CINXE.COM

<!DOCTYPE html><html dir="ltr" lang="en"><head><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta http-equiv="X-UA-Compatible" content="IE=edge"/><script>var McKinsey = {"ArticleTemplate":"Legacy","DaysSinceCMSPublication":"44","DisplayDate":"10/7/2024","OriginalPublicationDate":"10/8/2024","SitecoreId":"{0B16ADC2-0E36-4153-B589-76A24BBC4DDC}","Title":"How to embrace the CEO role: An interview with Daniel Vasella","ArticleType":"Interview","ContentType":"Article","ServerNumber":"","IsPageRestricted":"true","UserID":"","RegistrationDate":"","LoginStatus":"logged_out","JobTitle":"","CompanyName":"","blogTags":null,"enableRegWall":false}; var pageMetaInformation = {"CurrentLanguage":"en","AlternateLanguages":[{"DisplayName":"English","LanguageCode":"en","Url":"/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella"}],"NavigationLink":"capabilities","ActiveItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","OfficeCode":"","MiniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}"};</script><link rel="icon" href="/favicon.ico"/><link href="https://www.mckinsey.com/redesign/resources/css/styles-rc.css" rel="stylesheet"/><link rel="manifest" href="/manifest.json"/><link rel="dns-prefetch" href="//cdn.dynamicyield.com"/><link rel="dns-prefetch" href="//st.dynamicyield.com"/><link rel="dns-prefetch" href="//rcom.dynamicyield.com"/><link rel="dns-prefetch" href="//cdn.cookielaw.org"/><link rel="preconnect" href="//assets.adobedtm.com"/><link rel="preconnect" href="//connect.facebook.net"/><link rel="preconnect" href="//static.hotjar.com"/><link rel="preload" as="font" href="/next-static/fonts/bower/Bower-Bold.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/regular/McKinseySans-Regular.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium/McKinseySans-Medium.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light/McKinseySans-Light.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/italic/McKinseySans-Italic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light-italic/McKinseySans-LightItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium-italic/McKinseySans-MediumItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Light.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Regular.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Medium.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Bold.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Black.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-serif-jp/NotoSerifJP-Bold.ttf" type="font/ttf" crossorigin=""/><meta name="apple-itunes-app" content="app-id=674902075"/><link rel="apple-touch-icon" sizes="57x57" href="/next-static/images/mck-touch-icon-57x57.png"/><link rel="apple-touch-icon" sizes="72x72" href="/next-static/images/mck-touch-icon-72x72.png"/><link rel="apple-touch-icon" sizes="114x114" href="/next-static/images/mck-touch-icon-114x114.png"/><link rel="apple-touch-icon" sizes="144x144" href="/next-static/images/mck-touch-icon-144x144.png"/><link rel="apple-touch-icon" sizes="152x152" href="/next-static/images/mck-touch-icon-152x152.png"/><link rel="apple-touch-icon" sizes="167x167" href="/next-static/images/mck-touch-icon-167x167.png"/><link rel="apple-touch-icon" sizes="180x180" href="/next-static/images/mck-touch-icon-180x180.png"/><meta content="no-referrer-when-downgrade" name="referrer"/><meta content="McKinsey & Company" property="og:site_name" name="site_name"/><meta content="How to embrace the CEO role: An interview with Daniel Vasella" property="og:title" name="title"/><meta content="The top job can be hard. But as the former Novartis CEO explains, leaders can take pleasure in competing—while honing the personal qualities needed to succeed in the role and rally an organization." property="og:description" name="description"/><meta content="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella" name="url" property="og:url"/><meta content="index,follow,all" name="robots"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/how%20to%20embrace%20the%20ceo%20role%20an%20interview%20with%20daniel%20vasella/how-to-embrace-the-ceo-role-daniel-vasella-thumb-1536x1536.jpg" property="og:image" name="image"/><meta content="{0B16ADC2-0E36-4153-B589-76A24BBC4DDC}" name="sid"/><link href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella" rel="canonical"/><meta content="Organization" name="practice-name"/><meta content="N10" name="practice-code"/><meta content="summary_large_image" name="twitter:card"/><meta content="@mckinsey" name="twitter:site"/><title>How to embrace the CEO role: An interview with Daniel Vasella | McKinsey</title><meta content="Insights & Publications" name="sections"/><meta content="How to embrace the CEO role: An interview with Daniel Vasella" name="twitter:title"/><meta content="The top job can be hard. But as the former Novartis CEO explains, leaders can take pleasure in competing—while honing the personal qualities needed to succeed in the role and rally an organization." name="twitter:description"/><meta content="Article" property="contenttype" name="contenttype"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/how%20to%20embrace%20the%20ceo%20role%20an%20interview%20with%20daniel%20vasella/how-to-embrace-the-ceo-role-daniel-vasella-thumb-1536x1536.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="How to embrace the CEO role: An interview with Daniel Vasella" name="twitter:image:alt"/><meta content="true" name="mobileready"/><meta content="public" name="accesslevel"/><meta content="false" name="excludefromclientlink"/><meta content="interview" name="articletype"/><meta content="Ramesh Srinivasan" name="authors-name"/><meta content="2024-10-07T00:00:00Z" name="itemdate"/><meta content="Organization | Interview | October 7, 2024" name="searchresults-tags"/><script type="application/ld+json">{"@context":"https://schema.org","@type":"Article","url":"https://www.mckinsey.com","publisher":{"@type":"Organization","name":"McKinsey & Company","logo":{"@type":"ImageObject","url":"https://www.mckinsey.com/~/media/Thumbnails/Mck_Logo"}},"mainEntityOfPage":{"@type":"WebPage","@id":"https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella"},"datePublished":"2024-10-08T10:00:00Z","dateCreated":"2024-10-03T17:52:24Z","dateModified":"2024-10-07T00:00:00Z","heading":"How to embrace the CEO role: An interview with Daniel Vasella","image":"https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/how%20to%20embrace%20the%20ceo%20role%20an%20interview%20with%20daniel%20vasella/how-to-embrace-the-ceo-role-daniel-vasella-thumb-1536x1536.jpg","description":"The top job can be hard. But as the former Novartis CEO explains, leaders can take pleasure in competing—while honing the personal qualities needed to succeed in the role and rally an organization.","author":[{"@type":"Person","name":"Ramesh Srinivasan","url":"https://www.mckinsey.com/our-people/ramesh-srinivasan"}]}</script><meta name="next-head-count" content="63"/><meta name="next-font-preconnect"/><script src="" id="onetrust-wrapperchecker" data-nscript="beforeInteractive">function OptanonWrapperChecker() {}</script><link rel="preload" href="/_next/static/css/e0c1ca92b5263a45.css" as="style"/><link rel="stylesheet" href="/_next/static/css/e0c1ca92b5263a45.css" data-n-g=""/><link rel="preload" href="/_next/static/css/985443d8095c0b48.css" as="style"/><link rel="stylesheet" href="/_next/static/css/985443d8095c0b48.css" data-n-p=""/><link rel="preload" href="/_next/static/css/b9ab7b649e8aa36e.css" as="style"/><link rel="stylesheet" href="/_next/static/css/b9ab7b649e8aa36e.css"/><link rel="preload" href="/_next/static/css/72fc56b1fbe032aa.css" as="style"/><link rel="stylesheet" href="/_next/static/css/72fc56b1fbe032aa.css"/><noscript data-n-css=""></noscript><script defer="" nomodule="" src="/_next/static/chunks/polyfills-5cd94c89d3acac5f.js"></script><script src="https://cdn.cookielaw.org/scripttemplates/otSDKStub.js" data-document-language="true" type="text/javascript" data-domain-script="915b5091-0d7e-44d2-a8c4-cf08267e52fe" defer="" data-nscript="beforeInteractive"></script><script defer="" src="/_next/static/chunks/281.cc3ac8578a543e8e.js"></script><script defer="" src="/_next/static/chunks/6731.9bccca8a7edb0704.js"></script><script src="/_next/static/chunks/webpack.7b31c4548c626f3b.js" defer=""></script><script src="/_next/static/chunks/framework.62bbe2ca94854a85.js" defer=""></script><script src="/_next/static/chunks/main.51e10588adc949ca.js" defer=""></script><script src="/_next/static/chunks/pages/_app.5f99628c3d07543d.js" defer=""></script><script src="/_next/static/chunks/3b1baa31.cd6cdac6158774d8.js" defer=""></script><script src="/_next/static/chunks/7d0bf13e.8f3383787afb45af.js" defer=""></script><script src="/_next/static/chunks/1354.c34ddc4bd7c986c8.js" defer=""></script><script src="/_next/static/chunks/408.2780008a4c2ee197.js" defer=""></script><script src="/_next/static/chunks/pages/%5B%5B...path%5D%5D.eb738e7c87df0dc8.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_buildManifest.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_ssgManifest.