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":"90","DisplayDate":"5/17/2024","OriginalPublicationDate":"5/17/2024","SourcePublication":"McKinsey Quarterly","SitecoreId":"{00638482-B381-402D-BD7C-B5FB1CF19FB2}","Title":"Can your company remain global and if so, how?","ArticleType":"Article","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/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how"}],"NavigationLink":"capabilities","ActiveItemId":"{6FC6FF30-E964-4D27-94F0-A71008220644}","OfficeCode":"","MiniSiteId":"{50D1B9C6-D63B-4439-85D4-6D582C0B965F}"};</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="Can your company remain global and if so, how?" property="og:title" name="title"/><meta content="Rising geopolitical tensions are testing the resilience of global organizations and impeding growth strategies. We look at how to address these challenges." property="og:description" name="description"/><meta content="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how" name="url" property="og:url"/><meta content="index,follow,all" name="robots"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/qweb-can-your-company-remain-global-1536x1536.jpg" property="og:image" name="image"/><meta content="{00638482-B381-402D-BD7C-B5FB1CF19FB2}" name="sid"/><link href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how" rel="canonical"/><meta content="Strategy" name="practice-name"/><meta content="N12" name="practice-code"/><meta content="summary_large_image" name="twitter:card"/><meta content="@mckinsey" name="twitter:site"/><title>How your company can build geopolitical resilience | McKinsey</title><meta content="Insights & Publications" name="sections"/><meta content="Can your company remain global and if so, how?" name="twitter:title"/><meta content="Rising geopolitical tensions are testing the resilience of global organizations and impeding growth strategies. We look at how to address these challenges." name="twitter:description"/><meta content="Article" property="contenttype" name="contenttype"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/qweb-can-your-company-remain-global-1536x1536.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="Can your company remain global and if so, how?" name="twitter:image:alt"/><meta content="public" name="accesslevel"/><meta content="false" name="excludefromclientlink"/><meta content="McKinsey Quarterly" name="articlesource"/><meta content="article" name="articletype"/><meta content="Andrew Grant | Michael Birshan | Olivia White | Ziad Haider" name="authors-name"/><meta content="2024-05-17T00:00:00Z" name="itemdate"/><meta content="Strategy | Article | McKinsey Quarterly | May 17, 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/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how"},"datePublished":"2024-05-17T00:00:00Z","dateCreated":"2024-05-15T14:20:04Z","dateModified":"2024-05-17T00:00:00Z","heading":"Can your company remain global and if so, how?","image":"https://www.mckinsey.com/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/qweb-can-your-company-remain-global-1536x1536.jpg","description":"Rising geopolitical tensions are testing the resilience of global organizations and impeding growth strategies. We look at how to address these challenges.","author":[{"@type":"Person","name":"Andrew Grant"},{"@type":"Person","name":"Michael Birshan","url":"https://www.mckinsey.com/our-people/michael-birshan"},{"@type":"Person","name":"Olivia White","url":"https://www.mckinsey.com/our-people/olivia-white"},{"@type":"Person","name":"Ziad Haider","url":"https://www.mckinsey.com/our-people/ziad-haider"}]}</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"/><link rel="preload" href="/_next/static/css/06ae37db5ebc260c.css" as="style"/><link rel="stylesheet" href="/_next/static/css/06ae37db5ebc260c.css"/><link rel="preload" href="/_next/static/css/5e45d445fc213154.css" as="style"/><link rel="stylesheet" href="/_next/static/css/5e45d445fc213154.css"/><link rel="preload" href="/_next/static/css/ba3532f3457e0322.css" as="style"/><link rel="stylesheet" href="/_next/static/css/ba3532f3457e0322.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 defer="" src="/_next/static/chunks/8578.3a4bfe7b76c8d5b2.js"></script><script defer="" src="/_next/static/chunks/8391.a64dec5b7b976b97.js"></script><script defer="" src="/_next/static/chunks/9392.70269256ff98b56b.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="bdpnbeqx2cuayz2bzgsa-f-a644a8d15-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":4,"ak.ipv":4,"ak.proto":"http/1.1","ak.rid":"3ba6fe21","ak.r":50230,"ak.a2":e,"ak.m":"a","ak.n":"essl","ak.bpcip":"8.222.208.0","ak.cport":59846,"ak.gh":"23.39.162.5","ak.quicv":"","ak.tlsv":"tls1.2","ak.0rtt":"","ak.0rtt.ed":"","ak.csrc":"-","ak.acc":"reno","ak.t":"1732364708","ak.ak":"hOBiQwZUYzCg5VSAfCLimQ==FBvmoKOtySi4/pYWXv5OznsMTDNZ3PGdIi2zw/zZdknoJ+Wt5P84sASXtZLWTMFKy0K2aZfwrzl/K6Ue6Xxpm0FEN1o77tuGZRhbuw0RS/zfunY3r1kKgDJR66UZ7o8OHrbKHCG71creZUFdlxSYAad2+sK8+orJPz34BqO+hq3lKuZvH4sThbFa2iXmMxRjg0v6HBB/UHc5G/q8lVoSkRxdSCiTjnGhSKJE4z1YNV6H5DWDVCGCgYBBRHoEJso0HWwkUSMUIDiNPAG9GIHJwjjNDUejZnbQTvtRc6adBroAw2YvAVU5domlkm8PscnnGn7k03xKG7WqMutnH/ntSvxNbvOGPdTNh6k7etDVCJS783GVZ8LLQ7IVSBnexDEgYGyNmcaJ1I/sByuwCX+ySbMIBK2jVCtH7MDRHBVtsrw=","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"><style> .global-header-wrapper [class*='primary-nav'], .global-header-wrapper [class*='mck-c-eyebrow'], .global-header-wrapper .section-name-desktop, .global-header-wrapper .section-name { display: none !important; } .global-header.is-transparent.-theme-light:before, .global-header.is-transparent.-theme-dark:after { opacity: 0; }</style><div class="full-bleed-hero-with-non-immersive-dek" data-transparent-header="true"><div data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="AnchoredHero" class="FullHero_mck-c-full-hero__jgmkB"><div class="FullHero_mck-c-full-hero__wrapper-media__wxfB9"><div class="FullHero_mck-c-full-hero__overlay__eIX_8"></div><video class="FullHero_mck-c-full-hero__video__9WdYo mck-u-screen-only" id="bcVideo6353092516112" muted="" loop="" autoplay="" playsinline=""></video></div><div class="FullHero_mck-c-full-hero__first-fold__7fXFg"><div class="FullHero_mck-c-full-hero__first-fold-content__F5jdd"><div class="mdc-o-container__wrapper mdc-u-spaced-mobile mdc-u-grid mdc-u-grid-gutter-xxl FullHero_mck-c-full-hero__title-container__YfybZ"><div class="mdc-u-grid 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 mdc-u-spaced-mobile mdc-u-align-center mdc-u-grid"><div><a data-component="mdc-c-link" href="/quarterly/overview" class="mdc-u-ts-10 mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">McKinsey Quarterly</span></a><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 FullHero_mck-c-full-hero__heading__RgATx"><div>Can your company remain global and if so, how?</div></h1></div><div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 FullHero_mck-c-full-hero__date__jb4gN"><div><time datetime="2024-05-17T00:00:00Z">May 17, 2024</time> | Article</div></div></div><div><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium FullHero_mck-c-full-hero__arrow__jtXdj" data-click-track="true" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="article" data-layer-text="skip article header section" data-layer-region="full hero"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-xl___3BEee_2734c4f mck-arrow-down-icon"></span></button></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-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Andrew Grant </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/michael-birshan" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Michael Birshan</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/olivia-white" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Olivia White</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/ziad-haider" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Ziad Haider</span></a></span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></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">Geopolitical uncertainty is forcing global companies to take a hard look at the decades-long strategy of geographic expansion.</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%2Fstrategy%20and%20corporate%20finance%2Four%20insights%2Fcan%20your%20company%20remain%20global%20and%20if%20so%20how%2Fcan-your-company-remain-global-and-if-so-how.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="can-your-company-remain-global-and-if-so-how" data-layer-report-name="can-your-company-remain-global-and-if-so-how>"><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"> (11 pages)</span></a></div></div></div></div> <p><strong>Rising geopolitical tensions</strong> are testing the resilience of global organizations and challenging existing growth strategies. Wars in Europe and the Middle East and escalating US–China competition have the attention of the executive suite and the boardroom. Global business leaders are asking, “What is the future of the global corporation? Do we need to fundamentally shift strategies and structure?”</p> <p>These questions are being asked amid a measurable decline in global cooperation on peace and security and slowing cooperation in other areas, as reflected in a new <a href="https://www.weforum.org/publications/the-global-cooperation-barometer-2024/">global cooperation barometer</a> released by the World Economic Forum and McKinsey in January (Exhibit 1). The intensity and duration of <a href="https://www.foreignaffairs.com/africa/world-war">conflicts worldwide are at their highest levels</a> since before the end of the Cold War<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="e3c0be57-2f68-48a6-8f9f-ffb8babcdbac"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="e3c0be57-2f68-48a6-8f9f-ffb8babcdbac" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Emma Beals and Peter Salisbury, “A world at war: What is behind the global explosion of violent conflict?,” <em>Foreign Affairs</em>, October 30, 2023.</span></span></span></a></span>: <a href="https://www.iiss.org/en/publications/armed-conflict-survey/">183 active conflicts in 2023</a>, with violent events last year increasing by 28 percent and fatalities by 14 percent.