<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="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347172643375673136337565&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d47726f7774682d7468726f7567682d612d646f776e7475726e2e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347172643375673136337565&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d47726f7774682d7468726f7567682d612d646f776e7475726e2e6d7033253236706e25334447726f7774682532427468726f75676825324261253242646f776e7475726e"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/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="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4qrd3ug163ue" width="1" height="1" border="0"/>

Inside the Strategy Room

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="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633471646431326b3535686663&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d496e6e6f766174696f6e2d696e2d612d6372697369732e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633471646431326b3535686663&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d496e6e6f766174696f6e2d696e2d612d6372697369732e6d7033253236706e253344496e253242636f6e766572736174696f6e2532353341253242496e6e6f766174696f6e253242696e25324261253242637269736973"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/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="http://podcasts.mckinsey.com/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="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347137653561663839376638&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d496e2d636f6e766572736174696f6e2d43756c747572652d696e2d4d616e64412e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347137653561663839376638&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/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="http://podcasts.mckinsey.com/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="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347133673264316370693466&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d436f6d6d697474696e672d746f2d696e6e6f766174696f6e2d412d64697363757373696f6e2d776974682d696e766573746f722d4b6576696e2d4f4c656172792e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347133673264316370693466&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436f6d6d697474696e672d746f2d696e6e6f766174696f6e2d412d64697363757373696f6e2d776974682d696e766573746f722d4b6576696e2d4f4c656172792e6d7033253236706e253344436f6d6d697474696e67253242746f253242696e6e6f766174696f6e25323533412532424125324264697363757373696f6e25324277697468253242696e766573746f722532424b6576696e2532424f2532354532253235383025323539394c65617279"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/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="http://podcasts.mckinsey.com/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

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In this episode we try to answer two urgent questions: how should governments approach the different possible paths to reopening their economies? And what is needed to spur businesses and consumers to start spending again?  Two McKinsey senior partners who have been deeply involved in helping companies navigate the coronavirus pandemic discuss the current uncertainty and its impact on economic recovery. Penny Dash leads the healthcare systems and services practice in Western Europe while Sven Smit co-chairs the McKinsey Global Institute and is a member of McKinsey’s Shareholders Council.  For more read our recent article, https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/crushing-coronavirus-uncertainty-the-big-unlock-for-our-economies <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347075726b3262746f637637&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d43686f6f73696e672d7468652d72696768742d706174682d746f2d756e6c6f636b2d7468652d65636f6e6f6d792e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347075726b3262746f637637&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347075726b3262746f637637&he=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"> Listen to the podcast (duration: 23:11) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4purk2btocv7" width="1" height="1" border="0"/>

Choosing the right path to unlock the economy

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Hubert Joly, the former CEO and now executive chairman of Best Buy, speaks with Becca Coggins, a leader in McKinsey’s global retail practice, about Best Buy’s organizational transformation and how the coronavirus pandemic is changing the key measures of performance.This interview was recorded at the 2020 Global Business Leaders Forum, which was held online. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347073737265666571386879&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d5472616e73666f726d6174696f6e2d616e642d726573696c69656e63652d416e2d696e746572766965772d776974682d426573742d427579732d6578656375746976652d63686169726d616e2d4875626572742d4a6f6c792e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347073737265666571386879&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347073737265666571386879&he=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"> Listen to the podcast (duration: 43:54) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4pssrefeq8hy" width="1" height="1" border="0"/>

Transformation and resilience: An interview with Best Buy’s executive chairman Hubert Joly

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> The coronavirus outbreak is shaping up to be the biggest economic crisis since World War II. The challenges associated with the virus are much larger than companies are used to dealing with, and firms need to have an adaptable operating model that can withstand an extraordinary level of uncertainty. How can companies adjust their business recovery responses according to the shifting time-frames? <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470706a75676c6662733471&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d506c616e6e696e672d61686561642d6f662d7468652d6372697369732e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470706a75676c6662733471&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470706a75676c6662733471&he=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"> Listen to the podcast (duration: 31:54) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4ppjuglfbs4q" width="1" height="1" border="0"/>

Planning ahead of the crisis

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In early April we sat down with two leaders from the McKinsey Global Institute to discuss their perspectives on how the long-term, structural trends driving global disruption are now intersecting with the current economic and health crisis. Jonathan Woetzel is a senior partner and director of the McKinsey Global Institute. He joined us from his home in the Los Angeles area. Susan Lund is a partner and leads MGI’s research on global financial markets, trade, labor markets, and the macroeconomic outlook. She joined us from her home in Washington, DC. This discussion took place during our 2020 Global Business Leaders Forum, which we held online this year. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347070687572746331677134&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d4e617669676174696e672d756e707265636564656e7465642d64697372757074696f6e2e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347070687572746331677134&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d4e617669676174696e672d756e707265636564656e7465642d64697372757074696f6e2e6d7033253236706e2533444e617669676174696e67253242756e707265636564656e74656425324264697372757074696f6e"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163347070687572746331677134&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d4e617669676174696e672d756e707265636564656e7465642d64697372757074696f6e2e6d7033253236706e2533444e617669676174696e67253242756e707265636564656e74656425324264697372757074696f6e"> Listen to the podcast (duration: 29:32) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4pphurtc1gq4" width="1" height="1" border="0"/>

