McKinsey & Company: Recent Episodes
McKinsey & Company
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In this episode of the McKinsey Podcast, we look at how advanced manufacturing technology, such as AI and automation, is reshaping our factories.
In this episode of the McKinsey Podcast, we look at how many cities are using new technology to develop innovative traffic congestion solutions.
In this episode of the McKinsey Podcast, we look at how CMOs can combine data-driven marketing solutions with creativity and business leadership to drive growth.
In this episode of the McKinsey podcast, we look at the value of talent management and how businesses can fill critical roles to drive results.
In this episode of the McKinsey Podcast, we discuss the biggest 5G winners and losers as this emerging technology takes shape.
In this episode of the McKinsey Podcast, we sit down with Box CEO Aaron Levie and discuss the how to successfully start up and scale up a technology company.
In this episode of the McKinsey Podcast, we discuss the new field of AI ethics and how companies and governments can ethically deploy artificial intelligence.
In this episode of the McKinsey Podcast we answer the age old question: what is leadership? And how can companies help leaders to grow across the organization.
Players in the fashion industry remain less than optimistic about the runway ahead. But those that align with the dominant trends – namely, sustainability, digitization, and innovation – are most likely to prevail.
Over the last decade, Asia received half of all new investment in the global economy. Despite pockets of excellence, Asian companies have struggled to deliver strong returns on this influx of capital.
While the yellow metal does not tarnish or decay, the industry that mines, refines, and fashions gold is far less stable.
While the yellow metal does not tarnish or decay, the industry that mines, refines, and fashions gold is far less stable.
The competitive landscape is shifting across the region as consumer tastes change, new digital champions emerge, and governments deregulate.
We talk with two of our experts about their new research on corporate resilience and what differentiates companies that emerge from economic downturns stronger than they were going in. We'll share insights on preparing your organization for macroeconomic crises and why the next downturn may be very different from earlier ones.
Asia will account for more than half the global economy by 2040. What opportunities and risks lie ahead as ‘the Asian century’ unfolds?
Around the world, women participate in paid employment at lower rates and wages than men, and are less likely to be promoted. They also tend to work in different sectors. The implications are everyone’s business.
Across the developed world, health systems must adapt to aging populations, changing patient needs, and advances in technology that could both reduce costs and revolutionize clinical care.
Structured problem solving can be used to address almost any complex challenge in business or public policy.
Large-scale organizational change is more likely to stick if executives apply equal discipline and rigor to the “hard” and “soft” elements that matter.
Global energy demand is headed toward a plateau over the next ten to 20 years, as the world focuses on electrification, energy efficiency, and more service-driven economic growth.
Proven techniques can help address cognitive biases that often trip up even the most experienced executives.
The roles that create the most value in your organization may not be at the top. Getting the right people in these critical seats can turbocharge performance.
Marketing has been on the frontlines of the digital revolution, but the landscape has become much more complicated, requiring a focus on growth, data, and new modes of creativity.
Globalization isn’t in retreat, but it has morphed into a very different phenomenon, increasingly powered by trade in services and by intraregional trade.
With more than half the world’s population living in cities, congestion and pollution are worsening. Technology may hold the solution—but only if city governments and companies collaborate.
Management teams who engage positively with attackers may find activist campaigns bring ideas that create value and improve shareholder performance. We investigate the levers activists pull to improve the performance of target companies, activist investor trends globally, and how companies can respond positively when they are approached by activists.
As talk of an impending economic downturn takes hold in the business world, executives can take thoughtful steps to help their companies better weather the storm.
As talk of an impending economic downturn takes hold in the business world, executives can take thoughtful steps to help their companies better weather the storm.
A small number of factories worldwide have successfully combined automation, artificial intelligence, and the Internet of Things to achieve game-changing productivity gains. How did they do it, and what can we learn?
Research shows that companies can improve short- and long-term performance by focusing on a small number of carefully selected management practices.
Developing leaders at scale starts with a clear perspective on the leadership skills needed to execute strategy across the organization.
Next-generation mobile networks promise lower latency and higher speeds. Whether telcos can capture the value is less clear.
Next-generation mobile networks promise lower latency and higher speeds. Whether telcos can capture the value is less clear.
Executives and companies can enjoy the benefits of artificial intelligence while also being aware of potential drawbacks and taking careful steps to mitigate their effects.
Governments and companies have much work to do to protect people, institutions, and even entire cities and countries from potentially devastating large-scale cyberattacks.
Design, whether it’s of products or experiences, is not only about aesthetics but also about specific actions taken to boost revenues and customer engagement.
Leaders of high-intensity, high-performing organizations are beginning to recognize the important effects of mindfulness, exercise, and sleep on the body—and the brain.
Behavioral science has become a hot topic in companies and organizations trying to address the biases that drive day-to-day decisions and actions.
This budgeting concept allows senior-leadership teams to put their money where their strategy is, aligning resources with business priorities and setting the example from the top.
At the root of any good decision is categorizing what kind of decision needs to be made, by whom, and how quickly.
This operating model offers business leaders the opportunity for wins in customer experience, cost reduction, and prospects for growth.
Understanding the true principles of agile can give companies the ability to work quickly, boost efficiency and product success, and, ultimately, create real, lasting value.
By redirecting focus, wealth managers can successfully respond to challenges brought on by digital disruption, demographic shifts, and tighter regulation.
Artificial intelligence has the potential to create trillions of dollars of value across the economy—if business leaders work to understand what AI can and cannot do.
Executives serious about delivering value need to spend more time identifying their organizations’ top performers and most critical roles.