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="b945e202-b47a-4bb7-85b4-04fa8f798080"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b945e202-b47a-4bb7-85b4-04fa8f798080" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>The Armed Conflict Survey 2023</em>, first edition, Abingdon, United Kingdom: Routledge, 2023.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 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 class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/pub-georisksegmentation-v6-ex1.svgz?cq=50&cpy=Center"/><img alt="Peace and security among nations have eroded sharply since 2020." src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/pub-georisksegmentation-v6-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Moreover, 2024 is the year of national elections, with <a href="https://time.com/6550920/world-elections-2024/">more than 60 countries and nearly 50 percent of the global population</a> heading to the polls.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="40b94b5b-88b9-436f-94e3-0c6fac8b726a"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="40b94b5b-88b9-436f-94e3-0c6fac8b726a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Koh Ewe, “The ultimate election year: All the elections around the world in 2024,” <em>Time</em>, December 28, 2023.</span></span></span></a></span> Even if only a subset of these elections lead to shifts in leadership and policy, business leaders cannot ignore political uncertainty against the backdrop of an evolving global order.</p> <p>Unsurprisingly, business leaders view geopolitics as the top risk to global growth and view political transitions as the leading emergent risk, according to our latest <a href="/capabilities/strategy-and-corporate-finance/our-insights/economic-conditions-outlook-2024">global economic survey</a> (Exhibit 2). Business leaders tell us diverging regulatory requirements, increased in-market risk in multiple geographies, and the need to establish local bona fide units without generating undue risk to the parent are the reasons that now, as one executive we spoke to put it, “Geopolitics trumps capital markets.”</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 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 class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/pub-georisksegmentation-v6-ex2.svgz?cq=50&cpy=Center"/><img alt="Geopolitical instability tops the list of concerns for global business leaders." src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/pub-georisksegmentation-v6-ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Given this environment, one of the biggest strategic questions confronting global business leaders today is, “How global can my organization remain?” The cost of getting this question wrong is high; assets, growth, value creation, and, most importantly, people may be at risk. At the same time, there is a real advantage to getting it right. In a changing geopolitical landscape, organizations can differentiate themselves through the <a href="/capabilities/strategy-and-corporate-finance/our-insights/strategic-courage-in-an-age-of-volatility">strategic courage</a> with which they navigate this era of volatility.</p>  <p>Our analysis shows that business leaders can take a systematic approach to building what we call geopolitical resilience. One element of that approach is conducting geopolitical-scenario planning, thinking through a set of “<a href="/capabilities/risk-and-resilience/our-insights/black-swans-gray-rhinos-and-silver-linings-anticipating-geopolitical-risks-and-openings">black swans, gray rhinos, and silver linings</a>”—unpredictable and probable high-impact events, as well as potential opportunities amid the storm clouds. A second element involves upgrading <a href="/capabilities/risk-and-resilience/our-insights/geopolitical-resilience-the-new-board-imperative">board capabilities on geopolitical risk</a>.</p> <p>There is another emerging aspect of geopolitical resilience that increasingly arises in our conversations with business leaders—one that we refer to as “structural segmentation.” Structural segmentation describes a cluster of moves that global corporations are considering to mitigate geopolitical exposure, to enable locally informed decision making, and to clear a pathway to safe, stable growth.</p> <p>In what follows, we define structural segmentation, identify questions for global companies to consider as they calibrate their operating models, and outline specific examples of how firms are implementing a segmentation approach. The findings are based on our and our colleagues’ conversations with business leaders across the world, as well as on analysis of more than 100 global organizations’ strategic moves.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>Structural segmentation describes a cluster of moves that global corporations are considering to mitigate geopolitical exposure, to enable locally informed decision making, and to clear a pathway to safe, stable growth.</p></blockquote></div> <h2>Structural segmentation for geopolitical resilience</h2> <p>During the past 25 years, geographic boundaries have faded for companies. Many built <a href="/featured-insights/innovation-and-growth/globalization-in-transition-the-future-of-trade-and-value-chains">complex supply chains that shipped components and products across the world, often crisscrossing it multiple times</a>. Wisely, they established global R&D hubs, forged enterprise-wide technology stacks, democratized access to data, consolidated legal entities, and fostered one-firm cultures.</p> <p>The premise of a fully globalized world, which underpinned these moves, is now in question, and companies should respond. Legal, regulatory, economic, political, and social contexts are shifting. Companies are increasingly seeking an integrated approach to taking coordinated action across six domains: operations (that includes production and supply chains), R&D, technology and data, legal entity structure, capital, and people. Across each of these domains, we find that organizations typically contemplate either (re)committing to globality or structurally segmenting activities across geopolitically distant markets.</p> <p>Structural segmentation can take several forms across a continuum. Full structural segmentation involves localizing parallel activities in multiple locations across the world. Factories, for example, may produce only for the regions in which they are located (often in a region or regions that have higher “<a href="/mgi/our-research/geopolitics-and-the-geometry-of-global-trade">geopolitical distance</a>”<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="7ad6f7eb-dadf-4126-aabf-1ec205fa646b"><sup class="FootNote_footnotesup__e73z_">4</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="7ad6f7eb-dadf-4126-aabf-1ec205fa646b" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Geopolitical distance between countries can be measured by examining the countries’ observable behavior on foreign policy issues, such as through their voting behavior in the United Nations General Assembly.</span></span></span></a></span> from the company’s home market).</p> <p>As an alternative, some companies are relocating toward home or geopolitically aligned countries, at least in select domains. In general, this involves preserving global connections—for example, housing most technologies in a home country, while creating a minimal viable footprint in geopolitically distant countries. In its most extreme form, however, this might include a major move, such as housing all R&D in the home market.</p> <p>The intent is to respond to geopolitical realities while preserving the benefits of global reach and seizing opportunities for resilient growth. Just as scenario planning is not a crystal ball, so structural segmentation is not a magic wand. It is, however, a strategic and operational choice that companies may contemplate to survive and thrive in a <a href="/capabilities/risk-and-resilience/our-insights/on-the-cusp-of-a-new-era">new era</a>. Although there is a range of ways multinationals can employ segmentation, there are six main areas:</p> <h3>Reshaping production and supply chains for resilience</h3> <p>Escalating geopolitical competition and disruptions induced by COVID-19, weather, and conflict have made supply chains a top priority issue for C-suites and boardrooms. Organizations are deploying or exploring a variety of segmentation strategies, considering both geopolitical exposures and <a href="/mgi/our-research/the-complication-of-concentration-in-global-trade">concentrated</a> production or supply chain footprints.</p> <p>Some companies have responded by recommitting to a global approach. This typically does not mean ignoring a changing world order but rather moving toward greater strategic diversification, whereby a company moves away from a concentrated global supply chain to a model that sources from and produces in a greater range of markets across the world. The idea is that a broader and arguably more global web of connections adds resilience, since it is not dependent on any one region or country.</p> <p>Multinational companies that instead opt for structural segmentation in operations seek to make sure that production and supply could survive if one region were to be cut off. So far, companies have attempted to localize across multiple regions to various degrees. Some have declared an “in market, for market” strategy, building localized production and supply chains so that in-market supply meets in-market demand as much as possible. Others have opted for a market-plus strategy, which entails a substantial footprint and supply chain—for both domestic and export purposes—in one region, supplemented by imports and exports as needed from other geographies.</p> <p>Few companies are considering complete localization or the relocation of their entire production from one geography to another. Those that do so tend to only have a few affected product lines and focus on only the most sensitive portions of their supply chains. Indeed, as all goods supply chains start where resources come out of the ground, there is a natural limit to how much of a supply chain a company can practically relocate.