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_middlewareManifest.js" defer=""></script> <script>(window.BOOMR_mq=window.BOOMR_mq||[]).push(["addVar",{"rua.upush":"false","rua.cpush":"false","rua.upre":"false","rua.cpre":"false","rua.uprl":"false","rua.cprl":"false","rua.cprf":"false","rua.trans":"","rua.cook":"false","rua.ims":"false","rua.ufprl":"false","rua.cfprl":"false","rua.isuxp":"false","rua.texp":"norulematch","rua.ceh":"false","rua.ueh":"false","rua.ieh.st":"0"}]);</script> <script>!function(a){var e="https://s.go-mpulse.net/boomerang/",t="addEventListener";if("False"=="True")a.BOOMR_config=a.BOOMR_config||{},a.BOOMR_config.PageParams=a.BOOMR_config.PageParams||{},a.BOOMR_config.PageParams.pci=!0,e="https://s2.go-mpulse.net/boomerang/";if(window.BOOMR_API_key="TURRK-8ADJT-WDUC5-TC32E-KV9ND",function(){function n(e){a.BOOMR_onload=e&&e.timeStamp||(new Date).getTime()}if(!a.BOOMR||!a.BOOMR.version&&!a.BOOMR.snippetExecuted){a.BOOMR=a.BOOMR||{},a.BOOMR.snippetExecuted=!0;var i,_,o,r=document.createElement("iframe");if(a[t])a[t]("load",n,!1);else if(a.attachEvent)a.attachEvent("onload",n);r.src="javascript:void(0)",r.title="",r.role="presentation",(r.frameElement||r).style.cssText="width:0;height:0;border:0;display:none;",o=document.getElementsByTagName("script")[0],o.parentNode.insertBefore(r,o);try{_=r.contentWindow.document}catch(O){i=document.domain,r.src="javascript:var d=document.open();d.domain='"+i+"';void(0);",_=r.contentWindow.document}_.open()._l=function(){var a=this.createElement("script");if(i)this.domain=i;a.id="boomr-if-as",a.src=e+"TURRK-8ADJT-WDUC5-TC32E-KV9ND",BOOMR_lstart=(new Date).getTime(),this.body.appendChild(a)},_.write("<bo"+'dy onload="document._l();">'),_.close()}}(),"".length>0)if(a&&"performance"in a&&a.performance&&"function"==typeof a.performance.setResourceTimingBufferSize)a.performance.setResourceTimingBufferSize();!function(){if(BOOMR=a.BOOMR||{},BOOMR.plugins=BOOMR.plugins||{},!BOOMR.plugins.AK){var e=""=="true"?1:0,t="",n="bdpnbeqxgy4diz2b6pda-f-8754f1066-clientnsv4-s.akamaihd.net",i="false"=="true"?2:1,_={"ak.v":"39","ak.cp":"19387","ak.ai":parseInt("285213",10),"ak.ol":"0","ak.cr":11,"ak.ipv":4,"ak.proto":"http/1.1","ak.rid":"2055b05f","ak.r":37669,"ak.a2":e,"ak.m":"a","ak.n":"essl","ak.bpcip":"8.222.208.0","ak.cport":49790,"ak.gh":"23.53.33.206","ak.quicv":"","ak.tlsv":"tls1.2","ak.0rtt":"","ak.0rtt.ed":"","ak.csrc":"-","ak.acc":"reno","ak.t":"1732375494","ak.ak":"hOBiQwZUYzCg5VSAfCLimQ==vnpD+dMoBhzsZXeeInGJOmLsavuWBjMWm8E9yyMzDvrXDCsJmwxQznjOTLLCoo4PBCqk9EEP0BWZOswIbDtyRoK5SE/UCsfvmLx729+S5ei1zazxB72WqNUEvlrN3gdvGwpRGQ8mxcpGcBoophXIkddIooC3H1j0XoWSatN1Y9b94TuJzE45Qmr372nuhP8M0kQs11MPam9Ek4n3aPQzaltw8Cjf9OaW99D6rFPv1uLJkBWIBtdBgWhfbOGVjb+jhZASNZdGoZfhi6iiRMGQ0Sftm5CxZDoxycnrn7nxX1IV/BZGiPpRice2iVnPLzzz3CvSJ6dkyQLfB4TP0Lap8nSD6ZbFgylS+bmMQq8V4MncTsUpLu8327qL6uERySDxNtZ4r8YxjSnTKvDolcrhowHJqZvauMAG2zztLnk+J6k=","ak.pv":"581","ak.dpoabenc":"","ak.tf":i};if(""!==t)_["ak.ruds"]=t;var o={i:!1,av:function(e){var t="http.initiator";if(e&&(!e[t]||"spa_hard"===e[t]))_["ak.feo"]=void 0!==a.aFeoApplied?1:0,BOOMR.addVar(_)},rv:function(){var a=["ak.bpcip","ak.cport","ak.cr","ak.csrc","ak.gh","ak.ipv","ak.m","ak.n","ak.ol","ak.proto","ak.quicv","ak.tlsv","ak.0rtt","ak.0rtt.ed","ak.r","ak.acc","ak.t","ak.tf"];BOOMR.removeVar(a)}};BOOMR.plugins.AK={akVars:_,akDNSPreFetchDomain:n,init:function(){if(!o.i){var a=BOOMR.subscribe;a("before_beacon",o.av,null,null),a("onbeacon",o.rv,null,null),o.i=!0}return this},is_complete:function(){return!0}}}}()}(window);</script></head><body><div id="__next" data-reactroot=""><div class="Layout_mck-c-skipbar__K684J"><a data-component="mdc-c-link" href="#skipToMain" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-medium"><span class="mdc-c-link__label___Pfqtd_2734c4f">Skip to main content</span></a></div><main class="mck-o-container--outer" data-layer-region="body" role="main" id="skipToMain"><div data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="" data-module-gradient-position="bottom-right" class="mck-o-edge-to-edge FiftyFiftyHero_mck-c-fifty-fifty-hero__wrapper__74aGq"><div><div class="mck-o-container"><div class="mck-o-container--wrapped mdc-u-grid"><div class="FiftyFiftyHero_mck-c-fifty-fifty-hero__dI9Yx"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_2734c4f background-image-fifty-fifty-hero-undefined FiftyFiftyHero_mck-c-fifty-fifty-hero__media__TroHX FiftyFiftyHero_mck-c-fifty-fifty-hero__media--absolute__YlXtV"></div><div class="FiftyFiftyHero_mck-c-fifty-fifty-hero__wrapper-text__13v1d FiftyFiftyHero_mck-c-fifty-fifty-hero__wrapper-text--default-style__TJLUl mdc-u-spaced-mobile"><div class="mdc-u-grid"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2"><div>How to embrace the CEO role: An interview with Daniel Vasella</div></h1><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10"><div class="mck-u-links-inline mck-c-generic-item__description"><time datetime="2024-10-07T00:00:00Z">October 7, 2024</time> | Interview</div></div></div></div></div></div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-7 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-10"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">The top job can be hard. But as the former Novartis CEO explains, leaders can take pleasure in competing—while honing the personal qualities needed to succeed in the role and rally an organization.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fpeople%20and%20organizational%20performance%2Four%20insights%2Fhow%20to%20embrace%20the%20ceo%20role%20an%20interview%20with%20daniel%20vasella%2Fhow-to-embrace-the-ceo-role-an-interview-with-daniel-vasella-final-v4-cs.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella-final-v4-cs" data-layer-report-name="how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella-final-v4-cs>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (6 pages)</span></a></div></div></div></div> <p><strong>Leadership is never easy</strong>—not for nothing did Shakespeare write, “Uneasy lies the head that wears the crown.” The job of leader may seem even more imposing these days given a range of social, economic, and geopolitical forces—both micro and macro. But amid the challenges, there is always the opportunity for growth, says Daniel Vasella, the former chairman and CEO of Novartis AG.</p>  <p>Vasella has counseled hundreds of global CEOs through his involvement with McKinsey’s Bower Forum and sits on a number of corporate boards. As a physician who has been recognized for his research on neglected diseases of the developing world, and as a global executive, Vasella has touted the importance of authenticity, vulnerability, and a range of other “softer” attributes required to innovate and grow as a leader.</p> <p>He discusses the challenges and opportunities for today’s leaders and why <a href="/featured-insights/leadership/an-interview-with-daniel-vasella">being a CEO is still “the best job you can have”</a> in this new interview with <a href="/our-people/ramesh-srinivasan">Ramesh Srinivasan</a>, a senior partner in McKinsey’s New York office. Srinivasan is a codean of the Bower Forum and a coauthor of <em><a href="/featured-insights/mckinsey-on-books/journey-of-leadership">The Journey of Leadership: How CEOs Learn to Lead from the Inside Out</a> </em>(Portfolio, September 2024). What follows is an edited version of their conversation.</p> <p><strong>Ramesh Srinivasan:</strong> CEOs are facing a raft of challenges these days—some unprecedented, some perennial, but all of them emerging and compounding faster than ever before. How well do you think leaders are navigating these challenges?</p> <p><strong>Daniel Vasella:</strong> As you noted, the challenges are multiple, and not all are of the same nature. You have geopolitical issues, including power blocks between the East and West that have changed in recent years. That affects business and can make things difficult to navigate.</p> <p>The effects of the COVID-19 pandemic have also created a very challenging situation. In the first moment, there was disbelief: What is happening? One doesn’t realize entirely the gravity of the situation. And then it sinks in, and we discover how people lead an organization through a crisis.</p> <p>For instance, Stephen Squeri, chairman and CEO of American Express, implemented a policy that no one would get laid off during the crisis. That was very important for colleagues to feel more secure in a period of fear because, as you remember, there was fear all over the place.</p> <p>The humanity of that approach—and the collegiality that it developed—was very important for employee morale. At the same time, the company continued to invest in the enterprise and offer benefits to customers who were having difficulties.</p> <p><strong>Ramesh Srinivasan:</strong> You mention the pervasive fear at that time. Leaders also experience emotions such as fear and disbelief. How can they balance the need to share their emotions and some of their own vulnerabilities with setting a clear direction and making tough decisions? How have you done that as a leader yourself?</p> <p><strong>Daniel Vasella</strong>: I certainly evolved over time. As a leader becomes more self-assured and authentically at ease with oneself, it becomes easier not to be so self-protective.</p> <p>I would separate the question of vulnerability into two aspects. One aspect is positive vulnerability, which means you are not building a big wall around yourself. Instead, you’re approachable. Negative vulnerability would be someone with thin skin who, when criticized, immediately gets hurt and reacts negatively.