Successful CEOs combine winning strategies with compelling stories and constructive engagement with shareholders.
The fundamentals of change implementation are crucial for not only top-level executives but also frontline managers who are involved in the day-to-day work.
As companies begin to follow the principles of GDPR, the European Union directive on data protection, they must better understand what personal information really is and how to properly manage it.
The industry has taken a breather in 2018 as firms and their clients adapt to a new, more competitive normal.
Great strides have been made since 2008 to prevent a recurrence of the financial crisis and recession that followed. Yet there is more debt than ever in the global financial system.
Understanding how blockchain creates business value is essential for companies to identify the right use cases and move beyond small pilots to widespread adoption.
The cloud service cofounder and CEO talks about innovation, disruption, and harnessing the next big thing.
Managing employee performance successfully requires real support for managers and a process that is recognized as fair.
Why do some emerging economies grow rapidly while others languish? New research highlights the role of public policy, effective government, and globally competitive companies.
The right strategy can unlock strong, profitable growth, explain the authors of Africa’s Business Revolution.
Artificial intelligence in business: Separating the real from the hype by McKinsey & Company
Disruption, friction, and change: The hallmarks of a true transformation by McKinsey & Company
How the paper and forest-products industry thrives in the digital age by McKinsey & Company
Driving business growth by zeroing in on the consumer decision journey by McKinsey & Company
Facing up to digital disruption: Reinventing the core with bold business strategy by McKinsey & Company
Autonomous and electric cars, connectivity, and ridesharing are changing the way auto industry players think about value chains, data analytics, and manufacturing.
Tracking consumer sentiment can help companies understand the shifting landscape and improve customer experience.
New technology has the potential to drastically change work. How can we prepare today for the shifts that are coming tomorrow?
Corporate America’s gender-diversity programs are falling short. Companies need to think differently to ignite change.
Older customers will drive growth in developed markets. But few companies truly understand this segment—and its nuances.
Companies should view reorganization as a routine practice essential to remain competitive and keep pace with technological change and disruption.
A simple idea: update your operating model to be able to build small, self-contained teams that create change quickly and efficiently.
By reassessing where waste is most prevalent in their value chains, companies can learn to close those loops to get more from the resources and materials they use.
Companies in the region are transforming their digital operations to great effect and building some of the world’s most successful tech giants.
The driving forces of the country’s growth—including urbanization, a rising middle class, and increasing consumer spending—are ripe for companies to seize upon.
High-growth companies have differentiated themselves in sales through analytics, big data, and a focus on the changing technology landscape.
The country’s investment model for growth is losing steam. Shifting to a productivity-led model, it could add more than $5 trillion to its economy--if China can make the transition.
Autonomous vehicles seem to be inevitable. But what does that mean for car manufacturers, consumers, and safety?
Companies have more data at their disposal than ever before, but are they doing enough with it? Taking full advantage requires tackling legal, regulatory, and talent challenges.
New CEOs are faced with a bewildering array of choices, so it’s crucial for them to take a data-driven look at potentially major moves—and to know when to make them.
One of the biggest stories in Asian business is China’s One Belt, One Road initiative, an economic and diplomatic program that could transform trade.
Established companies are often late to spot mortal threats to their business model. Here’s how they should respond when industry disruption strikes.
Budget constraints and the rapid pace of technological change means governments must not only deliver services more effectively and efficiently, but truly prioritize citizens’ needs.
There's no silver bullet, but success requires being able to identify technologies, understand their implications, and deploy them in an effective, structured way in your organization.
Truly understanding customer needs may not only help companies not only improve the buying experience, but also their bottom line.
Confidence keeps rising among the country’s consumers, despite economic headwinds—but just what they are buying (and where and how) is evolving rapidly. Companies should pay attention.
Adapting your business amid increasing digital disruption isn’t about creating a list of digitization priorities but instead figuring how you are vulnerable to attack and where you can create value.
While global trade in goods remains flat, the cross-border flows of data are growing rapidly in an increasingly interconnected world, stimulating global efficiency and productivity.
Infusing your organization with a design-driven culture that puts the customer first may not only provide real, measurable results, but also a distinct competitive advantage.
Digital isn’t merely an add-on. It’s a way to think differently about business models, customer journeys, and organizational agility.
The key to combating high youth unemployment globally is forging stronger connections among employers, education providers, and youth themselves to build skills that lead to entry-level jobs in growth sectors, say McKinsey’s Mona Mourshed and Maria Novales-Flamarique
The global digital transformation has only just begun. In this episode of the McKinsey Podcast, McKinsey’s Paul Willmott and Jay Scanlan discuss how senior executives can raise the Digital Quotient of their companies.
Why do companies need to be more nimble? McKinsey’s Aaron De Smet and Chris Gagnon explain what’s driving organizational agility, why it matters, and what to do.
Tim Koller and Marc Goedhart, two of the coauthors of Valuation, McKinsey’s handbook on corporate valuation (now in its sixth edition), explain why focusing on current shareholders isn’t really a requirement of good business.
McKinsey principal James Kaplan reveals how senior leaders can better protect sensitive corporate and consumer information
McKinsey Global Institute director Jonathan Woetzel and MGI senior fellow Anu Madgavkar discuss the economic and ethical reasons why gender equality is a worthy goal.
McKinsey director Scott Nyquist offers his outlook on oil, shale gas, and the odds that renewable energy and electric cars will take off soon.
Why are some big companies simply better innovators? The leaders of McKinsey’s Innovation Practice, Nathan Marston and Erik Roth, explain the critical factors.