<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> McKinsey senior partner Celia Huber, who leads our board services work in North America, talks with three seasoned board directors about the role boards are playing in guiding their companies toward recovery from the COVID-19 crisis. Nora Aufreiter sits on the board of Scotiabank, supermarket operator Kroger, and real estate developer Cadillac Fairview, as well as a Toronto hospital. Peter Bissonis an independent director on the boards of HR services company ADP and research firm Gartner and Margaret (Peggy) Mulligan serves on the boards of Canadian Western Bank and mining company New Gold. The panel discussion was hosted by Canada’s Institute of Corporate Directors. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347437716e6c7571366d6275&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d7468652d626f617264732d726f6c652d647572696e672d6372697369732d616e642d6265796f6e642e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347437716e6c7571366d6275&he=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"> <img src="//podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347437716e6c7571366d6275&he=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"> Listen to the podcast (duration: 40:30) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4t7qnluq6mbu" width="1" height="1" border="0"/>

Inside the Strategy Room

The board’s role during crisis and beyond

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Budgeting for the coming calendar year entails unique challenges, given the uncertainty about the pandemic’s continuing impact. In this episode, Ankur Agrawal, Christian Grube, Matthew Maloney, and Ishaan Seth, all co-authors of the McKinsey.com article, “Memo to the CFO: A new approach to 2021 budgeting starts now,”discuss how CFOs and other business leaders should adapt their budget process for the uncertain times. They were joined by Steven M. Sterin, an independent director on the boards of DuPont and Kosmos Energy, who is the former CFO of two Fortune 500 companies: Endeavor (now a part of Marathon) and Celanese. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347430676e6932366c6b3630&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d6275646765742d706c616e6e696e672d666f722d323032312e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347430676e6932366c6b3630&he=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"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347430676e6932366c6b3630&he=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"> Listen to the podcast (duration: 37:50) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4t0gni26lk60" width="1" height="1" border="0"/>

Budget planning for 2021

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In recent months, many companies have rushed to build digital businesses to overcome pandemic-induced disruptions and address shifts in customer behavior. In this episode, we explore how to develop a digital offering quickly and effectively despite ongoing economic uncertainty. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334737074356233346a657373&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d6275696c64696e672d612d67726561742d6469676974616c2d627573696e6573732e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334737074356233346a657373&he=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"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334737074356233346a657373&he=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"> Listen to the podcast (duration: 32:43) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4spt5b34jess" width="1" height="1" border="0"/>

Building a great digital business

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Senior partner Celia Huber speaks with Laxman Narasimhan, the CEO of Reckitt Benckiser. The UK-based global consumer-goods company focuses on products in health, hygiene, and nutrition categories, some of which saw massive demand spikes during the height of the pandemic. Before joining the company, Narasimhan held various senior roles at PepsiCo, most recently that of global chief commercial officer. He is also a former McKinsey senior partner. In this interview, recorded in early July, he shares his perspective on maintaining resilience through the COVID-19 crisis, staying connected while working remotely, and how the company’s purpose helped it navigate the pandemic. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633473653038756f7271327364&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d6c61786d616e2d6e61726173696d68616e2d63656f2d6f662d7265636b6974742d62656e636b697365722d6f6e2d636f72706f726174652d707572706f73652d647572696e672d612d6372697369732e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633473653038756f7271327364&he=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"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633473653038756f7271327364&he=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"> Listen to the podcast (duration: 28:18) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4se08uorq2sd" width="1" height="1" border="0"/>

Laxman Narasimhan, CEO of Reckitt Benckiser, on corporate purpose during a crisis

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In this episode Simon Mulcahy, Salesforce’s executive vice president and chief innovation officer, discusses the ways the COVID-19 crisis has reshaped the sales function, and how Salesforce orchestrates innovation inside the company and with customers. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347363303730303868326463&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d7468652d636f6d6d69747465642d696e6e6f7661746f722d616e2d696e746572766965772d776974682d73616c6573666f726365732d73696d6f6e2d6d756c636168792e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347363303730303868326463&he=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"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347363303730303868326463&he=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"> Listen to the podcast (duration: 25:54) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4sc07008h2dc" width="1" height="1" border="0"/>