</p> <p>Many firms are considering some degree of structural segmentation, however. A recent <a href="https://www.ecb.europa.eu/pub/economic-bulletin/focus/2023/html/ecb.ebbox202307_01~2a0bcf0b48.en.html">European Central Bank survey</a> of multinationals with significant operations in the European Union, for instance, reports that 42 percent of firms plan to “friend-shore” production over the next five years, in contrast to only 11 percent that reported having done so in the past five years.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="5427ee5b-48d6-441b-ac22-04c6107ed3fd"><sup class="FootNote_footnotesup__e73z_">5</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="5427ee5b-48d6-441b-ac22-04c6107ed3fd" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Maria Grazia Attinasi et al., “Global production and supply chain risks: Insights from a survey of leading companies,” <em>ECB Economic Bulletin</em>, 2023, Volume 7.</span></span></span></a></span> Similar trends emerge in supply chains. <a href="/capabilities/operations/our-insights/tech-and-regionalization-bolster-supply-chains-but-complacency-looms">Our 2023 survey of supply chain leaders</a> found two-thirds of respondents sourcing more from suppliers located closer to their production sites last year.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="0b7b6bb6-1452-4e66-8b66-6866b551ff8b"><sup class="FootNote_footnotesup__e73z_">6</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="0b7b6bb6-1452-4e66-8b66-6866b551ff8b" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Knut Alicke, Tacy Foster, Katharina Hauck, and Vera Trautwein, “<a href="/capabilities/operations/our-insights/tech-and-regionalization-bolster-supply-chains-but-complacency-looms">Tech and regionalization bolster supply chains, but complacency looms</a>,” McKinsey, November 3, 2023.</span></span></span></a></span></p> <p>While reshaping footprints and supply chains can segment geopolitical risk, it comes with costs and complexity. Some organizations may struggle to replicate supplier networks in new markets because of factors such as labor shortages and infrastructure limitations. For others, diversification efforts may only shift concentration risk from one tier of suppliers to another, without significantly reducing overall risk. A third challenge is the stickiness of supply chains. Even as many multinationals, for example, are expanding their footprints in geographies such as Southeast Asia, China’s export share to ASEAN economies is also <a href="/mgi/our-research/geopolitics-and-the-geometry-of-global-trade">continuing to grow</a>. That results in the deepening use of components made in China by multinationals in some supply chains.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="4ae85106-41d1-49b0-9cb9-73655333d222"><sup class="FootNote_footnotesup__e73z_">7</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4ae85106-41d1-49b0-9cb9-73655333d222" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em><a href="/mgi/our-research/geopolitics-and-the-geometry-of-global-trade">Geopolitics and the geometry of global trade</a></em>, McKinsey Global Institute, January 17, 2024.</span></span></span></a></span></p> <h3>Ring-fencing research and development</h3> <p>With technology top of mind for business and world leaders, multinationals are having to adapt their R&D footprints. They can no longer rely on open access to talent and should balance geopolitical, regulatory, reputational, and commercial factors. Organizations may wrestle with questions such as where they should conduct R&D, who is conducting it, and with whom they should share it.</p> <p>On one end of the spectrum of structural segmentation, some companies are seeking to fully localize their R&D in multiple regions. A leading life sciences company, for example, has opted to build parallel R&D efforts in two different markets that are geopolitically distant from each other. That way, it can sustain access to top talent in each market and preserve—and possibly enhance—its flexibility to develop products that meet varying local requirements.</p> <p>Other companies are moving assets toward their home markets. Leading US technology companies are home- and friend-shoring researchers in sensitive technology domains, fully moving them away from markets that are geopolitically distant from the United States.</p> <p>In the middle of the spectrum, some companies are maintaining R&D operations in markets that are geopolitically distant from the location of their headquarters. But they are introducing strict guardrails, including restrictions in technology arenas that are part of the strategic competition between nations or have multiple use applications like quantum computing and applied AI.</p> <p>Companies that use these strategies often find they can not only mitigate risk but also gain a competitive advantage. A local R&D presence can make products more tailored to market-specific consumer preferences, fueling a global organization’s local growth strategy. While the approaches vary, the motivating factor is the same: to build geopolitical resilience while preserving an edge in innovation.</p> <h3>Derisking technology stacks and data lakes</h3> <p>A unified global technology stack was once seen as a source of competitive advantage as companies sought to win through scale at low cost. Now, this strategy is under stress from multiple sources: the proliferation of data protection, privacy, and localization laws around the world; the increasing threat of data theft, malevolent-technology insertion, and espionage; and concerns about the overconcentration of data in markets where threats are present.</p> <p>As a result, companies are revisiting their enterprise technology stacks and considering <a href="/capabilities/risk-and-resilience/our-insights/localization-of-data-privacy-regulations-creates-competitive-opportunities">rebalancing their traditional approach</a> to technology and data management. Some businesses are opting to adopt a globally optimized footprint, subject to local regulations, even if this involves hosting technology services in high-risk markets and accepting the associated additional geopolitical risk. A leading consumer company, for instance, took a local regulatory change as an impetus to localize its e-commerce stack, thereby improving in-market customer experience while managing compliance with the new regulation.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>A unified global technology stack was once seen as a source of competitive advantage as companies sought to win through scale at low cost. Now, this strategy is under stress from multiple sources.</p></blockquote></div> <p>Increasingly, other companies are structurally segmenting their enterprise technology stacks in various forms. Collectively, the moves seek to adapt technology and data location to geopolitical and regulatory demands. Many are shifting toward structural segmentation not just to accommodate individual geographies but also to take a holistic approach to managing broader geopolitical risks, including those related to intellectual property theft and data appropriation.</p> <p>One approach is to invest in a fully localized IT domain and separate sensitive data from high-risk markets. Our research shows many US companies, from private equity to professional services, are actively exploring or executing on efforts to fully decouple their tech stacks in sensitive regions. These moves follow escalating geopolitical competition and new expectations from customers and public stakeholders.</p> <p>Even firms that have stopped short of full localization are introducing architecture changes, storing data in states that are geopolitically close to the location of their headquarters—subject to local regulations. Companies taking this approach aim to create a minimal viable technology footprint in geopolitically distant countries that then complies with the data and privacy laws of those countries. Cloud providers, for example, are developing new platform governance processes while disconnecting some markets from their global infrastructure backbones. Software companies in advanced fields like AI, the <a href="/featured-insights/mckinsey-explainers/what-is-the-internet-of-things">Internet of Things</a>, and <a href="/capabilities/mckinsey-digital/our-insights/the-top-trends-in-tech-2023">edge computing</a> are separating these sensitive capabilities from their global offerings, often in partnership with local providers, to manage information security.</p> <h3>Creating decision-making distance through legal entities</h3> <p>Organizations are rethinking the role of legal entities and the part they play in navigating geopolitical challenges. Business leaders who have revisited their entity structures cite diverging regulatory requirements, increased in-market risk, and the intent to be seen as a local player.</p> <p>One example of legal segmentation is an international defense company that redesigned its entities to enable it to operate as a local contractor in each of its major markets. Leadership and decision making are handled locally, while equity remains with the global parent.</p> <p>Creating distance from the parent, however, can come with its own set of new challenges: functions are duplicated, costs rise, risk appetite between the parent and local units diverges, global culture can erode, and efficiencies are traded off.</p> <p>In addition to these ramifications, there is a risk that entity segmentation may not be enough to offset geopolitical risk. The parent and segmented entity may still be viewed as one and the same—albeit now with potentially inadequate governance and risk controls.</p> <p>Some companies have therefore gone further, judging that a continued overall parent was untenable. A leading law firm, for instance, has established a stand-alone unit for its in-country operations. Leading venture capital firms also have split off their regional businesses into new entities with distinct brands and local boards. In these cases, of course, the benefits of operating globally will be lost, and in some cases, a fully separated business unit has also turned into a major competitor in some markets.