</p> <p>These are different forms of being vulnerable. I would encourage leaders to be as normal a person as possible. The CEO position creates distance between yourself and others. Because you are a person of authority, the role can draw overly positive or negative reactions. Some people may find the relationship reminiscent of the past, maybe recalling a parent, a teacher, or another authority figure. So I think it’s very important to be aware that you need to be especially approachable.</p>  <p><strong>Ramesh Srinivasan:</strong> Thinking about this notion of approachability and <a href="/featured-insights/mckinsey-on-books/author-talks-a-transformational-approach-to-leadership">human-centric leadership</a>—how does it change for a leader who is just starting the job compared with someone who has gotten more comfortable in the role?</p> <p><strong>Daniel Vasella:</strong> In my own case, in the beginning I wanted to do the job perfectly, to exceed expectations. And being self-critical, I was constantly in action mode. But over time, I learned what really mattered, and that I didn’t have to be perfect. That gets us back to the question of vulnerability, as well as the idea of approachability. Not being perfect and allowing yourself not to be perfect provides a lot of freedom.</p> <p>When you are trying to be perfect, you can find yourself in a prison of perfection. Whenever I was criticized in the media or in a more public way, I always checked in with myself to see if the criticism had merit. If I truly believed in something I was doing, I decided not to care if it was popular or not. I would just try to follow through. But I always wanted to take in feedback, especially if it was negative, then admit a mistake if there was one and continue on my path.</p> <p>Not being perfect also empowers others to speak up. People like to see that bosses admit when they’re wrong, that they are comfortable asking questions so they can learn, and that they are grateful for good answers from the people around them, who may in fact know more than they do about a particular issue. This complementarity of capabilities and knowledge is very important to be aware of so that it can be used to the benefit of the enterprise.</p>  <p><strong>Ramesh Srinivasan:</strong> McKinsey’s <a href="/capabilities/people-and-organizational-performance/our-insights/organizational-health-is-still-the-key-to-long-term-performance">Organizational Health Index data show</a> that high-performing organizations have cultures in which leaders are willing to listen to the people around them and to empower their teams with a clear direction and vision so that they can produce results. You’ve coached CEOs and other leaders about culture. What have you seen when it comes to leaders switching from a command-and-control approach to one that emphasizes empowering people and inspiring teams?</p> <p><strong>Daniel Vasella:</strong> At Novartis, it was crucial to develop a shared purpose and to talk about convictions. We asked ourselves, what do we deeply believe in, and how will we act accordingly? What boundaries should we set? When it comes to values, what will we not tolerate? What will we promote and support and celebrate? We also created clarity around aspirations.</p> <p>One mustn’t forget that being part of a leadership team is also about competition and winning. That can be very enjoyable. One should take pleasure in competing. And then, of course, purpose also relates to business strategy. You have to have clear goals and align people with them. Then you have to take action and implement those goals. And then you have to measure what is being achieved. That takes transparency.</p> <p>I see many more companies thinking about purpose now. But you can’t just hang up a slogan somewhere in the office. You must really think about purpose—debate it, discuss it, and commit to it. It’s not a one-time thing. One has to repeat, “Is it still true?”</p>  <p><strong>Ramesh Srinivasan:</strong> You have said that “you can teach concepts, but you can’t teach experiences.” How does that play out in the CEO role?</p> <p><strong>Daniel Vasella:</strong> We all act according to certain concepts, even if we don’t know it. Basically, we have a framework—we have a pattern that is influenced by personal experiences, by what we have learned, by what we have observed.</p> <p>I learned a lot from my predecessors, in both positive and negative examples. I looked at the negative consequences of certain patterns but also at what [my predecessors] did extremely well. And I have to say that all my supervisors and bosses had at least one towering strength. That’s what I tried to focus on and learn from. In my experience, many people have a particular gift, and I’ve seen many CEOs who are really gifted.</p> <p><strong>Ramesh Srinivasan:</strong> It’s true that many CEOs are gifted. At the same time, they have to be mentally, physically, and emotionally fit to do such a complex and demanding job. How can they stay strong through the journey?</p> <p><strong>Daniel Vasella:</strong> Overall, I would say you don’t get to that position if you don’t have a certain level of resilience even before you become a CEO. So the first question is, how do you gain resilience? I think some is given by Mother Nature—your biology. But having gone through very tough periods and deep challenges, I also found that after the bad days come good days. Knowing that after the rain, the sun will appear again is a very important perspective that helps one become more resilient. A certain realistic optimism is helpful.</p>  <p>This reminds me of Jack Stafford, who was the CEO of American Home Products many years ago. When I became CEO, I went to see him. He had the reputation of being very experienced and tough. We talked about a lot of things, but one thing he said stuck in my mind. He said, “Dan, you can’t trust anybody but your wife.”</p> <p>That was a very stark viewpoint, but it wasn’t entirely wrong. Family or other trusted confidantes become an important pillar of your stability because you can really be open with them in a way you can’t quite be with others in an organization, even if you have close allies. It’s important to remember that when you’re in the CEO position, the day will come when you leave that role, but your family and friends will remain.</p> <p>Second, you need to give yourself quiet time <a href="/capabilities/people-and-organizational-performance/our-insights/the-inside-out-leadership-journey-how-personal-growth-creates-the-path-to-success">so that you can reflect</a>. For me, that meant thinking about a challenge and running through possible approaches for how to solve it. A rumination process can be productive. I went for long walks with my dogs, for example. This gave me time to think.</p> <p><strong>Ramesh Srinivasan:</strong> You’ve noted that having a diverse set of experiences can help leaders build resilience. Can you share examples of how this works and what it looks like—whether in your own life or in the lives of other leaders you’ve worked with?</p> <p><strong>Daniel Vasella:</strong> Yes, one simple example is working at a multinational company and being able to move around a bit. Living in different cultures with different beliefs and languages tends to open the mind. And even when you come back home, you can discover your own country in new ways.</p> <p>That’s a company example, but there is also the example of a person being grounded in some topic or industry, knowledge-wise and capability-wise, that gives them a strong foundation for a career. Then they can add onto that various roles, various geographies. <a href="/capabilities/people-and-organizational-performance/our-insights/the-versatile-leader-how-learning-to-adapt-makes-ceos-better">You may also become more innovative or creative</a> because you look for alternatives you didn’t think of before.</p> <p>At the same time, there can be disadvantages. If you move roles or companies a lot, maybe you’re not as expert in one field or at one organization as you might like to be. It’s useful to realize that in any career, it’s not possible to have everything. So you make choices—some planned and some unplanned.</p> <p><strong>Ramesh Srinivasan:</strong> We discuss empathy in our leadership book. Why is it so important for leaders to develop, and how can they use it to drive culture and performance?</p> <p><strong>Daniel Vasella:</strong> Empathy is critical for learning. You also need it in very specific moments. One may be confronted with a colleague who just lost a child or a spouse or who had an accident. These are moments when having the emotional understanding of what is going on in another person’s life will help you address the situation in a much deeper and more supportive way. It’s important to just be human.</p> <p>Some people have more empathy. I tend to believe these people have suffered more in life or have had experiences of suffering. They can imagine what goes on inside an organization or, more specifically, inside an individual.