The committed innovator: An interview with Salesforce’s Simon Mulcahy

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> We hear from two award-winning American economists about how capitalism and corporate purpose could evolve to more broadly benefit society, especially in this current time of crisis. Yuval Atsmon, a senior partner in our London office, spoke with professor Anne Case and Nobel prize winner, Angus Deaton, about their new book, ‘Deaths of Despair and the Future of Capitalism’. Their book, which has been short-listed for the 2020 Financial Times and McKinsey Business Book of the Year, highlights the social and economic forces negatively impacting the working class, which they argue fosters inequality and undermines society. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633473326f6665306676703168&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d707572706f73652d616e642d7468652d6675747572652d666f722d6361706974616c69736d2e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633473326f6665306676703168&he=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"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633473326f6665306676703168&he=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"> Listen to the podcast (duration: 30:24) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4s2ofe0fvp1h" width="1" height="1" border="0"/>

Purpose and the future for capitalism

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Nigel Hughes, head of R&D and Innovation at Kellogg Company, speaks with Stacey Haas, who heads up McKinsey’s Consumer Innovation practice, and Erik Roth, who leads McKinsey’s innovation work globally. Hear Nigel’s perspective on the evolution of the CPG industry’s approach to innovation and how Kellogg itself is being solution-based and partnering with other organizations in its pursuit of growth <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347269616e33673233756235&he=68747470732533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d7468652d636f6d6d69747465642d696e6e6f7661746f722d616e2d696e746572766965772d776974682d6b656c6c6f6767732d6e6967656c2d687567686573322e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347269616e33673233756235&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e6573253236707525334468747470732532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d7468652d636f6d6d69747465642d696e6e6f7661746f722d616e2d696e746572766965772d776974682d6b656c6c6f6767732d6e6967656c2d687567686573322e6d7033253236706e253344546865253242636f6d6d6974746564253242696e6e6f7661746f722532353341253242416e253242696e74657276696577253242776974682532424b656c6c6f6767253235453225323538302532353939732532424e6967656c253242487567686573"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347269616e33673233756235&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e6573253236707525334468747470732532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d7468652d636f6d6d69747465642d696e6e6f7661746f722d616e2d696e746572766965772d776974682d6b656c6c6f6767732d6e6967656c2d687567686573322e6d7033253236706e253344546865253242636f6d6d6974746564253242696e6e6f7661746f722532353341253242416e253242696e74657276696577253242776974682532424b656c6c6f6767253235453225323538302532353939732532424e6967656c253242487567686573"> Listen to the podcast (duration: 30:15) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4rian3g23ub5" width="1" height="1" border="0"/>

The committed innovator: An interview with Kellogg’s Nigel Hughes

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Today we'll cover the two remaining shifts CEOs are making in this moment; embracing stakeholder capitalism and leveraging peer networks. Sharing their insights on this topic with us today are Carolyn Dewar who co-leads our CEO Excellence work, and Monica Murarka who is a senior expert and leader also of the McKinsey’s CEO Excellence work. We are also joined by Kurt Strovink, the leader of McKinsey’s global insurance sector. Kurt has also led McKinsey initiatives for CEOs across industries. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334727562376e756b67746331&he=68747470732533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d696e2d636f6e766572736174696f6e2d7468652d63656f2d6d6f6d656e742d657069736f64652d322e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334727562376e756b67746331&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e6573253236707525334468747470732532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d696e2d636f6e766572736174696f6e2d7468652d63656f2d6d6f6d656e742d657069736f64652d322e6d7033253236706e253344496e253242636f6e766572736174696f6e253235334125324254686525324243454f2532426d6f6d656e742e253242457069736f646525324232"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334727562376e756b67746331&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e6573253236707525334468747470732532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d696e2d636f6e766572736174696f6e2d7468652d63656f2d6d6f6d656e742d657069736f64652d322e6d7033253236706e253344496e253242636f6e766572736174696f6e253235334125324254686525324243454f2532426d6f6d656e742e253242457069736f646525324232"> Listen to the podcast (duration: 13:52) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4rub7nukgtc1" width="1" height="1" border="0"/>

In conversation: The CEO moment. Episode 2

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> The COVID-19 crisis has put CEOs and the organizations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for chief executives to evolve the nature and impact of their role. The authors of a McKinsey Quarterly article, “The CEO moment: Leadership for a new era,” describe the shifts that top-performing CEOs have taken in how they lead—changes that have the potential to permanently transform the CEO role. Carolyn Dewar co-leads our CEO Excellence work, and Monica Murarka is a senior expert and leader also of the Firm’s CEO Excellence work. Kurt Strovink is the leader of McKinsey’s global insurance sector and has led Firm initiatives for CEOs across industries <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633472746671687674696b6772&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d696e2d636f6e766572736174696f6e2d7468652d63656f2d6d6f6d656e742d657069736f64652d312e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633472746671687674696b6772&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d696e2d636f6e766572736174696f6e2d7468652d63656f2d6d6f6d656e742d657069736f64652d312e6d7033253236706e253344496e253242636f6e766572736174696f6e253235334125324254686525324243454f2532426d6f6d656e742e253242457069736f646525324231"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633472746671687674696b6772&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d696e2d636f6e766572736174696f6e2d7468652d63656f2d6d6f6d656e742d657069736f64652d312e6d7033253236706e253344496e253242636f6e766572736174696f6e253235334125324254686525324243454f2532426d6f6d656e742e253242457069736f646525324231"> Listen to the podcast (duration: 22:19) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4rtfqhvtikgr" width="1" height="1" border="0"/>

