Although every company wants to grow, only one in four is able to do so profitably and maintain that growth over time. This week, Sean speaks with three of our growth experts about the mindsets and behaviors of successful growth outperformers. Jill Zucker is a senior partner and former managing partner of our New York office. She co-leads our global growth transformation work and serves financial services firms, including wealth managers, asset managers, insurance companies, global banks, and private equity. Rebecca Doherty is a partner in our Bay Area office and co-leader of our global Strategic Growth and Innovation Practice. She works with healthcare, industrial, and technology clients to define and execute value-creating growth road maps. Kate Siegel is a partner in our Detroit office and a leader in our Strategy and Corporate Finance Practice. She counsels CEOs and executive teams to develop holistic growth strategies, pursue organic and inorganic M&A, and attain profitable growth aspirations. Related Insights How top performers use innovation to grow within and beyond the core Breaking the mold: Five behaviors of leading growth transformers How to reignite growth through adjacencies Innovative growers: A view from the top Courageous growth: Six strategies for continuous growth outperformance The triple play: Growth, profit, and sustainabilitySupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information
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251. Driving transformational behavior change at scale
Transformation is a complex undertaking that relies heavily on achieving behavioral change within an organization. Three McKinsey transformation and organizational health experts talk this week about the common pitfalls companies face when attempting to transform, and share tips for avoiding them. Rajesh Krishnan is a senior partner in our New York office and a leader in our Transformation Practice. He counsels clients on identifying and delivering transformative and sustainable performance improvements, and is a founder of our capability building solution, the Ability to Execute or A2E. Tiffany Vogel is a partner in our Miami office, and is an expert in change management, leadership development, and agile product development. She focuses on financial institutions and state governments, and also serves on the faculty at the University of Southern California Marshall School of Business. And Matthew Schrimper is an associate partner in our Boston office. He helps clients improve performance through organizational change, and has expertise in large-scale transformations, culture and change management, as well as talent and operating model design. Related insights Breaking the mold: Five behaviors of leading growth transformers Transformation with a capital T How seven steps can help midsize industrials crack the transformation code What does it take to run a healthy organization? Find out with this quiz Help your employees find purpose—or watch them leave What makes an organization ‘healthy’? The yin and yang of organizational health McKinsey Insights on Transformation McKinsey Transformation on LinkedIn McKinsey Strategy & Corporate Finance on LinkedInSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information
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250. Building geopolitical resilience: A conversation with Michèle Flournoy
In this episode, Michèle Flournoy joins Andy West to share her perspectives on how companies can build their geopolitical resilience. Michèle is the Co-Founder and Managing Partner of WestExec Advisors, a strategic advisory firm that helps CEOs and investors navigate geopolitical risks and opportunities. She served the US government as Under Secretary of Defense for Policy from February 2009 to 2012 and was the principal advisor to the Secretary of Defense. In January 2007, Michèle co-founded the Center for a New American Security – a bipartisan think tank dedicated to developing strong, pragmatic, and principled national security policies. She served as its President until 2009, returned as CEO in 2014, and today serves as the Chair. Andy West is a senior partner and the global coleader of our Strategy and Corporate Finance Practice. Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement. Related Insights Tariffs and global trade: The economic impact on business Navigating tariffs with a geopolitical nerve center Tariffs on the move? A guide for CEOs for 2025 and beyond How American business can prosper in the new geopolitical era. Insights from McKinsey and Company’s Geopolitics PracticeSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information
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249. Becoming CEO, just in time for global crisis: David Gitlin, Chairman and CEO of Carrier Global Corporation
David Gitlin is Chairman and CEO of Carrier Global Corporation, a global leader in intelligent climate and energy solutions. With prior senior leadership roles in aerospace and manufacturing and extensive expertise across safety and operational excellence, David led the much-lauded 2020 Carrier spin-off from United Technologies—as the world grappled with the COVID-19 pandemic. In this episode, McKinsey senior partner and North America Chair, Eric Kutcher, talks with David about his journey as a CEO during a crisis, and explores his insights on rallying leadership, the board, and 50,000 employees across 160 countries to excel in their roles. This podcast was recorded on March 31, 2025.Related insightsHow Judy Marks leads Otis Worldwide Corporation through uncertainty and technological evolutionThe art of 21st-century leadership: From succession planning to building a leadership factoryAuthor Talks: IBM’s Ginni Rometty on leading with ‘good power’Getting fit for growth: The leadership mindsets and behaviors that matterCEO PerspectivesSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information
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248. Taking a proactive approach to geopolitics
As geopolitical trends bring increased uncertainty and risk, CEOs and other business leaders can take action to get and stay ahead of it all. This week Sean speaks with three McKinsey experts on geopolitical risk about how organizations can build resilience to address continued global uncertainty. Cindy Levy is a senior partner in our London office and the global co-leader of our Geopolitics Practice. She previously led our Global Risk and Resilience and our United Kingdom Financial Services Practices, and she works with financial institutions on strategy, corporate finance, enterprise risk management, and culture. Shubham Singhal is a senior partner in our Detroit office and co-leads our Geopolitics Practice with Cindy. He previously led our healthcare, public sector, and social sector practices, as well as our efforts to help clients respond to the COVID-19 pandemic. Olivia White is a senior partner in our Bay Area office and a director of the McKinsey Global Institute. She advises leading financial institutions and other global firms on a wide range of issues across strategy, growth, risk and resilience. Related insights How American business can prosper in the new geopolitical era Navigating the new geopolitical uncertainty Geopolitics and the geometry of global trade: 2025 update Tariffs on the move? A guide for CEOs for 2025 and beyond A proactive approach to navigating geopolitics is essential to thrive Dependency and depopulation? Confronting the consequences of a new demographic reality Can your company remain global and if so, how? Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information
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.
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