</p> <p>Sometimes the same company has had to make more than one of these moves across the globe in a market-differentiated manner. One of the world’s largest food and beverage companies, for example, is seeking to reacquire global ownership over one of its local franchises in the Middle East. It entered into a minority stake in a joint venture partnership with a local operator in China and later increased its stake, noting the need to anchor its partnership structure and to continue capturing increased demand in an important market. Lastly, the company fully exited and sold off its operations in Russia following Russia’s invasion of Ukraine, citing the humanitarian crisis caused by the war and the unpredictable operating environment that rendered continued operations untenable and inconsistent with its values. From global ownership to local strategic partnerships to wholesale exit, this company has had to contend with multifactorial geopolitics and customize and evolve its approach across essential markets—a level of agility that global companies may need to develop.</p> <h3>Safeguarding capital invested in geopolitically distant regions</h3> <p>Geopolitical shifts affect capital flows. The International Monetary Fund, for example, reports that increases in geopolitical distance between two nations are associated with reduced investment.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="863fec05-eb27-4a12-8ff8-20a60d90fb2c"><sup class="FootNote_footnotesup__e73z_">8</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="863fec05-eb27-4a12-8ff8-20a60d90fb2c" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>Global financial stability report: Safeguarding financial stability amid high inflation and geopolitical risks</em>, International Monetary Fund, April 2023.</span></span></span></a></span> Since 2015, direct investment in China and Russia has dropped precipitously, as a result of decreased spending from advanced economies in Asia, Europe, and the United States.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="7fdf46bf-269f-4b45-8543-a90a2b3df8a4"><sup class="FootNote_footnotesup__e73z_">9</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="7fdf46bf-269f-4b45-8543-a90a2b3df8a4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em><a href="/mgi/our-research/geopolitics-and-the-geometry-of-global-trade">Geopolitics and the geometry of global trade</a></em>, McKinsey Global Institute, January 17, 2024.</span></span></span></a></span> However, flows into other developing economies have increased, notably into Africa, India, and developing Europe (Exhibit 3).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 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 class="mck-c-eyebrow mdc-u-ts-10"><span> 3</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/pub-georisksegmentation-v6-ex3.svgz?cq=50&cpy=Center"/><img alt="Global investment is shifting." src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/can%20your%20company%20remain%20global%20and%20if%20so%20how/pub-georisksegmentation-v6-ex3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>In this environment, many global companies are selecting some form of structural segmentation, strengthening the geopolitical lens through which they examine capital decisions—be it the capital intensity of their business models or the capital structures by which they are financed.</p> <p>Some companies are using a localization strategy, adjusting financing so cash inflows and outflows are exposed to similar geopolitical conditions: for example, financing the purchase of aircraft leased to airlines in a country with debt from banks in that same country.</p> <p>An alternative approach is to move toward home, shifting capital away from more geopolitically distant regions. To retain connections in these markets, some firms have shifted toward partnerships and ecosystem plays and away from direct, tangible capital investment. The aim is to mitigate the risk of stranded or written-off assets, while bringing a local market’s talent, networks, and capital to a venture. Other companies are taking capital off the table in higher-risk markets through liquidity events—such as IPOs, private sales, and share sell-downs—including to other international investors that are less geopolitically distant from the market in question. A number of global consumer goods companies, for example, have sold or leased fixed in-country assets, such as manufacturing plants and warehouses, to trusted local partners; these exchanges are underpinned by long-term contracts to enable supply chain stability.</p> <h3>Securing people and connections</h3> <p>The extent to which an organization can remain global is a question that is most delicate when it concerns people and culture. In keeping a workforce secure, organizations should find balance. They should preserve long-standing and cherished principles of global connectivity and a one-firm culture. But at the same time, they should address the crucial need to maintain robust screening and insider risk programs and reassure geopolitically concerned stakeholders of adequate people-related processes.</p> <p>The reality is many multinationals do not have a choice in instituting some measure of structural segmentation with people; stakeholders ranging from government officials to customers increasingly expect them to do so. Some approaches include shifting the staff’s home office locations, changing travel policies and protocols so that staffing pools are more localized by region, segmenting access to data on global networks from certain markets, and creating firewalls for certain communications outside market.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>The reality is many multinationals do not have a choice in instituting some measure of structural segmentation with people; stakeholders ranging from government officials to customers increasingly expect them to do so.</p></blockquote></div> <p>Organizations that conclude they need to implement such approaches should do so with care to avoid singling out a set of colleagues and, thereby, eroding the global fabric of the organization. Previous McKinsey research has shown that organizations that can <a href="/capabilities/strategy-and-corporate-finance/our-insights/capturing-the-value-of-one-firm">operate as “one firm”</a> are 2.3 times more likely to be in the top quartile of health and high-performing organizations.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="90f0c7bf-734c-40bc-a311-2459cc9e0d69"><sup class="FootNote_footnotesup__e73z_">10</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="90f0c7bf-734c-40bc-a311-2459cc9e0d69" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Blair Epstein, Caitlin Hewes, and Scott Keller, “<a href="/capabilities/strategy-and-corporate-finance/our-insights/capturing-the-value-of-one-firm">Capturing the value of ‘one firm,’</a>” <em>McKinsey Quarterly</em>, May 9, 2023.</span></span></span></a></span> Accordingly, multinationals may, for example, choose to limit discussions on geopolitically sensitive topics to senior leaders in headquarters, as well as to the top in-country leadership, to avoid inflaming internal sentiment and risking leaks that could trigger a market backlash.</p> <p>Additionally, given the internal scrutiny that such segmentation approaches can generate, many multinationals are having to think equally hard about how to continue fostering a sense of global connectivity not only for cultural reasons but also for talent retention. One leading US firm that we spoke with has sought to shore up cultural cohesion by purposefully bringing the entirety of its incoming class of employees from a geopolitically distant market to global headquarters for shared learning and connectivity.</p> <p>Business leaders know that healthy organizations that are inclusive and deeply connected can better deal with external change and crises. The challenge today, however, is fostering that sense of inclusivity and connection when geopolitical risk mitigation can demand segmenting the organization’s global operating model in ways that create purposeful distance.</p> <h2>Emerging playbooks for structural segmentation</h2> <p>Broadly, we find that businesses typically adopt one of two postures—recommitting to a single global strategy or moving toward structural segmentation—and use it to guide decision making across each of the six dimensions. That said, companies do have the flexibility to follow a singular approach across all areas or otherwise adopt a more mixed set of tactics.</p> <p>While every company’s circumstances—and, hence, optimal response—are different, some archetypes are emerging. Asset-light companies require limited assets in-market to generate large revenues. These businesses might decide to follow a global approach to operations and capital, as their risks are inherently lower, while potentially segmenting technology stacks and legal entity structures to support agility in a volatile geopolitical context. More capital-intensive companies are progressively introducing (or at least thinking hard about how to introduce) greater segmentation across multiple dimensions, notably operations and supply chains, often with a market-plus strategy. Financial franchises present a special case: delegating decision making to semiautonomous regional entities and sourcing capital locally allows segmentation that both reduces geopolitical risk and accelerates growth.</p> <p>Businesses with long-standing presences in geopolitically distant markets have more complex choices. Their de facto postures emerged out of decisions made during the last three decades. Given the costs incurred to establish their presences, these firms are more likely to stick with their current postures or change more incrementally—with segmentation occurring around the edges, dimension by dimension. The result is a mixed strategy: for example, implementing a segmented tech stack but doubling down on a global approach to people, R&D, and capital.</p> <p>In setting their postures, business leaders should consider both risk management and growth strategy, as well as execution feasibility, of course. While they are more commonly reported on, not all structural-segmentation decisions have been made to reduce risk; quite a number have been made to, at least in part, enable more locally tailored and therefore resilient growth strategies in geopolitically distant markets.