CEO insights
McKinsey’s latest thinking to equip CEOs with insights to set the direction, align the organization, mobilize through leaders, engage the Board, connect with stakeholders, and manage personal effectiveness.
Article - McKinsey Quarterly
Sending it forward: Successfully transitioning out of the CEO role
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Great CEOs know that the transition to their successor will define their legacy and cement the strength of what they’ve built. Here’s how they do it right.
Article - McKinsey Quarterly
Staying ahead: How the best CEOs continually improve performance
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After the heady first years in the job, CEOs must sustain momentum and high performance. Here are four ways to avoid complacency and create even more value.
Article - McKinsey Quarterly
Stepping up: Becoming a high-potential CEO candidate
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The road to becoming CEO is a difficult ascent for even the most seasoned leaders. Here are four keys to making the journey a success.
Article - McKinsey Quarterly
Starting strong: Making your CEO transition a catalyst for renewal
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The best CEOs use the first six to 12 months of their tenure as a moment of great personal transition and institutional renewal. There are four keys to success.
Article
How to reignite growth through adjacencies
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Advanced-industries companies that enter adjacent markets with the right approach can outgrow and outperform their peers.
Article
How innovative companies leverage tech to outperform
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Organizations with innovation cultures realize more value from strategic technology investments than their peers do, our latest...
Article
When a transaction forges a transformation
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An approach to M&A integrations that looks beyond combinatorial synergies can be the starting point for broader transformation....
Article
A new paradigm for our connected world?
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As geopolitical currents swirl, we examine the implications for trade and options for business leaders to foster global connections....
Survey
CEOs’ choice for growth: Building new businesses
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Business leaders and investors see now as an opportune time to build new businesses. New survey data reveals what’s really...
Article - McKinsey Quarterly
Innovative growers: A view from the top
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McKinsey research shows that a focus on aspiration, activation, and execution can help companies out-innovate and outgrow peers....
Interactive - MGI Research
Global trade explorer
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To navigate a more complex and challenging era requires deeper understanding of the full picture of the evolution of global trade...
Article - McKinsey Quarterly
Why the path of global wealth and growth matters for strategy
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There are four plausible scenarios for how global economics might unfold in the next decade. Here’s how companies can chart a...
Article
What every CEO should know about generative AI
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Generative AI is evolving at record speed while CEOs are still learning the technology’s business value and risks. Here,...
Article
Actions the best CEOs are taking in 2023
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Corporate leaders are addressing the risks while finding the opportunities in digital disruption, the economy, and geopolitical...
Article
The organization of the future: Enabled by gen AI, driven by people
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Generative AI can empower people—but only if leaders take a broad view of its capabilities and deeply consider its implications for the organization.
Article - McKinsey Quarterly
Some employees are destroying value. Others are building it. Do you know the difference?
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More than half of employees report being relatively unproductive at work. New research into six types of employees shows how...
Article
All change: The new era of perpetual organizational upheaval
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To flourish at a time when massive shifts are shaking their organizations, business leaders need to focus on the “superpowers”...
Article - McKinsey Quarterly
New leadership for a new era of thriving organizations
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Five leadership shifts can unleash an era of sustainable, inclusive growth for companies looking to outperform in this era of...
Report
The State of Organizations 2023: Ten shifts transforming organizations
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Organizations today face ten significant shifts. Here’s what to do about them.
Article
Reimagining people development to overcome talent challenges
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Organizations face a critical shortage of talent and skills. Investing in people can create a virtuous cycle that improves the...
Report - MGI Research
Performance through people: Transforming human capital into competitive advantage
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A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge.
Article - McKinsey Quarterly
The Great Attrition is making hiring harder. Are you searching the right talent pools?
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People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research...
Article
A single approach to culture transformation may not fit all
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It can be hard for organizations with many independent business units to achieve cohesion among them and transform their culture....
Article
Starting your board journey: Six steps to guide director hopefuls
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Serving on a corporate board can open new career vistas while rounding out your skills and experience. But how do you join one? Here are six steps to becoming a board member.
Commentary
Geopolitical resilience: The new board imperative
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Geopolitical risk is at the top of the CEO agenda. Board members can help by sharpening their understanding of the geopolitical...
Article
Four essential questions for boards to ask about generative AI
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Boards are responsible for how generative AI is used at the companies they oversee. Asking company leaders the right questions...
Survey
Five ways to increase your board’s long-term impact
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Directors are spending more time on their work, yet few say their boards are better at creating long-term value. Survey data...
Issue
The Board Perspective - Number 3
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A collection of McKinsey insights focusing on boards of directors
Podcast
Boards, talent, and culture
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Boards need to ensure that management walks the talk on culture and values.
Executive Briefing
How boards can help digital transformations
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Boards can add value to their business’s digital transformation in five specific areas.
Issue
The Board Perspective - Number 2
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A collection of McKinsey insights focusing on boards of directors
Executive Briefing - McKinsey Quarterly
The CEO guide to boards
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Greater responsibilities require increased commitments of time and energy.
Report
An affordable, reliable, competitive path to net zero
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A successful net-zero transition will require achieving not one objective but four. We offer a guide to getting it right.
Article
Full throttle on net zero: Creating value in the face of uncertainty
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To thrive amid shocks to the net-zero economy, leaders are shifting strategies to position themselves to win when the skies clear...
Article
Investors want to hear from companies about the value of sustainability
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Investors want companies to sharpen their equity story and clarify the value of their sustainability initiatives. Here’s what...
Article
The triple play: Growth, profit, and sustainability
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Revenue growth is good. Profitable growth is better. Profitable growth that advances ESG priorities is best. Here’s how...
Article
Barbarians at the gate?
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When activist investors knock at the door, companies can do themselves a favor and let them in.
Article
The investors that matter still want you to focus on the long term
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Our latest survey of chief investment officers of long-horizon equity funds shows (again) that they seek to invest in companies...
Article
Scaling green businesses: Next moves for leaders
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New challenges—and opportunities—have emerged for green business builders. A set of actions could help companies scale during...
Article - McKinsey Quarterly
Does ESG really matter—and why?
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Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is...
Article - McKinsey Quarterly
How to make ESG real
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While ESG is likely to evolve both in substance and name in the coming years, its underlying impulse is here to stay. Here’s...
Article
What makes a successful CEO?
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The CEO is the person ultimately responsible for the success of a company. Their job is to develop strategy and deploy the resources to deliver on it.
Article
Into all problem-solving, a little dissent must fall
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In today’s interconnected business environment, companies won’t be able to solve problems effectively without encouraging “contributory...
Book - Featured Insights
Deliberate Calm
A trio of McKinsey & Company veterans draws from a unique combination of psychology, neuroscience, and consciousness practices...
Article
Future proof: Solving the ‘adaptability paradox’ for the long term
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Just when leaders need fresh thinking and decisiveness, they tend to fall back on tried-and-true ways. Five actions can transform...
Article - McKinsey Quarterly
Purpose, not platitudes: A personal challenge for top executives
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To harness the power of corporate purpose, CEOs and other senior executives must pressure-test that purpose with their teams,...