In conversation: The CEO moment. Episode 1

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> One of the perennial questions corporate leaders ask is which businesses their company should be in.Our recent article, “Why you’ve got to put your portfolio on the move,” suggests that regularly changing the portfolio mix in response to market trends is the surest path to outperformance. During our European M&A conference in London, which took place earlier this year, two of the article’s authors discussed their research on portfolio transformation, based on an analysis of detailed financial results of more than 1,000 of the world’s largest public companies. Andy West is a senior partner and the global co leader of our M&A practice and Sandra Andersen is an associate partner, also in the M&A practice. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633472717363346f7438336e61&he=68747470732533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d7768792d796f752d6e6565642d746f2d6b6565702d6368616e67696e672d796f75722d636f6d70616e79732d627573696e6573732d6d69782e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633472717363346f7438336e61&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e6573253236707525334468747470732532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d7768792d796f752d6e6565642d746f2d6b6565702d6368616e67696e672d796f75722d636f6d70616e79732d627573696e6573732d6d69782e6d7033253236706e253344576879253242796f752532426e656564253242746f2532426b6565702532426368616e67696e67253242796f7572253242636f6d70616e7925323545322532353830253235393973253242627573696e6573732532426d6978"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633472717363346f7438336e61&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e6573253236707525334468747470732532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d7768792d796f752d6e6565642d746f2d6b6565702d6368616e67696e672d796f75722d636f6d70616e79732d627573696e6573732d6d69782e6d7033253236706e253344576879253242796f752532426e656564253242746f2532426b6565702532426368616e67696e67253242796f7572253242636f6d70616e7925323545322532353830253235393973253242627573696e6573732532426d6978"> Listen to the podcast (duration: 24:15) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4rqsc4ot83na" width="1" height="1" border="0"/>

Why you need to keep changing your company’s business mix

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In this episode we present a panel discussion on how companies are using corporate purpose to guide their response to the COVID-19 crisis and the nascent recovery. Bruce Simpson, a McKinsey senior partner and co-author of the recent article, “Demonstrating corporate purpose in the time of coronavirus,” talks with four senior executives who have firsthand experience of establishing and driving purpose in their organizations: Rona Hulbert, general manager at British multinational retailer Marks and Spencer Group; Hubert Joly, former CEO and executive chair of Best Buy; Roma McCaig, vice president at Campbell’s Soup Company who leads corporate responsibility and environmental sustainability programs; and Rory Simpson, global chief learning officer at Telefónica and leader of the Telefónica Corporate University. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334726431346b64356d633063&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d436f72706f726174652d707572706f73652d647572696e672d6372697369732d616e642d6265796f6e642e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334726431346b64356d633063&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436f72706f726174652d707572706f73652d647572696e672d6372697369732d616e642d6265796f6e642e6d7033253236706e253344436f72706f72617465253242707572706f73652532353243253242647572696e67253242637269736973253242616e642532426265796f6e64"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a3130303030316334726431346b64356d633063&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436f72706f726174652d707572706f73652d647572696e672d6372697369732d616e642d6265796f6e642e6d7033253236706e253344436f72706f72617465253242707572706f73652532353243253242647572696e67253242637269736973253242616e642532426265796f6e64"> Listen to the podcast (duration: 27:59) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4rd14kd5mc0c" width="1" height="1" border="0"/>