</p> <p>Finally, these dimensions of structural segmentation play out at the market level, but deciding where a market starts and stops requires thought. Is the segmentation meant for a single country, a few countries—and if so, can they be treated together, or does each require distinct postures against the segmentation dimensions—or a broad swath of the world?</p> <hr/> <p>For leaders dealing with today’s volatile geopolitical environment, Peter Drucker’s maxim is more apt than ever: “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.”</p> <p>Structural segmentation is today’s logic, one that business leaders are exploring both to navigate geopolitical headwinds and to potentially secure growth. Indeed, navigating the new geopolitics and geometry of global trade requires business leaders to conduct multifactorial calculus and at times develop market-differentiated approaches to structural segmentation. What structural segmentation is not, however, is a magic formula to eliminate all risk. Geopolitically distant regions by their nature present risk, as well as opportunity. Multinational companies must be prepared for greater scrutiny of their operating models globally, no matter how thoughtful a segmentation approach they may employ.</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-xs-12 mck-c-enhanced-author"><div class="mdc-u-grid-col-xs-start-2 mdc-u-grid-col-xs-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h2 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"></h2><div class="mdc-u-grid mdc-u-grid-col-xs-1 mdc-u-grid-col-md-2 mdc-u-grid-gutter-lg mdc-u-mt-5"><div class="mdc-u-grid mdc-u-grid-col-xs-12"><div class="mdc-u-grid-col-xs-span-4"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-0 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image-placeholder___BX3C4_2734c4f mdc-c-avatar--size-4"><style> .mdc-c-avatar-enhanced-author-0 { --mdc-avatar-size: 96px; } </style></div></div><div class="mdc-u-grid-col-xs-span-8"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f EnhancedAuthor_mck-c-enhanced-author__content-block__IC8P1"><span class="EnhancedAuthor_mck-c-enhanced-author__title-location__Swv8a">Andrew Grant</span><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mdc-u-mt-2 EnhancedAuthor_mck-c-enhanced-author__social-link-container__zAs9x mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="#" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="Email to Andrew Grant"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-email-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">Email</span></a></div></div></div></div><div class="mdc-u-grid mdc-u-grid-col-xs-12"><div class="mdc-u-grid-col-xs-span-4"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-1 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-4"><style> .mdc-c-avatar-enhanced-author-1 { --mdc-avatar-size: 96px; } </style><a href="/our-people/michael-birshan"><img src="/~/media/mckinsey/our people/michael birshan/michael birshan_8840_fc-mask_profile_1536x1152.png?cq=50&mw=480&car=1:1&cpy=Center" alt=""/></a></div></div><div class="mdc-u-grid-col-xs-span-8"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f EnhancedAuthor_mck-c-enhanced-author__content-block__IC8P1"><a data-component="mdc-c-link" href="/our-people/michael-birshan" class="mdc-u-ts-8 mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Michael Birshan</span></a><span class="EnhancedAuthor_mck-c-enhanced-author__title-location__Swv8a title-location">Senior Partner, London</span><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mdc-u-mt-2 EnhancedAuthor_mck-c-enhanced-author__social-link-container__zAs9x mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="https://www.linkedin.com/in/michaelbirshan" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="LinkedIn profile for Michael Birshan"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-linkedin-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">LinkedIn</span></a><a data-component="mdc-c-link" href="Michael_Birshan@mckinsey.com" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="Email to Michael Birshan"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-email-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">Email</span></a></div></div></div></div><div class="mdc-u-grid mdc-u-grid-col-xs-12"><div class="mdc-u-grid-col-xs-span-4"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-2 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-4"><style> .mdc-c-avatar-enhanced-author-2 { --mdc-avatar-size: 96px; } </style><a href="/our-people/olivia-white"><img src="/~/media/mckinsey/our people/olivia white/olivia-white_profile_1536x1152.jpg?cq=50&mw=480&car=1:1&cpy=Center" alt="Olivia White"/></a></div></div><div class="mdc-u-grid-col-xs-span-8"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f EnhancedAuthor_mck-c-enhanced-author__content-block__IC8P1"><a data-component="mdc-c-link" href="/our-people/olivia-white" class="mdc-u-ts-8 mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Olivia White</span></a><span class="EnhancedAuthor_mck-c-enhanced-author__title-location__Swv8a title-location">McKinsey Global Institute Director and Senior Partner, Bay Area</span><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mdc-u-mt-2 EnhancedAuthor_mck-c-enhanced-author__social-link-container__zAs9x mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="https://www.linkedin.com/in/olivia-white-3716964/" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="LinkedIn profile for Olivia White"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-linkedin-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">LinkedIn</span></a><a data-component="mdc-c-link" href=" Olivia_White@mckinsey.com, rebeca_robboy@mckinsey.com" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="Email to Olivia White"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-email-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">Email</span></a></div></div></div></div><div class="mdc-u-grid mdc-u-grid-col-xs-12"><div class="mdc-u-grid-col-xs-span-4"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-3 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-4"><style> .mdc-c-avatar-enhanced-author-3 { --mdc-avatar-size: 96px; } </style><a href="/our-people/ziad-haider"><img src="/~/media/mckinsey/our people/ziad haider/ziad_haider_standard_profile_1536x1152.jpg?cq=50&mw=480&car=1:1&cpy=Center" alt="Ziad Haider"/></a></div></div><div class="mdc-u-grid-col-xs-span-8"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f EnhancedAuthor_mck-c-enhanced-author__content-block__IC8P1"><a data-component="mdc-c-link" href="/our-people/ziad-haider" class="mdc-u-ts-8 mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Ziad Haider</span></a><span class="EnhancedAuthor_mck-c-enhanced-author__title-location__Swv8a title-location">Partner, Global Director of Geopolitical Risk, Singapore</span><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mdc-u-mt-2 EnhancedAuthor_mck-c-enhanced-author__social-link-container__zAs9x mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="https://www.linkedin.com/in/ziadhaider/" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="LinkedIn profile for Ziad Haider"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-linkedin-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">LinkedIn</span></a><a data-component="mdc-c-link" href="Ziad_Haider@mckinsey.com" class="mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f" aria-label="Email to Ziad Haider"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-email-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f">Email</span></a></div></div></div></div></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mdc-u-mt-5"><div><p>The authors wish to thank Knut Alicke, Tucker Bailey, Raphael Bick, Mike Doheny, Ben Fletcher, Henry Frear, Axel Karlsson, Lucas Lim, Karol Mansfeld, Jean-Christophe Mieszala, Brooke Weddle, Lola Woetzel, and Carter Wood for their contributions to this article.</p> <hr /> <p>This article was edited by David Weidner, a senior editor in the Bay Area 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="/capabilities/strategy-and-corporate-finance/our-insights/strengthening-fraying-ties-the-global-cooperation-barometer-2024" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-stren-0 { aspect-ratio: 16/9 }</style><img alt="A ring made out of metallic blue hands. The hands are organized in pairs that are reaching towards one another reminiscent of a handshake gesture. " class="picture-uniqueKey-stren-0" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/strengthening%20fraying%20ties%20the%20global%20cooperation%20barometer%202024/global%20cooperation%20barometer-689432784-2-thumb-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>Article - <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/strategy-and-corporate-finance/our-insights/strengthening-fraying-ties-the-global-cooperation-barometer-2024" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Strengthening fraying ties: The Global Cooperation Barometer 2024</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/risk-and-resilience/our-insights/black-swans-gray-rhinos-and-silver-linings-anticipating-geopolitical-risks-and-openings" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-black-0 { aspect-ratio: 16/9 }</style><img alt="Globe made from squares expanding on white background" class="picture-uniqueKey-black-0" src="/~/media/mckinsey/business%20functions/risk/our%20insights/black%20swans%20gray%20rhinos%20and%20silver%20linings%20anticipating%20geopolitical%20risks%20and%20openings/hero-1536-5050-getty-1380203683.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>Article</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/risk-and-resilience/our-insights/black-swans-gray-rhinos-and-silver-linings-anticipating-geopolitical-risks-and-openings" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings)</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="/mgi/our-research/geopolitics-and-the-geometry-of-global-trade" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-geopo-0 { aspect-ratio: 16/9 }</style><img alt="Image of a 3D sphere deconstructed in slices." class="picture-uniqueKey-geopo-0" src="/~/media/mckinsey/mckinsey%20global%20institute/our%20research/geopolitics%20and%20the%20geometry%20of%20global%20trade/global-connection-1319660554-thumb-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>Report - <i>MGI Research</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="/mgi/our-research/geopolitics-and-the-geometry-of-global-trade" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Geopolitics and the geometry of global trade</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":"Can your company remain global and if so how","displayName":"Can your company remain global and if so how","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"00638482-b381-402d-bd7c-b5fb1cf19fb2","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":"Can your company remain global and if so, how?"