Navigating unprecedented disruption

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In this episode, McKinsey contributor Cam MacKellar talks with two senior partners, Chris Bradley and Wesley Walden, about their research on improving the results of business transformation efforts. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334706c7236716b6a6239716a&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d4d616b696e672d796f75722d627573696e6573732d7472616e73666f726d6174696f6e2d737469636b2e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334706c7236716b6a6239716a&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d4d616b696e672d796f75722d627573696e6573732d7472616e73666f726d6174696f6e2d737469636b2e6d7033253236706e2533444d616b696e67253242796f7572253242627573696e6573732532427472616e73666f726d6174696f6e253242737469636b"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334706c7236716b6a6239716a&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d4d616b696e672d796f75722d627573696e6573732d7472616e73666f726d6174696f6e2d737469636b2e6d7033253236706e2533444d616b696e67253242796f7572253242627573696e6573732532427472616e73666f726d6174696f6e253242737469636b"> Listen to the podcast (duration: 27:58) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4plr6qkjb9qj" width="1" height="1" border="0"/>

Making your business transformation stick

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> The COVID crisis has dominated headlines - and our lives - and it’s still not clear when and how we will return to the world we knew. Many questions remain. How will communities, businesses, and governments continue to respond to the crisis and what are the range of possible scenarios for decision makers to consider?To offer some perspective on these questions we feature a recent conversation between Sven Smit and Francisco Ortega. Sven is a senior partner at McKinsey, based in Amsterdam and is co-chair of the McKinsey Global Institute. He recently co-authored the article “Safeguarding our lives and our livelihoods,” which forms the basis of this discussion. Francisco is a senior partner based in our Buenos Aires office and serves as Managing Partner for Spanish Latin America. Sven and Francisco spoke via video conference in mid-April. This is an edited version of their conversation. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470686f3670616335337166&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d50726f74656374696e672d6f75722d6c697665732d616e642d6f75722d6c6976656c69686f6f64732d66726f6d2d636f726f6e6176697275732e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470686f3670616335337166&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470686f3670616335337166&he=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"> Listen to the podcast (duration: 30:21) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4pho6pac53qf" width="1" height="1" border="0"/>

Protecting our lives and our livelihoods from coronavirus

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> McKinsey partner Yuval Atsmon talks with three top US Air Force and Navy leaders about what corporate executives can learn from the practices of military commanders. Michael Donley served as the 22nd secretary of the United States Air Force. He has 30 years of experience in the national security community, including service on the staffs of the United States Senate, White House, and Pentagon. Robert Kehleris a retired United States Air Force general who served as commander of the US Strategic Command and of Air Force Space Command, among other positions. Eric Olsonis a retired United States Navy admiral who headed the US Special Operations Command. He is also the first Navy SEAL to be appointed to three-star and four-star flag rank. Yuval Atsmon—himself a former tank commander—is the author of the new article “Lessons from the generals: Decisive action amid the chaos of crisis.” <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470686f6266326336366474&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d5468652d7761722d6f6e2d7468652d636f726f6e6176697275732e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470686f6266326336366474&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d5468652d7761722d6f6e2d7468652d636f726f6e6176697275732e6d7033253236706e2533445468652532427761722532426f6e253242746865253242636f726f6e617669727573"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470686f6266326336366474&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d5468652d7761722d6f6e2d7468652d636f726f6e6176697275732e6d7033253236706e2533445468652532427761722532426f6e253242746865253242636f726f6e617669727573"> Listen to the podcast (duration: 41:24) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4phobf2c66dt" width="1" height="1" border="0"/>

The war on the coronavirus

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> Biases can lead executives to misjudge project potential, ignore potential pitfalls, and leave failures to fester. In this episode, McKinsey partner Tim Koller and University of Sydney professor of business strategy Dan Lovallo speak with McKinsey Strategy & Corporate Finance communications director Sean Brown about how to bust common biases by avoiding snap judgements, eliciting strong arguments for and against proposals, carrying out project premortems, and using contingency plans to avoid the so-called sunk-cost fallacy. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470676463336d65396c6a6a&he=68747470732533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d466f75722d776179732d746f2d6173736573732d70726f6a656374732d616e642d6b6565702d7468656d2d6f6e2d747261636b322e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470676463336d65396c6a6a&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a313030303031633470676463336d65396c6a6a&he=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"> Listen to the podcast (duration: 37:07) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4pgdc3me9ljj" width="1" height="1" border="0"/>