</p> <p>You may have empathy and decide not to act upon it and not to show it because you think it’s not appropriate for various reasons. Or, as has happened to me frequently, you have to give negative news to someone. You can have empathy, and you can imagine how difficult it is for the person, yet you still have to do it. In my previous profession as a doctor, I sometimes had to reveal bad diagnoses to patients. It’s always tough.</p> <p>In an organizational context, you may have to tell someone their job is being eliminated in a restructuring. You must transmit this information while being attentive to the feelings of that person. At the same time, you can’t lose the capacity to act despite your feelings of empathy. I think for CEOs generally, they should understand that acting with empathy, whether in routine circumstances or in crises, <a href="/capabilities/people-and-organizational-performance/our-insights/its-cool-to-be-kind-the-value-of-empathy-at-work">builds connections that can strengthen the organization</a>.</p>  <p><strong>Ramesh Srinivasan:</strong> Let’s talk a little bit about work–life balance. Do you think the workhorse mentality is changing, especially as younger generations move into the workforce?</p> <p><strong>Daniel Vasella:</strong> I believe things have changed to some degree. While younger people all work hard, they often don’t view that as the right way to live their lives. They are much more oriented toward balancing work, life, and life at work.</p> <p>My experience was very different. Being a physician, there was no question that you worked whenever you were needed. We had a day shift, a night shift, and a workday without pausing. That was a given. And that has changed. At least in Switzerland, the rules of the hospital have changed.</p> <p>When it comes to my children, they tell me that their lives don’t just consist of work. They want their hobbies. In the beginning, it was a bit difficult for me to understand, to be honest.</p> <p>My oldest son is going to do a fellowship in reconstructive surgery. And he decided to stop working a few months before taking the new job. When he said he would take a sabbatical, I thought: “A sabbatical? Why?” He replied that it was a unique opportunity between two intense jobs to take some time off. I probably would never have done it, but then I realized it’s totally fine.</p> <p>I can see that these are positive changes that can help people learn from a different set of circumstances and experiences. It will help them build a sustainable career as people live longer, healthier lives. I think the trend of younger people taking breaks, trying to have work–life balance, looking for different paths are all welcome changes.</p> <p><strong>Ramesh Srinivasan:</strong> What advice do you have for CEOs trying to manage a modern organization with so many demands and stakeholders?</p> <p><strong>Daniel Vasella:</strong> First of all, my advice would be to enjoy it. <a href="/featured-insights/leadership/an-interview-with-daniel-vasella">Being a CEO is the best job you can have</a>. It’s a wonderful job, even with all the challenges and negatives.</p> <p>My other advice relates to coaching. In the past, coaching was viewed as something that a leader might do if something went wrong. Not anymore. Having productive conversations with someone from outside the company is valuable. I see that at many organizations where the top executives all have coaches.</p>  <p>This is part of the broader idea of getting help. Leaders may have a yoga instructor or a therapist. These changes reflect how views of leadership are evolving, <a href="/capabilities/people-and-organizational-performance/our-insights/healthy-organizations-keep-winning-but-the-rules-are-changing-fast">away from the classic authoritative type of leader to a more collaborative approach</a>. Most recognize that we can use help and support. This shift also supports how Gen Z views leadership, and how it may evolve in the future.</p> <p><strong>Ramesh Srinivasan:</strong> When you talk about taking pleasure in the competition and in the CEO role, is that something that you felt you did from the start of your career? Or did it take a long time to feel that way?</p> <p><strong>Daniel Vasella:</strong> I had that feeling right from the beginning, even in previous positions where I was not CEO.</p> <p>As head of development, for example, it was fun and challenging to be faster at bringing new products to market. I retained that feeling as I moved up the ranks.</p> <p>In my CEO coaching now, we develop trusted one-on-one relationships that last months and often years. I see how very talented people take pleasure in most aspects of the job but still have things that bother them. In fact, the biggest challenges are often not about strategy or financial issues. Often it boils down to personal relationships—someone who is difficult on a team, or how and whether to confront someone or not.</p> <p>Taking pleasure in the job is such an important concept. During the Olympic Games this summer, we saw how the American gymnast Simone Biles worked through challenges. Facing and overcoming obstacles must make the medals so much more satisfying.</p> <p>For CEOs, what drives satisfaction? What makes them want to stay in the role and improve their organizations? These are essential questions. I would say the answer is a mix of elements we’ve discussed: articulating a common purpose around which the organization can rally, understanding yourself and what motivates you so that you can understand how to lead others, relying on family, friends, colleagues, and coaches for their views and support, being empathetic toward others, and asking for help when you need it. And finally, knowing that sometimes you will lose. But if you never lose, the game wouldn’t be as interesting, right?</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Daniel Vasella</strong> is the former chairman and CEO of Novartis AG. <strong><a href="/our-people/ramesh-srinivasan">Ramesh Srinivasan</a></strong> is a senior partner in McKinsey’s New York office.</p> <p><em>Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement.</em></p> <hr /> <p>This article was edited by Barbara Tierney, a senior editor in the New York office.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/featured-insights/mckinsey-on-books/author-talks-a-transformational-approach-to-leadership" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-autho-0 { aspect-ratio: 16/9 }</style><img alt="McKinsey senior partners Ramesh Srinivasan, Dana Maor, Kurt Strovink, and senior partner emeritus Hans-Werner Kaas" class="picture-uniqueKey-autho-0" src="/~/media/mckinsey/featured%20insights/mckinsey%20books/author%20talks%20a%20transformational%20approach%20to%20leadership/srinivasan-maor-strovink-kass-thumb-1536x1536-v3.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Interview</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/featured-insights/mckinsey-on-books/author-talks-a-transformational-approach-to-leadership" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Author Talks: A transformational approach to leadership</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/featured-insights/mckinsey-on-books/journey-of-leadership" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-thej-0 { aspect-ratio: 16/9 }</style><img alt="The Journey of Leadership book cover" class="picture-uniqueKey-thej-0" src="/~/media/mckinsey/featured%20insights/mckinsey%20books/journey%20of%20leadership/journey-of-leadership-book-cover-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Book - Featured Insights</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/featured-insights/mckinsey-on-books/journey-of-leadership" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>The Journey of Leadership: How CEOs Learn to Lead From the Inside Out</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-versatile-leader-how-learning-to-adapt-makes-ceos-better" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-thev-0 { aspect-ratio: 16/9 }</style><img alt="A cascade of transparent marbles, each varying in size, weave together to form an endless Möbius strip" class="picture-uniqueKey-thev-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20versatile%20leader%20how%20learning%20to%20adapt%20makes%20ceos%20better/qweb-versatile-ceo-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Book Excerpt - <i>McKinsey Quarterly</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-versatile-leader-how-learning-to-adapt-makes-ceos-better" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>The versatile leader: How learning to adapt makes CEOs better</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"How to embrace the CEO role An interview with Daniel Vasella","displayName":"How to embrace the CEO role An interview with Daniel Vasella","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"0b16adc2-0e36-4153-b589-76a24bbc4ddc","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"How to embrace the CEO role: An interview with Daniel Vasella"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"The top job can be hard. But as the former Novartis CEO explains, leaders can take pleasure in competing\u0026mdash;while honing the personal qualities needed to succeed in the role and rally an organization."