}},"sEOTitle":{"value":"How your company can build geopolitical resilience"},"description":{"jsonValue":{"value":"Geopolitical uncertainty is forcing global companies to take a hard look at the decades-long strategy of geographic expansion."}},"sEODescription":{"value":"Rising geopolitical tensions are testing the resilience of global organizations and impeding growth strategies. We look at how to address these challenges."},"displayDate":{"jsonValue":{"value":"2024-05-17T00:00:00Z"}},"body":{"value":"[[Audio 1]]\n[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eRising geopolitical tensions\u003c/strong\u003e are testing the resilience of global organizations and challenging existing growth strategies. Wars in Europe and the Middle East and escalating US\u0026ndash;China competition have the attention of the executive suite and the boardroom. Global business leaders are asking, \u0026ldquo;What is the future of the global corporation? Do we need to fundamentally shift strategies and structure?\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eThese questions are being asked amid a measurable decline in global cooperation on peace and security and slowing cooperation in other areas, as reflected in a new \u003ca href=\"https://www.weforum.org/publications/the-global-cooperation-barometer-2024/\"\u003eglobal cooperation barometer\u003c/a\u003e released by the World Economic Forum and McKinsey in January (Exhibit 1). The intensity and duration of \u003ca href=\"https://www.foreignaffairs.com/africa/world-war\"\u003econflicts worldwide are at their highest levels\u003c/a\u003e since before the end of the Cold War[[footnote 1]]: \u003ca href=\"https://www.iiss.org/en/publications/armed-conflict-survey/\"\u003e183 active conflicts in 2023\u003c/a\u003e, with violent events last year increasing by 28 percent and fatalities by 14 percent.[[footnote 2]]\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eMoreover, 2024 is the year of national elections, with \u003ca href=\"https://time.com/6550920/world-elections-2024/\"\u003emore than 60 countries and nearly 50 percent of the global population\u003c/a\u003e heading to the polls.[[footnote 3]] Even if only a subset of these elections lead to shifts in leadership and policy, business leaders cannot ignore political uncertainty against the backdrop of an evolving global order.\u003c/p\u003e\n\u003cp\u003eUnsurprisingly, business leaders view geopolitics as the top risk to global growth and view political transitions as the leading emergent risk, according to our latest \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/economic-conditions-outlook-2024\"\u003eglobal economic survey\u003c/a\u003e\u0026nbsp;(Exhibit 2). Business leaders tell us diverging regulatory requirements, increased in-market risk in multiple geographies, and the need to establish local bona fide units without generating undue risk to the parent are the reasons that now, as one executive we spoke to put it, \u0026ldquo;Geopolitics trumps capital markets.\u0026rdquo;\u003c/p\u003e\n[[Exhibit 2]]\n\u003cp\u003eGiven this environment, one of the biggest strategic questions confronting global business leaders today is, \u0026ldquo;How global can my organization remain?\u0026rdquo; The cost of getting this question wrong is high; assets, growth, value creation, and, most importantly, people may be at risk. At the same time, there is a real advantage to getting it right. In a changing geopolitical landscape, organizations can differentiate themselves through the \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/strategic-courage-in-an-age-of-volatility\"\u003estrategic courage\u003c/a\u003e\u0026nbsp;with which they navigate this era of volatility.\u003c/p\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eOur analysis shows that business leaders can take a systematic approach to building what we call geopolitical resilience. One element of that approach is conducting geopolitical-scenario planning, thinking through a set of \u0026ldquo;\u003ca href=\"/capabilities/risk-and-resilience/our-insights/black-swans-gray-rhinos-and-silver-linings-anticipating-geopolitical-risks-and-openings\"\u003eblack swans, gray rhinos, and silver linings\u003c/a\u003e\u0026rdquo;\u0026mdash;unpredictable and probable high-impact events, as well as potential opportunities amid the storm clouds. A second element involves upgrading \u003ca href=\"/capabilities/risk-and-resilience/our-insights/geopolitical-resilience-the-new-board-imperative\"\u003eboard capabilities on geopolitical risk\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003eThere is another emerging aspect of geopolitical resilience that increasingly arises in our conversations with business leaders\u0026mdash;one that we refer to as \u0026ldquo;structural segmentation.\u0026rdquo; Structural segmentation describes a cluster of moves that global corporations are considering to mitigate geopolitical exposure, to enable locally informed decision making, and to clear a pathway to safe, stable growth.\u003c/p\u003e\n\u003cp\u003eIn what follows, we define structural segmentation, identify questions for global companies to consider as they calibrate their operating models, and outline specific examples of how firms are implementing a segmentation approach. The findings are based on our and our colleagues\u0026rsquo; conversations with business leaders across the world, as well as on analysis of more than 100 global organizations\u0026rsquo; strategic moves.\u003c/p\u003e\n[[PullQuote 1]]\n\u003ch2\u003eStructural segmentation for geopolitical resilience\u003c/h2\u003e\n\u003cp\u003eDuring the past 25 years, geographic boundaries have faded for companies. Many built \u003ca href=\"/featured-insights/innovation-and-growth/globalization-in-transition-the-future-of-trade-and-value-chains\"\u003ecomplex supply chains that shipped components and products across the world, often crisscrossing it multiple times\u003c/a\u003e. Wisely, they established global R\u0026amp;D hubs, forged enterprise-wide technology stacks, democratized access to data, consolidated legal entities, and fostered one-firm cultures.\u003c/p\u003e\n\u003cp\u003eThe premise of a fully globalized world, which underpinned these moves, is now in question, and companies should respond. Legal, regulatory, economic, political, and social contexts are shifting. Companies are increasingly seeking an integrated approach to taking coordinated action across six domains: operations (that includes production and supply chains), R\u0026amp;D, technology and data, legal entity structure, capital, and people. Across each of these domains, we find that organizations typically contemplate either (re)committing to globality or structurally segmenting activities across geopolitically distant markets.\u003c/p\u003e\n\u003cp\u003eStructural segmentation can take several forms across a continuum. Full structural segmentation involves localizing parallel activities in multiple locations across the world. Factories, for example, may produce only for the regions in which they are located (often in a region or regions that have higher \u0026ldquo;\u003ca href=\"/mgi/our-research/geopolitics-and-the-geometry-of-global-trade\"\u003egeopolitical distance\u003c/a\u003e\u0026rdquo;[[footnote 4]] from the company\u0026rsquo;s home market).\u003c/p\u003e\n\u003cp\u003eAs an alternative, some companies are relocating toward home or geopolitically aligned countries, at least in select domains. In general, this involves preserving global connections\u0026mdash;for example, housing most technologies in a home country, while creating a minimal viable footprint in geopolitically distant countries. In its most extreme form, however, this might include a major move, such as housing all R\u0026amp;D in the home market.\u003c/p\u003e\n\u003cp\u003eThe intent is to respond to geopolitical realities while preserving the benefits of global reach and seizing opportunities for resilient growth. Just as scenario planning is not a crystal ball, so structural segmentation is not a magic wand. It is, however, a strategic and operational choice that companies may contemplate to survive and thrive in a \u003ca href=\"/capabilities/risk-and-resilience/our-insights/on-the-cusp-of-a-new-era\"\u003enew era\u003c/a\u003e. Although there is a range of ways multinationals can employ segmentation, there are six main areas:\u003c/p\u003e\n\u003ch3\u003eReshaping production and supply chains for resilience\u003c/h3\u003e\n\u003cp\u003eEscalating geopolitical competition and disruptions induced by COVID-19, weather, and conflict have made supply chains a top priority issue for C-suites and boardrooms. Organizations are deploying or exploring a variety of segmentation strategies, considering both geopolitical exposures and \u003ca href=\"/mgi/our-research/the-complication-of-concentration-in-global-trade\"\u003econcentrated\u003c/a\u003e\u0026nbsp;production or supply chain footprints.\u003c/p\u003e\n\u003cp\u003eSome companies have responded by recommitting to a global approach. This typically does not mean ignoring a changing world order but rather moving toward greater strategic diversification, whereby a company moves away from a concentrated global supply chain to a model that sources from and produces in a greater range of markets across the world. The idea is that a broader and arguably more global web of connections adds resilience, since it is not dependent on any one region or country.