across industries and is a co-author, with Carolyn, of the Mckinsey.com article, <a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal">Starting strong: Making your CEO transition a catalyst for renewal.</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>
If you would like to receive alerts on our latest insights, you can sign up at <a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights">McKinsey.com/scf </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.

Advice and insights for new CEOs about how they can make a strong start in the role

152. How to make a strong start as a CEO

We're joined by Charles Conn and Rob McLean, AM, the co-authors of The Imperfectionists: Strategic Mindsets for Uncertain Times. 

Charles is an investor, environmentalist, and entrepreneur. He co-founded Monograph, a venture firm, and was previously CEO of the Rhodes Trust in Oxford. He is the Board Chair of Patagonia and sits on The Nature Conservancy European Council. He was the founding CEO of Ticketmaster-Citysearch and a partner at McKinsey & Company. 

Rob is a Director Emeritus of McKinsey & Company, a Trustee of The Nature Conservancy in Australia and Asia, and a Director of the Paul Ramsay Foundation, Australia’s largest philanthropic foundation. He is the former Dean of the Australian Graduate School of Management. He was a Fulbright Scholar at the Columbia University Graduate School of Business.

Rob and Charles' books can be found here: https://bulletproofproblemsolving.com/

You can also listen to their previous interview on Inside the Strategy Room or read the edited transcript on McKinsey.com. 

 

We're joined by Charles Conn and Rob McLean, AM, the co-authors of <a href="The%20Imperfectionists:%20Strategic%20Mindsets%20for%20Uncertain%20Times">The Imperfectionists: Strategic Mindsets for Uncertain Times</a>. Charles is an investor, environmentalist, and entrepreneur. He co-founded Monograph, a venture firm, and was previously CEO of the Rhodes Trust in Oxford. He is the Board Chair of Patagonia and sits on The Nature Conservancy European Council. He was the founding CEO of Ticketmaster-Citysearch and a partner at McKinsey &amp; Company.&nbsp; Rob is a Director Emeritus of McKinsey &amp; Company, a Trustee of The Nature Conservancy in Australia and Asia, and a Director of the Paul Ramsay Foundation, Australia&rsquo;s largest philanthropic foundation. He is the former Dean of the Australian Graduate School of Management. He was a Fulbright Scholar at the Columbia University Graduate School of Business.
Rob and Charles' books can be found here: <a href="https://bulletproofproblemsolving.com/">https://bulletproofproblemsolving.com/</a>
You can also listen to <a href="https://link.chtbl.com/x8aOezMq">their previous interview on Inside the Strategy Room</a> or read the <a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/want-better-strategies-become-a-bulletproof-problem-solver">edited transcript</a>&nbsp;on McKinsey.com.&nbsp;
<hr>
&nbsp;

231. Best of 2024 - Why strategists should embrace imperfection

Corporate boards face increased complexity today, with heightened geopolitical risk key among the concerns they must consider as they guide the companies they serve. In this episode, three experts on boards and geopolitics discuss how boards can best adapt to this new normal. Dominic Barton is board chair for the metals and mining company Rio Tinto, and also for the impact investment firm Leapfrog investments. He's also a senior advisor and partner at the AI investment firm Radical Ventures. Previously, Dom served as Canada’s ambassador to China. And before that he was a McKinsey senior partner who served as our global managing partner for three terms. Frithjof Lund is a senior partner who leads our Board Services Practice as well as our Norway office. He helps boards of directors improve corporate governance. Ziad Haider is a partner and our global director of geopolitical risk. He is based in our Singapore office, and counsels CXOs and boards on how to build out their capabilities to better understand, monitor, and mitigate geopolitical risk.

Related insights

Eye in the sky: Launching a geopolitical risk unit

Building geopolitical resilience: The people agenda

Geopolitical risk: Navigating a world in flux

Helping boards manage geopolitical risk with Jon Huntsman Jr.

How global companies can manage geopolitical risk

How three global companies navigate geopolitical risk to build resilience

Can your company remain global and if so, how?