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2024-10-07T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eLeadership is never easy\u003c/strong\u003e\u0026mdash;not for nothing did Shakespeare write, \u0026ldquo;Uneasy lies the head that wears the crown.\u0026rdquo; The job of leader may seem even more imposing these days given a range of social, economic, and geopolitical forces\u0026mdash;both micro and macro. But amid the challenges, there is always the opportunity for growth, says Daniel Vasella, the former chairman and CEO of Novartis AG.\u003c/p\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eVasella has counseled hundreds of global CEOs through his involvement with McKinsey\u0026rsquo;s Bower Forum and sits on a number of corporate boards. As a physician who has been recognized for his research on neglected diseases of the developing world, and as a global executive, Vasella has touted the importance of authenticity, vulnerability, and a range of other \u0026ldquo;softer\u0026rdquo; attributes required to innovate and grow as a leader.\u003c/p\u003e\n\u003cp\u003eHe discusses the challenges and opportunities for today\u0026rsquo;s leaders and why \u003ca href=\"/featured-insights/leadership/an-interview-with-daniel-vasella\"\u003ebeing a CEO is still \u0026ldquo;the best job you can have\u0026rdquo;\u003c/a\u003e\u0026nbsp;in this new interview with \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e, a senior partner in McKinsey\u0026rsquo;s New York office. Srinivasan is a codean of the Bower Forum and a coauthor of \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/journey-of-leadership\"\u003eThe Journey of Leadership: How CEOs Learn to Lead from the Inside Out\u003c/a\u003e \u003c/em\u003e(Portfolio, September 2024). What follows is an edited version of their conversation.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e CEOs are facing a raft of challenges these days\u0026mdash;some unprecedented, some perennial, but all of them emerging and compounding faster than ever before. How well do you think leaders are navigating these challenges?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e As you noted, the challenges are multiple, and not all are of the same nature. You have geopolitical issues, including power blocks between the East and West that have changed in recent years. That affects business and can make things difficult to navigate.\u003c/p\u003e\n\u003cp\u003eThe effects of the COVID-19 pandemic have also created a very challenging situation. In the first moment, there was disbelief: What is happening? One doesn\u0026rsquo;t realize entirely the gravity of the situation. And then it sinks in, and we discover how people lead an organization through a crisis.\u003c/p\u003e\n\u003cp\u003eFor instance, Stephen Squeri, chairman and CEO of American Express, implemented a policy that no one would get laid off during the crisis. That was very important for colleagues to feel more secure in a period of fear because, as you remember, there was fear all over the place.\u003c/p\u003e\n\u003cp\u003eThe humanity of that approach\u0026mdash;and the collegiality that it developed\u0026mdash;was very important for employee morale. At the same time, the company continued to invest in the enterprise and offer benefits to customers who were having difficulties.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e You mention the pervasive fear at that time. Leaders also experience emotions such as fear and disbelief. How can they balance the need to share their emotions and some of their own vulnerabilities with setting a clear direction and making tough decisions? How have you done that as a leader yourself?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella\u003c/strong\u003e: I certainly evolved over time. As a leader becomes more self-assured and authentically at ease with oneself, it becomes easier not to be so self-protective.\u003c/p\u003e\n\u003cp\u003eI would separate the question of vulnerability into two aspects. One aspect is positive vulnerability, which means you are not building a big wall around yourself. Instead, you\u0026rsquo;re approachable. Negative vulnerability would be someone with thin skin who, when criticized, immediately gets hurt and reacts negatively.\u003c/p\u003e\n\u003cp\u003eThese are different forms of being vulnerable. I would encourage leaders to be as normal a person as possible. The CEO position creates distance between yourself and others. Because you are a person of authority, the role can draw overly positive or negative reactions. Some people may find the relationship reminiscent of the past, maybe recalling a parent, a teacher, or another authority figure. So I think it\u0026rsquo;s very important to be aware that you need to be especially approachable.\u003c/p\u003e\n[[Video 1]]\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e Thinking about this notion of approachability and \u003ca href=\"/featured-insights/mckinsey-on-books/author-talks-a-transformational-approach-to-leadership\"\u003ehuman-centric leadership\u003c/a\u003e\u0026mdash;how does it change for a leader who is just starting the job compared with someone who has gotten more comfortable in the role?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e In my own case, in the beginning I wanted to do the job perfectly, to exceed expectations. And being self-critical, I was constantly in action mode. But over time, I learned what really mattered, and that I didn\u0026rsquo;t have to be perfect. That gets us back to the question of vulnerability, as well as the idea of approachability. Not being perfect and allowing yourself not to be perfect provides a lot of freedom.\u003c/p\u003e\n\u003cp\u003eWhen you are trying to be perfect, you can find yourself in a prison of perfection. Whenever I was criticized in the media or in a more public way, I always checked in with myself to see if the criticism had merit. If I truly believed in something I was doing, I decided not to care if it was popular or not. I would just try to follow through. But I always wanted to take in feedback, especially if it was negative, then admit a mistake if there was one and continue on my path.\u003c/p\u003e\n\u003cp\u003eNot being perfect also empowers others to speak up. People like to see that bosses admit when they\u0026rsquo;re wrong, that they are comfortable asking questions so they can learn, and that they are grateful for good answers from the people around them, who may in fact know more than they do about a particular issue. This complementarity of capabilities and knowledge is very important to be aware of so that it can be used to the benefit of the enterprise.\u003c/p\u003e\n[[Video 2]]\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e McKinsey\u0026rsquo;s \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/organizational-health-is-still-the-key-to-long-term-performance\"\u003eOrganizational Health Index data show\u003c/a\u003e\u0026nbsp;that high-performing organizations have cultures in which leaders are willing to listen to the people around them and to empower their teams with a clear direction and vision so that they can produce results. You\u0026rsquo;ve coached CEOs and other leaders about culture. What have you seen when it comes to leaders switching from a command-and-control approach to one that emphasizes empowering people and inspiring teams?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e At Novartis, it was crucial to develop a shared purpose and to talk about convictions. We asked ourselves, what do we deeply believe in, and how will we act accordingly? What boundaries should we set? When it comes to values, what will we not tolerate? What will we promote and support and celebrate? We also created clarity around aspirations.\u003c/p\u003e\n\u003cp\u003eOne mustn\u0026rsquo;t forget that being part of a leadership team is also about competition and winning. That can be very enjoyable. One should take pleasure in competing. And then, of course, purpose also relates to business strategy. You have to have clear goals and align people with them. Then you have to take action and implement those goals. And then you have to measure what is being achieved. That takes transparency.\u003c/p\u003e\n\u003cp\u003eI see many more companies thinking about purpose now. But you can\u0026rsquo;t just hang up a slogan somewhere in the office. You must really think about purpose\u0026mdash;debate it, discuss it, and commit to it. It\u0026rsquo;s not a one-time thing. One has to repeat, \u0026ldquo;Is it still true?\u0026rdquo;\u003c/p\u003e\n[[Video 3]]\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e You have said that \u0026ldquo;you can teach concepts, but you can\u0026rsquo;t teach experiences.\u0026rdquo; How does that play out in the CEO role?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e We all act according to certain concepts, even if we don\u0026rsquo;t know it. Basically, we have a framework\u0026mdash;we have a pattern that is influenced by personal experiences, by what we have learned, by what we have observed.