\u003c/p\u003e\n\u003cp\u003eMultinational companies that instead opt for structural segmentation in operations seek to make sure that production and supply could survive if one region were to be cut off. So far, companies have attempted to localize across multiple regions to various degrees. Some have declared an \u0026ldquo;in market, for market\u0026rdquo; strategy, building localized production and supply chains so that in-market supply meets in-market demand as much as possible. Others have opted for a market-plus strategy, which entails a substantial footprint and supply chain\u0026mdash;for both domestic and export purposes\u0026mdash;in one region, supplemented by imports and exports as needed from other geographies.\u003c/p\u003e\n\u003cp\u003eFew companies are considering complete localization or the relocation of their entire production from one geography to another. Those that do so tend to only have a few affected product lines and focus on only the most sensitive portions of their supply chains. Indeed, as all goods supply chains start where resources come out of the ground, there is a natural limit to how much of a supply chain a company can practically relocate.\u003c/p\u003e\n\u003cp\u003eMany firms are considering some degree of structural segmentation, however. A recent \u003ca href=\"https://www.ecb.europa.eu/pub/economic-bulletin/focus/2023/html/ecb.ebbox202307_01~2a0bcf0b48.en.html\"\u003eEuropean Central Bank survey\u003c/a\u003e of multinationals with significant operations in the European Union, for instance, reports that 42 percent of firms plan to \u0026ldquo;friend-shore\u0026rdquo; production over the next five years, in contrast to only 11 percent that reported having done so in the past five years.[[footnote 5]] Similar trends emerge in supply chains. \u003ca href=\"/capabilities/operations/our-insights/tech-and-regionalization-bolster-supply-chains-but-complacency-looms\"\u003eOur 2023 survey of supply chain leaders\u003c/a\u003e\u0026nbsp;found two-thirds of respondents sourcing more from suppliers located closer to their production sites last year.[[footnote 6]]\u003c/p\u003e\n\u003cp\u003eWhile reshaping footprints and supply chains can segment geopolitical risk, it comes with costs and complexity. Some organizations may struggle to replicate supplier networks in new markets because of factors such as labor shortages and infrastructure limitations. For others, diversification efforts may only shift concentration risk from one tier of suppliers to another, without significantly reducing overall risk. A third challenge is the stickiness of supply chains. Even as many multinationals, for example, are expanding their footprints in geographies such as Southeast Asia, China\u0026rsquo;s export share to ASEAN economies is also \u003ca href=\"/mgi/our-research/geopolitics-and-the-geometry-of-global-trade\"\u003econtinuing to grow\u003c/a\u003e. That results in the deepening use of components made in China by multinationals in some supply chains.[[footnote 7]]\u003c/p\u003e\n\u003ch3\u003eRing-fencing research and development\u003c/h3\u003e\n\u003cp\u003eWith technology top of mind for business and world leaders, multinationals are having to adapt their R\u0026amp;D footprints. They can no longer rely on open access to talent and should balance geopolitical, regulatory, reputational, and commercial factors. Organizations may wrestle with questions such as where they should conduct R\u0026amp;D, who is conducting it, and with whom they should share it.\u003c/p\u003e\n\u003cp\u003eOn one end of the spectrum of structural segmentation, some companies are seeking to fully localize their R\u0026amp;D in multiple regions. A leading life sciences company, for example, has opted to build parallel R\u0026amp;D efforts in two different markets that are geopolitically distant from each other. That way, it can sustain access to top talent in each market and preserve\u0026mdash;and possibly enhance\u0026mdash;its flexibility to develop products that meet varying local requirements.\u003c/p\u003e\n\u003cp\u003eOther companies are moving assets toward their home markets. Leading US technology companies are home- and friend-shoring researchers in sensitive technology domains, fully moving them away from markets that are geopolitically distant from the United States.\u003c/p\u003e\n\u003cp\u003eIn the middle of the spectrum, some companies are maintaining R\u0026amp;D operations in markets that are geopolitically distant from the location of their headquarters. But they are introducing strict guardrails, including restrictions in technology arenas that are part of the strategic competition between nations or have multiple use applications like quantum computing and applied AI.\u003c/p\u003e\n\u003cp\u003eCompanies that use these strategies often find they can not only mitigate risk but also gain a competitive advantage. A local R\u0026amp;D presence can make products more tailored to market-specific consumer preferences, fueling a global organization\u0026rsquo;s local growth strategy. While the approaches vary, the motivating factor is the same: to build geopolitical resilience while preserving an edge in innovation.\u003c/p\u003e\n\u003ch3\u003eDerisking technology stacks and data lakes\u003c/h3\u003e\n\u003cp\u003eA unified global technology stack was once seen as a source of competitive advantage as companies sought to win through scale at low cost. Now, this strategy is under stress from multiple sources: the proliferation of data protection, privacy, and localization laws around the world; the increasing threat of data theft, malevolent-technology insertion, and espionage; and concerns about the overconcentration of data in markets where threats are present.\u003c/p\u003e\n\u003cp\u003eAs a result, companies are revisiting their enterprise technology stacks and considering \u003ca href=\"/capabilities/risk-and-resilience/our-insights/localization-of-data-privacy-regulations-creates-competitive-opportunities\"\u003erebalancing their traditional approach\u003c/a\u003e\u0026nbsp;to technology and data management. Some businesses are opting to adopt a globally optimized footprint, subject to local regulations, even if this involves hosting technology services in high-risk markets and accepting the associated additional geopolitical risk. A leading consumer company, for instance, took a local regulatory change as an impetus to localize its e-commerce stack, thereby improving in-market customer experience while managing compliance with the new regulation.\u003c/p\u003e\n[[PullQuote 2]]\n\u003cp\u003eIncreasingly, other companies are structurally segmenting their enterprise technology stacks in various forms. Collectively, the moves seek to adapt technology and data location to geopolitical and regulatory demands. Many are shifting toward structural segmentation not just to accommodate individual geographies but also to take a holistic approach to managing broader geopolitical risks, including those related to intellectual property theft and data appropriation.\u003c/p\u003e\n\u003cp\u003eOne approach is to invest in a fully localized IT domain and separate sensitive data from high-risk markets. Our research shows many US companies, from private equity to professional services, are actively exploring or executing on efforts to fully decouple their tech stacks in sensitive regions. These moves follow escalating geopolitical competition and new expectations from customers and public stakeholders.\u003c/p\u003e\n\u003cp\u003eEven firms that have stopped short of full localization are introducing architecture changes, storing data in states that are geopolitically close to the location of their headquarters\u0026mdash;subject to local regulations. Companies taking this approach aim to create a minimal viable technology footprint in geopolitically distant countries that then complies with the data and privacy laws of those countries. Cloud providers, for example, are developing new platform governance processes while disconnecting some markets from their global infrastructure backbones. Software companies in advanced fields like AI, the \u003ca href=\"/featured-insights/mckinsey-explainers/what-is-the-internet-of-things\"\u003eInternet of Things\u003c/a\u003e, and \u003ca href=\"/capabilities/mckinsey-digital/our-insights/the-top-trends-in-tech-2023\"\u003eedge computing\u003c/a\u003e\u0026nbsp;are separating these sensitive capabilities from their global offerings, often in partnership with local providers, to manage information security.\u003c/p\u003e\n\u003ch3\u003eCreating decision-making distance through legal entities\u003c/h3\u003e\n\u003cp\u003eOrganizations are rethinking the role of legal entities and the part they play in navigating geopolitical challenges. Business leaders who have revisited their entity structures cite diverging regulatory requirements, increased in-market risk, and the intent to be seen as a local player.\u003c/p\u003e\n\u003cp\u003eOne example of legal segmentation is an international defense company that redesigned its entities to enable it to operate as a local contractor in each of its major markets. Leadership and decision making are handled locally, while equity remains with the global parent.\u003c/p\u003e\n\u003cp\u003eCreating distance from the parent, however, can come with its own set of new challenges: functions are duplicated, costs rise, risk appetite between the parent and local units diverges, global culture can erode, and efficiencies are traded off.\u003c/p\u003e\n\u003cp\u003eIn addition to these ramifications, there is a risk that entity segmentation may not be enough to offset geopolitical risk. The parent and segmented entity may still be viewed as one and the same\u0026mdash;albeit now with potentially inadequate governance and risk controls.\u003c/p\u003e\n\u003cp\u003eSome companies have therefore gone further, judging that a continued overall parent was untenable. A leading law firm, for instance, has established a stand-alone unit for its in-country operations. Leading venture capital firms also have split off their regional businesses into new entities with distinct brands and local boards. In these cases, of course, the benefits of operating globally will be lost, and in some cases, a fully separated business unit has also turned into a major competitor in some markets.