Corporate purpose, during crisis and beyond

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> For many business leaders wrestling with the challenges of the coronavirus pandemic, growth may seem like a distant priority. However, once the health of employees is protected and the business is secured, many executives will quickly shift their focus to restarting the stalled growth engine. A recent McKinsey.com article reports that only one in ten companies manage to outperform on growth both during downturns and during the subsequent recovery. Today we speak with the article’s authors about what these through-cycle outperformers do differently.    Rebecca Doherty is a partner in our San Francisco office, and leads our Growth Strategy service line globally. Anna Koivuniemi is a partner in our Amsterdam office, and leads our Growth Analytics globally. Their article, Rev up your growth engine: Lessons from through cycle outperformers, is available now on mckinsey.com.  <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347172643375673136337565&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d47726f7774682d7468726f7567682d612d646f776e7475726e2e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347172643375673136337565&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d47726f7774682d7468726f7567682d612d646f776e7475726e2e6d7033253236706e25334447726f7774682532427468726f75676825324261253242646f776e7475726e"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347172643375673136337565&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d47726f7774682d7468726f7567682d612d646f776e7475726e2e6d7033253236706e25334447726f7774682532427468726f75676825324261253242646f776e7475726e"> Listen to the podcast (duration: 25:34) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4qrd3ug163ue" width="1" height="1" border="0"/>

Growth through a downturn

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> As companies focus on navigating through the COVID-19 pandemic, many are putting innovation on the back burner. But as two of McKinsey’s top experts on innovation explain, these organizations may miss out on rare opportunities to reinvent their businesses for the post-crisis era.  We hear from Laura Furstenthal who leads our innovation practice in North America, serving clients in a range of industries on innovation transformations. And Erik Roth, the global leader of McKinsey’s innovation practice who advises companies on innovation strategy, new product development, business model creation, culture change, and R&D management. They are co-authors of the recent article McKinsey.com article, “Innovation in a crisis: Why it is more critical than ever.” <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633471646431326b3535686663&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d496e6e6f766174696f6e2d696e2d612d6372697369732e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633471646431326b3535686663&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d496e6e6f766174696f6e2d696e2d612d6372697369732e6d7033253236706e253344496e253242636f6e766572736174696f6e2532353341253242496e6e6f766174696f6e253242696e25324261253242637269736973"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a313030303031633471646431326b3535686663&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d496e6e6f766174696f6e2d696e2d612d6372697369732e6d7033253236706e253344496e253242636f6e766572736174696f6e2532353341253242496e6e6f766174696f6e253242696e25324261253242637269736973"> Listen to the podcast (duration: 32:03) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4qdd12k55hfc" width="1" height="1" border="0"/>

In conversation: Innovation in a crisis

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Among the many factors companies weigh when embarking on mergers and acquisitions, culture is one that often gets short shrift. Yet it often plays a crucial role in a deal’s success or failure. In this episode Becky Kaetzler, a leader in McKinsey’s M&A practice, explains how to conduct cultural due diligence to help ensure a deal fulfills its goals. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347137653561663839376638&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d43756c747572652d696e2d4d616e64412e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347137653561663839376638&he=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"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347137653561663839376638&he=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"> Listen to the podcast (duration: 15:38) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4q7e5af897f8" width="1" height="1" border="0"/>

In conversation: Culture in M&A

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In this episode Erik Roth, who leads McKinsey’s global innovation practice, interviews Kevin O’Leary as part of our ongoing series on innovation. The Canadian entrepreneur, best known as one of the investors featured on the American reality TV series Shark Tank, shares his bets on innovation’s next frontier. <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347133673264316370693466&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d436f6d6d697474696e672d746f2d696e6e6f766174696f6e2d412d64697363757373696f6e2d776974682d696e766573746f722d4b6576696e2d4f4c656172792e6d7033">Read more &#62;</a> <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347133673264316370693466&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436f6d6d697474696e672d746f2d696e6e6f766174696f6e2d412d64697363757373696f6e2d776974682d696e766573746f722d4b6576696e2d4f4c656172792e6d7033253236706e253344436f6d6d697474696e67253242746f253242696e6e6f766174696f6e25323533412532424125324264697363757373696f6e25324277697468253242696e766573746f722532424b6576696e2532424f2532354532253235383025323539394c65617279"> <img src="https://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="https://podcasts.mckinsey.com:443/l?r=misc&s=_misc&i=6c633a31303030303163347133673264316370693466&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436f6d6d697474696e672d746f2d696e6e6f766174696f6e2d412d64697363757373696f6e2d776974682d696e766573746f722d4b6576696e2d4f4c656172792e6d7033253236706e253344436f6d6d697474696e67253242746f253242696e6e6f766174696f6e25323533412532424125324264697363757373696f6e25324277697468253242696e766573746f722532424b6576696e2532424f2532354532253235383025323539394c65617279"> Listen to the podcast (duration: 29:55) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="https://podcasts.mckinsey.com:443/iop.gif?r=misc&s=_misc&i=lc%3A100001c4q3g2d1cpi4f" width="1" height="1" border="0"/>

Committing to innovation: A discussion with investor Kevin O’Leary

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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Inside the Strategy Room

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