Four ways to assess projects and keep them on track

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> As companies craft their responses to the COVID-19 crisis, CFOs are in the thick of the action. They need to make sure that their organizations weather the immediate business shocks while preparing them to emerge from the crisis in the best possible shape.In this episode of the Inside the Strategy Room podcast, Strategy and Corporate Finance communications director Sean Brown talks with three of McKinsey’s corporate finance experts about the top imperatives for CFOs today. Ishaan Seth is the leader of the Strategy and Corporate Finance practice in the Americas and heads McKinsey’s Financial Services practice. Ankur Agrawal leads the CFO Finance service line in North America, working primarily in healthcare, and Kapil Chandra heads up our work in Europe on financial transformation in banking. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334703867326a686c326d6d67&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d43464f2d6c6561646572736869702d696e2d7468652d434f5649442d31392d6372697369732e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334703867326a686c326d6d67&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334703867326a686c326d6d67&he=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"> Listen to the podcast (duration: 22:12) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4p8g2jhl2mmg" width="1" height="1" border="0"/>

CFO leadership in the COVID-19 crisis

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> During the COVID-19 crisis, a core priority for many companies is preserving cash. In this episode, Strategy and Corporate Finance communications director Sean Brown talks with three of McKinsey’s corporate finance experts about the best ways to ensure liquidity now and manage cash and working capital as the business environment starts to stabilize. Kevin Carmody is one of the founders of McKinsey’s Transformation Practice. Tim Koller is a founder and leader of our Corporate Finance Practice, as well as the lead author of Valuation, the seventh edition of which will be published in May. Allie Owens is a consultant who focuses on growth strategy, working capital, and M&A. <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334703430676f75726f397465&he=687474702533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d436173682d707265736572766174696f6e2d696e2d726573706f6e73652d746f2d434f5649442d31392e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334703430676f75726f397465&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436173682d707265736572766174696f6e2d696e2d726573706f6e73652d746f2d434f5649442d31392e6d7033253236706e25334443617368253242707265736572766174696f6e253242696e253242726573706f6e7365253242746f253242434f5649442d3139"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a3130303030316334703430676f75726f397465&he=68747470253341253246253246706f6463617374732e6d636b696e7365792e636f6d253246706f64636173742533467063253344696e736964657468657374726174656779726f6f6d5f6974756e65732532367075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d25323532466173736574732532353246646f74636f6d25323532467468652d73747261746567792d726f6f6d2d706f64636173742532353246696e736964652d7468652d73747261746567792d726f6f6d2d436173682d707265736572766174696f6e2d696e2d726573706f6e73652d746f2d434f5649442d31392e6d7033253236706e25334443617368253242707265736572766174696f6e253242696e253242726573706f6e7365253242746f253242434f5649442d3139"> Listen to the podcast (duration: 27:05) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4p40gouro9te" width="1" height="1" border="0"/>

Cash preservation in response to COVID-19

<table width="633" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="403" valign="top"> In this episode we share excerpts from a webcast session on COVID-19’s implications for business resilience. It was recorded at the 2020 Global Business Leaders Forum, which had been scheduled to take place in New York in early April but was instead held online. In conversation with Strategy and Corporate Finance communications director Sean Brown, two McKinsey experts offer their perspectives on how businesses can develop business strategies for responding to the pandemic crisis and preparing for the “next normal.” Mihir Mysore is a leader of McKinsey’s work on crisis response and recently co-authored “Responding to coronavirus: The minimum viable nerve center.” Shubham Singhal is the global leader of the healthcare practice who co-wrote “Beyond coronavirus: The path to the next normal.” <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163346f68633564753463363871&he=68747470732533412532462532467777772e6d636b696e7365792e636f6d253246617373657473253246646f74636f6d2532467468652d73747261746567792d726f6f6d2d706f6463617374253246696e736964652d7468652d73747261746567792d726f6f6d2d434f5649442d31392d496d706c69636174696f6e732d666f722d627573696e6573732e6d7033">Read more &#62;</a> <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163346f68633564753463363871&he=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"> <img src="http://podcasts.mckinsey.com/x/img/podcast.gif" border="0"/></a>&nbsp;&nbsp; <a href="http://podcasts.mckinsey.com/l?r=misc&s=_misc&i=6c633a31303030303163346f68633564753463363871&he=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"> Listen to the podcast (duration: 18:30) &#62; </td> <td width="16">&nbsp;</td> <td width="150"</td> </tr> </table><img src="http://podcasts.mckinsey.com/iop.gif?r=misc&s=_misc&i=lc%3A100001c4ohc5du4c68q" width="1" height="1" border="0"/>

COVID-19: Implications for business

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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