\u003c/p\u003e\n\u003cp\u003eI learned a lot from my predecessors, in both positive and negative examples. I looked at the negative consequences of certain patterns but also at what [my predecessors] did extremely well. And I have to say that all my supervisors and bosses had at least one towering strength. That\u0026rsquo;s what I tried to focus on and learn from. In my experience, many people have a particular gift, and I\u0026rsquo;ve seen many CEOs who are really gifted.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e It\u0026rsquo;s true that many CEOs are gifted. At the same time, they have to be mentally, physically, and emotionally fit to do such a complex and demanding job. How can they stay strong through the journey?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e Overall, I would say you don\u0026rsquo;t get to that position if you don\u0026rsquo;t have a certain level of resilience even before you become a CEO. So the first question is, how do you gain resilience? I think some is given by Mother Nature\u0026mdash;your biology. But having gone through very tough periods and deep challenges, I also found that after the bad days come good days. Knowing that after the rain, the sun will appear again is a very important perspective that helps one become more resilient. A certain realistic optimism is helpful.\u003c/p\u003e\n[[Video 4]]\n\u003cp\u003eThis reminds me of Jack Stafford, who was the CEO of American Home Products many years ago. When I became CEO, I went to see him. He had the reputation of being very experienced and tough. We talked about a lot of things, but one thing he said stuck in my mind. He said, \u0026ldquo;Dan, you can\u0026rsquo;t trust anybody but your wife.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eThat was a very stark viewpoint, but it wasn\u0026rsquo;t entirely wrong. Family or other trusted confidantes become an important pillar of your stability because you can really be open with them in a way you can\u0026rsquo;t quite be with others in an organization, even if you have close allies. It\u0026rsquo;s important to remember that when you\u0026rsquo;re in the CEO position, the day will come when you leave that role, but your family and friends will remain.\u003c/p\u003e\n\u003cp\u003eSecond, you need to give yourself quiet time \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-inside-out-leadership-journey-how-personal-growth-creates-the-path-to-success\"\u003eso that you can reflect\u003c/a\u003e. For me, that meant thinking about a challenge and running through possible approaches for how to solve it. A rumination process can be productive. I went for long walks with my dogs, for example. This gave me time to think.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e You\u0026rsquo;ve noted that having a diverse set of experiences can help leaders build resilience. Can you share examples of how this works and what it looks like\u0026mdash;whether in your own life or in the lives of other leaders you\u0026rsquo;ve worked with?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e Yes, one simple example is working at a multinational company and being able to move around a bit. Living in different cultures with different beliefs and languages tends to open the mind. And even when you come back home, you can discover your own country in new ways.\u003c/p\u003e\n\u003cp\u003eThat\u0026rsquo;s a company example, but there is also the example of a person being grounded in some topic or industry, knowledge-wise and capability-wise, that gives them a strong foundation for a career. Then they can add onto that various roles, various geographies. \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-versatile-leader-how-learning-to-adapt-makes-ceos-better\"\u003eYou may also become more innovative or creative\u003c/a\u003e\u0026nbsp;because you look for alternatives you didn\u0026rsquo;t think of before.\u003c/p\u003e\n\u003cp\u003eAt the same time, there can be disadvantages. If you move roles or companies a lot, maybe you\u0026rsquo;re not as expert in one field or at one organization as you might like to be. It\u0026rsquo;s useful to realize that in any career, it\u0026rsquo;s not possible to have everything. So you make choices\u0026mdash;some planned and some unplanned.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e We discuss empathy in our leadership book. Why is it so important for leaders to develop, and how can they use it to drive culture and performance?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e Empathy is critical for learning. You also need it in very specific moments. One may be confronted with a colleague who just lost a child or a spouse or who had an accident. These are moments when having the emotional understanding of what is going on in another person\u0026rsquo;s life will help you address the situation in a much deeper and more supportive way. It\u0026rsquo;s important to just be human.\u003c/p\u003e\n\u003cp\u003eSome people have more empathy. I tend to believe these people have suffered more in life or have had experiences of suffering. They can imagine what goes on inside an organization or, more specifically, inside an individual.\u003c/p\u003e\n\u003cp\u003eYou may have empathy and decide not to act upon it and not to show it because you think it\u0026rsquo;s not appropriate for various reasons. Or, as has happened to me frequently, you have to give negative news to someone. You can have empathy, and you can imagine how difficult it is for the person, yet you still have to do it. In my previous profession as a doctor, I sometimes had to reveal bad diagnoses to patients. It\u0026rsquo;s always tough.\u003c/p\u003e\n\u003cp\u003eIn an organizational context, you may have to tell someone their job is being eliminated in a restructuring. You must transmit this information while being attentive to the feelings of that person. At the same time, you can\u0026rsquo;t lose the capacity to act despite your feelings of empathy. I think for CEOs generally, they should understand that acting with empathy, whether in routine circumstances or in crises, \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/its-cool-to-be-kind-the-value-of-empathy-at-work\"\u003ebuilds connections that can strengthen the organization\u003c/a\u003e.\u003c/p\u003e\n[[Video 5]]\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e Let\u0026rsquo;s talk a little bit about work\u0026ndash;life balance. Do you think the workhorse mentality is changing, especially as younger generations move into the workforce?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e I believe things have changed to some degree. While younger people all work hard, they often don\u0026rsquo;t view that as the right way to live their lives. They are much more oriented toward balancing work, life, and life at work.\u003c/p\u003e\n\u003cp\u003eMy experience was very different. Being a physician, there was no question that you worked whenever you were needed. We had a day shift, a night shift, and a workday without pausing. That was a given. And that has changed. At least in Switzerland, the rules of the hospital have changed.\u003c/p\u003e\n\u003cp\u003eWhen it comes to my children, they tell me that their lives don\u0026rsquo;t just consist of work. They want their hobbies. In the beginning, it was a bit difficult for me to understand, to be honest.\u003c/p\u003e\n\u003cp\u003eMy oldest son is going to do a fellowship in reconstructive surgery. And he decided to stop working a few months before taking the new job. When he said he would take a sabbatical, I thought: \u0026ldquo;A sabbatical? Why?\u0026rdquo; He replied that it was a unique opportunity between two intense jobs to take some time off. I probably would never have done it, but then I realized it\u0026rsquo;s totally fine.\u003c/p\u003e\n\u003cp\u003eI can see that these are positive changes that can help people learn from a different set of circumstances and experiences. It will help them build a sustainable career as people live longer, healthier lives. I think the trend of younger people taking breaks, trying to have work\u0026ndash;life balance, looking for different paths are all welcome changes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e What advice do you have for CEOs trying to manage a modern organization with so many demands and stakeholders?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e First of all, my advice would be to enjoy it. \u003ca href=\"/featured-insights/leadership/an-interview-with-daniel-vasella\"\u003eBeing a CEO is the best job you can have\u003c/a\u003e. It\u0026rsquo;s a wonderful job, even with all the challenges and negatives.\u003c/p\u003e\n\u003cp\u003eMy other advice relates to coaching. In the past, coaching was viewed as something that a leader might do if something went wrong. Not anymore. Having productive conversations with someone from outside the company is valuable. I see that at many organizations where the top executives all have coaches.\u003c/p\u003e\n[[Video 6]]\n\u003cp\u003eThis is part of the broader idea of getting help. Leaders may have a yoga instructor or a therapist. These changes reflect how views of leadership are evolving, \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/healthy-organizations-keep-winning-but-the-rules-are-changing-fast\"\u003eaway from the classic authoritative type of leader to a more collaborative approach\u003c/a\u003e. Most recognize that we can use help and support. This shift also supports how Gen Z views leadership, and how it may evolve in the future.