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

McKinsey Strategy & Corporate Finance on LinkedIn

McKinsey Geopolitics

Corporate boards face increased complexity today, with heightened geopolitical risk key among the concerns they must consider as they guide the companies they serve.&nbsp;In this episode, three experts on boards and geopolitics discuss how boards can best adapt to this new normal.&nbsp;<a href="https://www.riotinto.com/en/about/board-of-directors/dominic-barton">Dominic Barton</a> is board chair for the metals and mining company Rio Tinto, and also for the impact investment firm Leapfrog investments. He's also a senior advisor and partner at the AI investment firm Radical Ventures. Previously, Dom served as Canada&rsquo;s ambassador to China. And before that he was a McKinsey senior partner who served as our global managing partner for three terms. <a href="https://www.mckinsey.com/our-people/frithjof-lund">Frithjof Lund </a>is a senior partner who leads our Board Services Practice as well as our Norway office. He helps boards of directors improve corporate governance. <a href="https://www.mckinsey.com/our-people/ziad-haider">Ziad Haider</a> is a partner and our global director of geopolitical risk. He is based in our Singapore office, and counsels CXOs and boards on how to build out their capabilities to better understand, monitor, and mitigate geopolitical risk. 
Related insights
<a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/eye-in-the-sky-launching-a-geopolitical-risk-unit">Eye in the sky: Launching a geopolitical risk unit</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/building-geopolitical-resilience-the-people-agenda">Building geopolitical resilience: The people agenda</a>
<a href="https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/geopolitical-risk-navigating-a-world-in-flux">Geopolitical risk: Navigating a world in flux</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/helping-boards-manage-geopolitical-risk-with-jon-huntsman-jr">Helping boards manage geopolitical risk with Jon Huntsman Jr.</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="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>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how">Can your company remain global and if so, how?</a>
<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.linkedin.com/showcase/mckinsey-strategy-&amp;-corporate-finance/">McKinsey Strategy &amp; Corporate Finance on LinkedIn</a>
<a href="https://www.mckinsey.com/capabilities/geopolitics/our-insights">McKinsey Geopolitics</a><a></a>

230. How  boards can tackle geopolitical risk

Too often, business transformation is treated as a short-term exercise or financial goal. In this episode, three of our transformation experts share the core elements of a sustained transformation, in which mindsets shift, expectations change, and new heights are reached.

Stephan Görner is a senior partner and the global co-leader of our Transformation Practice. He was joined by senior partner Michael Bucy and associate partner Rachel McKlindon.

Related insights

Sustaining the momentum of a transformation

Why isn’t your transformation showing up in the bottom line?

What is business transformation?

Losing from day one: Why even successful transformations fall short

To deliver a transformation’s full potential, put the front line first

The powerful role financial incentives can play in a transformation

How many people are really needed in a transformation?

McKinsey Insights on Transformation

McKinsey Transformation on LinkedIn 

 

 

Too often, business transformation is treated as a short-term exercise or financial goal. In this episode, three of our transformation experts share the core elements of a sustained transformation, in which mindsets shift, expectations change, and new heights are reached. <a href="https://www.mckinsey.com/capabilities/rts/our-people" data-attrib-id="link-200dacb8-2a34-416d-9f14-b04e6e0a3bf5">Stephan G&ouml;rner</a> is a senior partner and the global co-leader of our&nbsp;<a href="https://www.mckinsey.com/capabilities/transformation/our-insights">Transformation Practice</a>. He was joined by senior partner <a href="https://www.mckinsey.com/our-people/michael-bucy" data-attrib-id="link-a3bcd792-e6e5-49f9-94e3-b11ddc0b3210">Michael Bucy</a> and associate partner <a href="https://www.linkedin.com/in/rachel-mcklindon-3b03a653/" data-attrib-id="link-08818834-1ba7-4be4-9ca0-6f03847f697c">Rachel McKlindon</a>.
<hr>
<a></a>Related insights
<a href="https://www.mckinsey.com/capabilities/rts/our-insights/sustaining-the-momentum-of-a-transformation">Sustaining the momentum of a transformation</a>
<a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/why-isnt-your-transformation-showing-up-in-the-bottom-line">Why isn&rsquo;t your transformation showing up in the bottom line?</a>
<a href="https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-business-transformation">What is business transformation?</a>
<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/successful-transformations">Losing from day one: Why even successful transformations fall short</a>
<a></a><a href="https://www.mckinsey.com/locations/mckinsey-client-capabilities-network/our-work/strategic-and-change-communications/the-communications-exchange/to-deliver-a-transformations-full-potential-put-the-front-line-first">To deliver a transformation&rsquo;s full potential, put the front line first</a>
<a href="https://www.mckinsey.com/capabilities/transformation/our-insights/the-powerful-role-financial-incentives-can-play-in-a-transformation">The powerful role financial incentives can play in a transformation</a>
<a href="https://www.mckinsey.com/capabilities/transformation/our-insights/how-many-people-are-really-needed-in-a-transformation">How many people are really needed in a transformation?</a>
<a href="https://www.mckinsey.com/capabilities/transformation/our-insights">McKinsey Insights on Transformation</a>
<a href="https://www.linkedin.com/showcase/mckinsey-transformation/">McKinsey Transformation on LinkedIn</a>&nbsp;
&nbsp;
&nbsp;

152. How to make a strong start as a CEO

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