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRamesh Srinivasan:\u003c/strong\u003e When you talk about taking pleasure in the competition and in the CEO role, is that something that you felt you did from the start of your career? Or did it take a long time to feel that way?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDaniel Vasella:\u003c/strong\u003e I had that feeling right from the beginning, even in previous positions where I was not CEO.\u003c/p\u003e\n\u003cp\u003eAs head of development, for example, it was fun and challenging to be faster at bringing new products to market. I retained that feeling as I moved up the ranks.\u003c/p\u003e\n\u003cp\u003eIn my CEO coaching now, we develop trusted one-on-one relationships that last months and often years. I see how very talented people take pleasure in most aspects of the job but still have things that bother them. In fact, the biggest challenges are often not about strategy or financial issues. Often it boils down to personal relationships\u0026mdash;someone who is difficult on a team, or how and whether to confront someone or not.\u003c/p\u003e\n\u003cp\u003eTaking pleasure in the job is such an important concept. During the Olympic Games this summer, we saw how the American gymnast Simone Biles worked through challenges. Facing and overcoming obstacles must make the medals so much more satisfying.\u003c/p\u003e\n\u003cp\u003eFor CEOs, what drives satisfaction? What makes them want to stay in the role and improve their organizations? These are essential questions. I would say the answer is a mix of elements we\u0026rsquo;ve discussed: articulating a common purpose around which the organization can rally, understanding yourself and what motivates you so that you can understand how to lead others, relying on family, friends, colleagues, and coaches for their views and support, being empathetic toward others, and asking for help when you need it. And finally, knowing that sometimes you will lose. But if you never lose, the game wouldn\u0026rsquo;t be as interesting, right?\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":true},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Interview"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2024-10-08T10:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[{"displayName":"People \u0026amp; Organizational Performance"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eDaniel Vasella\u003c/strong\u003e is the former chairman and CEO of Novartis AG. \u003cstrong\u003e\u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e\u003c/strong\u003e is a senior partner in McKinsey\u0026rsquo;s New York office.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eComments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey \u0026amp; Company or have its endorsement.\u003c/em\u003e\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eThis article was edited by Barbara Tierney, a senior editor in the New York office.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"9013B76440BF47198B138D51FA688881","name":"Ramesh Srinivasan","authorTitle":{"value":"Ramesh Srinivasan"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/ramesh srinivasan/ramesh-srinivasan_profile_1536x1152.jpg","alt":"Ramesh Srinivasan"},"emailLinks":{"value":"Ramesh_Srinivasan@mckinsey.com"},"linkedInUrl":{"value":""},"description":{"value":"Helps clients implement lasting change; leads leadership learning programs for CEOs and partners"},"locations":{"targetItems":[{"name":"New York","displayName":"New York"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Ramesh Srinivasan","src":"/~/media/mckinsey/our people/ramesh srinivasan/ramesh-srinivasan_headshot_988x741.jpg"},"url":{"path":"/our-people/ramesh-srinivasan"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Author Talks: A transformational approach to leadership"},"url":{"path":"/featured-insights/mckinsey-on-books/author-talks-a-transformational-approach-to-leadership"},"eyebrow":{"targetItem":{"name":"Interview"}},"articleType":{"targetItem":{"name":"Interview"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"How can leaders reach their full potential? McKinsey senior partners provide a road map for developing effective \u0026ldquo;inside out\u0026rdquo; leadership."},"standardImage":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks a transformational approach to leadership/srinivasan-maor-strovink-kass-thumb-1536x1536-v3.jpg","alt":"McKinsey senior partners Ramesh Srinivasan, Dana Maor, Kurt Strovink, and senior partner emeritus Hans-Werner Kaas"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":null,"publicationSource":null,"externalPublication":null,"title":{"value":"The Journey of Leadership: How CEOs Learn to Lead From the Inside Out"},"url":{"path":"/featured-insights/mckinsey-on-books/journey-of-leadership"},"eyebrow":null,"articleType":null,"contentType":{"targetItem":{"name":"Book - Featured Insights"}},"description":{"value":"This book is the first-ever explanation of McKinsey\u0026rsquo;s step-by-step approach to transforming leaders both professionally and personally, including revealing lessons from its legendary CEO leadership program, \u0026ldquo;The Bower Forum,\u0026rdquo; which has counseled five-hundred-plus global CEOs over the past decade."},"standardImage":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"The versatile leader: How learning to adapt makes CEOs better"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/the-versatile-leader-how-learning-to-adapt-makes-ceos-better"},"eyebrow":{"targetItem":{"name":"Book Excerpt"}},"articleType":{"targetItem":{"name":"Book Excerpt"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Leaders benefit from seeking out diverse experiences, displaying deep curiosity, and knowing when to speak up."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/the versatile leader how learning to adapt makes ceos better/qweb-versatile-ceo-1536x1536.jpg","alt":"A cascade of transparent marbles, each varying in size, weave together to form an endless Möbius strip"},"heroImage":null,"thumbnailImage":null}]},"useEnhancedAuthors":{"boolValue":false},"acknowledgements":{"value":""},"showSocialShareFooter":{"boolValue":false},"template":{"id":"683910db-02ba-40ba-92e7-726c880160a9"},"hideFromSearchEngines":{"boolValue":false},"heroFiftyFiftyBackground":{"targetItem":null},"backgroundColor":{"targetItem":null},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"hideStickySubscriptionBar":{"value":false},"enableRegWall":{"boolValue":false},"timer":{"value":"8"},"regWallHeading":{"value":""},"showGoToHomeLink":{"boolValue":false},"regWallDescription":{"value":""},"isInsightsStorePage":{"boolValue":false},"enableRatingsForArticleBody":{"boolValue":false},"enableRatingsForMostPopular":{"boolValue":false},"selectedModalSubscriptions":{"targetItems":[]},"link1":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link2":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link3":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link4":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link5":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"fullReportPDF":{"name":"Full Report PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"fullReportPDFDisplayName":{"value":""},"appendixPDF":{"name":"Appendix PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"appendixPDFDisplayName":{"value":""},"articlePDF":{"name":"Article PDF","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/how to embrace the ceo role an interview with daniel vasella/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella-final-v4-cs.pdf","displayName":"How-to-embrace-the-CEO-role-An-interview-with-Daniel-Vasella-FINAL-V4-cs","title":"How to embrace the CEO role: An interview with Daniel Vasella","keywords":"","description":"","extension":"pdf","mimeType":"application/pdf","size":353925,"pageCount":"6","thumbnailImageSrc":""},"briefingNotePDF":{"name":"Briefing Note PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"discussionPapersPDF":{"name":"Discussion Papers PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"executiveSummaryPDF":{"name":"Executive Summary PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"executiveSummaryPDFDisplayName":{"value":""},"researchPreviewPDF":{"name":"Research Preview PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"heroImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/how to embrace the ceo role an interview with daniel vasella/how-to-embrace-the-ceo-role-daniel-vasella-hero-1536x864.jpg","alt":"Headshot of Daniel Vasella."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/how to embrace the ceo role an interview with daniel vasella/how-to-embrace-the-ceo-role-daniel-vasella-thumb-1536x1536.jpg","alt":"Headshot of Daniel Vasella."},"heroImageTopOffset":{"value":""},"headerOverlayOpacity":{"targetItem":null},"heroType":{"targetItem":{"displayName":"Fifty Fifty"}},"photoOverlayOpacity":{"targetItem":null},"hideHero":{"boolValue":false},"renderStackedHeroLayoutForMobile":{"boolValue":false},"articleHeroVideoId":{"value":""},"podcastHeroOmnyAudioID":{"value":""},"heroBespokeInteractiveID":{"value":""},"bespokeHeroRenderMode":{"targetItem":null},"audio":{"results":[]},"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/travel-logistics-and-infrastructure/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"McKinsey Talks Talent Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"globalDisruptors":{"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/travel-logistics-and-infrastructure/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"McKinsey Talks Talent Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]}},"ceros":{"results":[]},"exhibit":{"results":[]},"image":{"results":[]},"exhibitcarousel":{"results":[]},"pullquote":{"results":[]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]},"articlesidebar":{"results":[]},"boxout":{"results":[]},"globalsidebar":{"results":[]},"video":{"results":[{"template":{"name":"Video"},"mediaID":{"value":"1"},"videoID":{"value":"6362214141112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"2"},"videoID":{"value":"6362213834112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"3"},"videoID":{"value":"6362211789112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"4"},"videoID":{"value":"6362214037112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"5"},"videoID":{"value":"6362214432112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"6"},"videoID":{"value":"6362211583112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}}]},"scrollycontainer":{"results":[]},"bespokeinteractive":{"results":[]},"storycontainer":{"results":[]},"interactive":{"results":[]},"sectionheader":{"results":[]},"statementdisruptor":{"results":[]},"fullbleedphoto":{"results":[]},"tocitem":{"results":[]},"quizcontainer":{"results":[]},"generalup":{"results":[]},"twoupmedium":{"results":[]},"accordion":{"results":[]},"factoid":{"results":[]},"promobarwithquote":{"results":[]},"oneupmedium":{"results":[]},"oneupmediumquote":{"results":[]},"gridwall":{"results":[]},"twoupsmall":{"results":[]},"oneclicksubscribe":{"results":[]},"promobar":{"results":[]},"promobanner":{"results":[]},"sectionhero":{"results":[]},"threeuplinklist":{"results":[]},"table":{"results":[]},"explainertooltip":{"results":[]},"isFiveFiftyHorizontalArticle":{"boolValue":false},"fiveFifty":{"results":[]}},"contextItem":{"ancestors":[{"breadCrumbUrl":{"path":"/capabilities/people-and-organizational-performance/our-insights"},"breadCrumbTitle":{"value":"Our Insights"},"isMiniSite":{"boolValue":false},"displayName":"Insights on People and Organizational Performance","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/capabilities/people-and-organizational-performance/how-we-help-clients"},"breadCrumbTitle":null,"isMiniSite":{"boolValue":true},"displayName":"People \u0026 Organizational Performance","template":{"id":"414C6C64AD35440E9668CF39D8A18CCF"}},{"breadCrumbUrl":{"path":"/capabilities"},"breadCrumbTitle":{"value":"Capabilities"},"isMiniSite":{"boolValue":false},"displayName":"Capabilities","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/"},"breadCrumbTitle":{"value":""},"isMiniSite":{"boolValue":false},"displayName":"Home","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}}]}}},"placeholders":{"main-area":[],"sidebar-area":[]}}]}},"itemId":"0b16adc2-0e36-4153-b589-76a24bbc4ddc","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella"}],"currentLanguage":"en","navigationLink":"capabilities","activeItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","miniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2024-10-08T20:14:48Z","createdDate":"2024-10-03T17:52:24Z","practice":{"isDefaultPractice":false,"name":"Organization","code":"N10","stickyTitle":"Sign up for emails on new Organization articles","stickySubtitle":"Never miss an insight. We'll email you when new articles are published on this topic.","previewLink":"","previewLinkLabel":"Preview","description":null,"descriptionText":"Get the latest articles on this topic delivered to your inbox","frequency":"Alert","regFormTitle":null},"url":"/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella","isCareersPage":false,"officePath":"","hideAppPromo":false,"itemInfo":{"id":"0b16adc2-0e36-4153-b589-76a24bbc4ddc","fullPath":"/sitecore/content/McKinsey/Home/Capabilities/People and Organizational Performance/Our Insights/How to embrace the CEO role An interview with Daniel Vasella","templateName":"ArticleJSS","templateID":"683910db-02ba-40ba-92e7-726c880160a9"}},"defaultSettings":{"McKinsey Quarterly":"\u003cem\u003eMcKinsey Quarterly\u003c/em\u003e","FacebookCID":"soc-web","LinkedInCID":"soc-web","TwitterCID":"soc-web","Home Page SEO Details":{"Description":"McKinsey \u0026 Company is the trusted advisor and counselor to many of the world's most influential businesses and institutions.","Image_Url":"/~/media/images/global/seoimageplaceholder.jpg","Image_Alt":""}},"alumniDatalayerChunk":"static/chunks/alumnidatalayer.325ebb6069c1d69e.js"},"componentProps":{},"notFound":false,"noAccess":false},"__N_PREVIEW":true,"__N_SSP":true},"page":"/[[...path]]","query":{"timestamp":"1732251666259","path":["capabilities","people-and-organizational-performance","our-insights","how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella"]},"buildId":"9vYT_fWQKRjfPT7lAZJdB","runtimeConfig":{"CONFIG_ENV":"production","CURRENT_ENV":"production","PUBLIC_URL":"https://www.mckinsey.com","PUBLIC_CMS_URL":"https://cms-prod.mckinsey.com","RECAPTCHA_V3_KEY":"6LdC5twSAAAAAF0dePIbY_ckeF05mKdYYJXn7uTg","INVISIBLE_RECAPTCHA_KEY":"6LcWCs0UAAAAAEik2NaGkfGH8mGHo1ThxIt-qUoE","USER_SERVICE_API_HOST":"https://prd-api.mckinsey.com","MOBILE_SERVICES_HOST":"https://mobileservices.mckinsey.com","SEARCH_SERVICE_API_HOST":"https://mckapi.mckinsey.com","OT_DATA_DOMAIN_SCRIPT_COM":"915b5091-0d7e-44d2-a8c4-cf08267e52fe","OT_DATA_DOMAIN_SCRIPT_DE":"13f50396-9d33-4d95-ba3e-1f108fa91009","OT_DATA_DOMAIN_SCRIPT_BR":"679eae24-1d5c-4f33-8aae-b35aa8269966","ADOBE_LAUNCH":"a400cfbb2fd3","BCOV_POLICY":"BCpkADawqM3Xn1B8iTmHawNytUSk0kXaQKMSM51CBVsYKHfwlRhZimTJqbOOq0NuyxTKQnvb4V9myMVRjwGkyGtJQO2HrUPOJHcsgkpbB-jyHwswonskf6XnZaF0TyyKkAQgbymSMtudeD9CLk-xCpqAzTaNUm7a3M3QKLN4pdLRNJ9_HbVMWzNpiUr5ezAVdMciDMwsD-gxNl43d7bfVP3wRhTNWbWUYn3WK7-Oz2gbxV6mMTm0jJU3SjK_x0meTprYUgdUWA-iDgwVglsnfJ_SVtVDPZypUokKv85GzFLM-ywjWlPM2Hg1ucemwwOpa-qvYBGfeMV7zP3n6s22hFCBveiWtHEBpV9N8f4rjmunMlxBx7kSlxIRjWquZm70hLRXMoxAgQ22BC86tBhgR_d1l9_-FzZuZIlZhzJwJi3ug1HszooHM8uEMOkHmB5nYj5XEgVk5JFYGcSwFSnMnNzE1ej2J3jcEiE3eSWHcremWjCZ0s9bs_8R08WpGWkBp8WMXUFfmhPBMk-MGixR_yIu7nJ6B_hYBnVhqKnnoW-xxEmRxgwG0Ev0S96cAcBG8qdlChGN7o1qN0heGTUIYnDk703q3lt9j7X4FgaITrlcPZOWZ96EHytVKUAtmtVp5BVGpiLn4viuUpEdAM_CLSBIaPVunk-39L8tm6m8iUYmbMX_KXPyaL900bQtVQgK39FCa0pUEZ_jSBOGNj1FH8NUPN2TS8_csNWfpN7gsaD9FBN3wUtawAD_RPdJ952odfwJqyvrkN89AyKnFdFMvUh6_4LCIQVYd4M5KC_k1WNLYb11KZhq6O4UaoyD4X1pV4-x0jBzEnc4VQTkL_04dw2xdPJ1uqUrmHuUcIBO0SKaEk6_5HYc3GKfYwmPz1oxMpOi-Rzw1QPyWIdbrcZdFbIHoVZ8FKfyslEv392pJMiKzUnVWL_3mZ0UqnGtddwlXYVdSs57AUdlrfOe7TVaaIMZ_kL7FSrbWrsaSufitSYr62xD1K1-qeb4wkx8QQEorxGJ3RG1Vpn97Pn5JEC_jvj0s7uzFgidYR9bp80EMmPCHUmRg-Hm1Aq1B4YMNc1ARnFz6UvT_8_pMhJEwKuypA-nPoJu4JZJNLVUdw","sitecoreApiKey":"{AD59BE63-BA20-47D4-A1B0-ECF30588E2E2}","sitecoreApiHost":"https://prod.mckinsey.com","FB_APP_ID":"1382278882079245","ARTICLE_API_HOST":"https://prd-api.mckinsey.com","SITECORE_FORMS_SERVICES_API_HOST":"https://prd-api.mckinsey.com","FEATURE_TOGGLES":"{\"stack_adapt_pixel\": true, \"article_seo_schema\":true, \"remember_me\": true, \"gql_promo_banner\": true, \"gql_highlight_bar\": true, \"gql_ceros_placeholder\": true, \"gql_two_up_medium\": true, \"gql_hero_with_partnership_mark\": true, \"gql_brightcove_gallery\": true, \"gql_one_up_medium\": true, \"gql_promo_bar_with_quote\": true, \"gql_fifty_fifty_hero\": true, \"gql_enhanched_hero\": true, \"gql_two_up_small\": true, \"gql_general_up\": true, \"gql_full_bleed_hero\": true, \"passwordless_login_enabled\": true, \"sso_enabled\": true, \"article_id\": \"\", \"personalisation_enabled\":true, \"hide_student_sticky_footer\":true, \"email_domain_validation_enabled\":true, \"enable_cid_cookie_qp\": true, \"otp_verification_enabled\": true}","HEADER_SCRIPT_HASH":"abcd1234","OKTA_AUTH_CLIENT_ID":"0oa8ppb3ypQ8uOI8y697","OKTA_AUTH_ISSUER":"https://dotcomidp.mckinsey.com/oauth2/aus2byav0jTElyFDD697/","AUTO_REDIRECTION_DURATION":"5","LINKEDIN_IDP":"0oaecyj1byxnfrfFk697","APPLE_IDP":"0oaeg2lxy6mq4PX5F697","GOOGLE_IDP":"0oaeczfkb03XL3E4O697","ALUMNI_BASE_API_URL":"https://dev-gateway.intranet.mckinsey.com/:apiKey/v1","ALUMNI_AUTHENTICATE_API_URL":"https://dev-ac3-okta-auth.intranet.mckinsey.com/authenticate","ALUMNI_OKTA_URL":"","ALUMNI_OKTA_ENABLED":"true","GOOGLE_MAP_API_KEY":"AIzaSyDqrGDNMDjy9pXHkMf-_Ut33LoC725GSe4","AWS_GATEWAY":"https://dev-gateway.mckinsey.com","AWS_API_GATEWAY_ID":"o63viscaj4","AWS_PERSONALIZATION_TRACKING_ID":"f3f97bc3-4ca7-4960-9e49-0bcff6294ab4","AWS_PERSONALIZATION_CID":"recommendations-onw-onw-mck-mck-art-2410-v1-user-ext-web","EVENTS_MODULE_CARDS_COUNT":"8","RECOMMENDATIONS_OFFER_ACTIVITY":"Article Recommendations"},"isFallback":false,"dynamicIds":[70281,79556,76731],"gssp":true,"locale":"en","locales":["en","da-DK"],"defaultLocale":"en","isPreview":true,"scriptLoader":[]}</script><script type="text/javascript" src="/CD521ZmoihS6ARo3gA/pYacztLGJLc6i9/DWRZTi91cQc/Jl/gQLhALSh4"></script></body></html>