\u003c/p\u003e\n\u003cp\u003eSometimes the same company has had to make more than one of these moves across the globe in a market-differentiated manner. One of the world\u0026rsquo;s largest food and beverage companies, for example, is seeking to reacquire global ownership over one of its local franchises in the Middle East. It entered into a minority stake in a joint venture partnership with a local operator in China and later increased its stake, noting the need to anchor its partnership structure and to continue capturing increased demand in an important market. Lastly, the company fully exited and sold off its operations in Russia following Russia\u0026rsquo;s invasion of Ukraine, citing the humanitarian crisis caused by the war and the unpredictable operating environment that rendered continued operations untenable and inconsistent with its values. From global ownership to local strategic partnerships to wholesale exit, this company has had to contend with multifactorial geopolitics and customize and evolve its approach across essential markets\u0026mdash;a level of agility that global companies may need to develop.\u003c/p\u003e\n\u003ch3\u003eSafeguarding capital invested in geopolitically distant regions\u003c/h3\u003e\n\u003cp\u003eGeopolitical shifts affect capital flows. The International Monetary Fund, for example, reports that increases in geopolitical distance between two nations are associated with reduced investment.[[footnote 8]] Since 2015, direct investment in China and Russia has dropped precipitously, as a result of decreased spending from advanced economies in Asia, Europe, and the United States.[[footnote 9]] However, flows into other developing economies have increased, notably into Africa, India, and developing Europe (Exhibit 3).\u003c/p\u003e\n[[Exhibit 3]]\n\u003cp\u003eIn this environment, many global companies are selecting some form of structural segmentation, strengthening the geopolitical lens through which they examine capital decisions\u0026mdash;be it the capital intensity of their business models or the capital structures by which they are financed.\u003c/p\u003e\n\u003cp\u003eSome companies are using a localization strategy, adjusting financing so cash inflows and outflows are exposed to similar geopolitical conditions: for example, financing the purchase of aircraft leased to airlines in a country with debt from banks in that same country.\u003c/p\u003e\n\u003cp\u003eAn alternative approach is to move toward home, shifting capital away from more geopolitically distant regions. To retain connections in these markets, some firms have shifted toward partnerships and ecosystem plays and away from direct, tangible capital investment. The aim is to mitigate the risk of stranded or written-off assets, while bringing a local market\u0026rsquo;s talent, networks, and capital to a venture. Other companies are taking capital off the table in higher-risk markets through liquidity events\u0026mdash;such as IPOs, private sales, and share sell-downs\u0026mdash;including to other international investors that are less geopolitically distant from the market in question. A number of global consumer goods companies, for example, have sold or leased fixed in-country assets, such as manufacturing plants and warehouses, to trusted local partners; these exchanges are underpinned by long-term contracts to enable supply chain stability.\u003c/p\u003e\n\u003ch3\u003eSecuring people and connections\u003c/h3\u003e\n\u003cp\u003eThe extent to which an organization can remain global is a question that is most delicate when it concerns people and culture. In keeping a workforce secure, organizations should find balance. They should preserve long-standing and cherished principles of global connectivity and a one-firm culture. But at the same time, they should address the crucial need to maintain robust screening and insider risk programs and reassure geopolitically concerned stakeholders of adequate people-related processes.\u003c/p\u003e\n\u003cp\u003eThe reality is many multinationals do not have a choice in instituting some measure of structural segmentation with people; stakeholders ranging from government officials to customers increasingly expect them to do so. Some approaches include shifting the staff\u0026rsquo;s home office locations, changing travel policies and protocols so that staffing pools are more localized by region, segmenting access to data on global networks from certain markets, and creating firewalls for certain communications outside market.\u003c/p\u003e\n[[PullQuote 3]]\n\u003cp\u003eOrganizations that conclude they need to implement such approaches should do so with care to avoid singling out a set of colleagues and, thereby, eroding the global fabric of the organization. Previous McKinsey research has shown that organizations that can \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/capturing-the-value-of-one-firm\"\u003eoperate as \u0026ldquo;one firm\u0026rdquo;\u003c/a\u003e\u0026nbsp;are 2.3 times more likely to be in the top quartile of health and high-performing organizations.[[footnote 10]] Accordingly, multinationals may, for example, choose to limit discussions on geopolitically sensitive topics to senior leaders in headquarters, as well as to the top in-country leadership, to avoid inflaming internal sentiment and risking leaks that could trigger a market backlash.\u003c/p\u003e\n\u003cp\u003eAdditionally, given the internal scrutiny that such segmentation approaches can generate, many multinationals are having to think equally hard about how to continue fostering a sense of global connectivity not only for cultural reasons but also for talent retention. One leading US firm that we spoke with has sought to shore up cultural cohesion by purposefully bringing the entirety of its incoming class of employees from a geopolitically distant market to global headquarters for shared learning and connectivity.\u003c/p\u003e\n\u003cp\u003eBusiness leaders know that healthy organizations that are inclusive and deeply connected can better deal with external change and crises. The challenge today, however, is fostering that sense of inclusivity and connection when geopolitical risk mitigation can demand segmenting the organization\u0026rsquo;s global operating model in ways that create purposeful distance.\u003c/p\u003e\n\u003ch2\u003eEmerging playbooks for structural segmentation\u003c/h2\u003e\n\u003cp\u003eBroadly, we find that businesses typically adopt one of two postures\u0026mdash;recommitting to a single global strategy or moving toward structural segmentation\u0026mdash;and use it to guide decision making across each of the six dimensions. That said, companies do have the flexibility to follow a singular approach across all areas or otherwise adopt a more mixed set of tactics.\u003c/p\u003e\n\u003cp\u003eWhile every company\u0026rsquo;s circumstances\u0026mdash;and, hence, optimal response\u0026mdash;are different, some archetypes are emerging. Asset-light companies require limited assets in-market to generate large revenues. These businesses might decide to follow a global approach to operations and capital, as their risks are inherently lower, while potentially segmenting technology stacks and legal entity structures to support agility in a volatile geopolitical context. More capital-intensive companies are progressively introducing (or at least thinking hard about how to introduce) greater segmentation across multiple dimensions, notably operations and supply chains, often with a market-plus strategy. Financial franchises present a special case: delegating decision making to semiautonomous regional entities and sourcing capital locally allows segmentation that both reduces geopolitical risk and accelerates growth.\u003c/p\u003e\n\u003cp\u003eBusinesses with long-standing presences in geopolitically distant markets have more complex choices. Their de facto postures emerged out of decisions made during the last three decades. Given the costs incurred to establish their presences, these firms are more likely to stick with their current postures or change more incrementally\u0026mdash;with segmentation occurring around the edges, dimension by dimension. The result is a mixed strategy: for example, implementing a segmented tech stack but doubling down on a global approach to people, R\u0026amp;D, and capital.\u003c/p\u003e\n\u003cp\u003eIn setting their postures, business leaders should consider both risk management and growth strategy, as well as execution feasibility, of course. While they are more commonly reported on, not all structural-segmentation decisions have been made to reduce risk; quite a number have been made to, at least in part, enable more locally tailored and therefore resilient growth strategies in geopolitically distant markets.\u003c/p\u003e\n\u003cp\u003eFinally, these dimensions of structural segmentation play out at the market level, but deciding where a market starts and stops requires thought. Is the segmentation meant for a single country, a few countries\u0026mdash;and if so, can they be treated together, or does each require distinct postures against the segmentation dimensions\u0026mdash;or a broad swath of the world?\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eFor leaders dealing with today\u0026rsquo;s volatile geopolitical environment, Peter Drucker\u0026rsquo;s maxim is more apt than ever: \u0026ldquo;The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday\u0026rsquo;s logic.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eStructural segmentation is today\u0026rsquo;s logic, one that business leaders are exploring both to navigate geopolitical headwinds and to potentially secure growth. Indeed, navigating the new geopolitics and geometry of global trade requires business leaders to conduct multifactorial calculus and at times develop market-differentiated approaches to structural segmentation. What structural segmentation is not, however, is a magic formula to eliminate all risk. Geopolitically distant regions by their nature present risk, as well as opportunity. Multinational companies must be prepared for greater scrutiny of their operating models globally, no matter how thoughtful a segmentation approach they may employ.\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":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly","displayName":"McKinsey Quarterly","title":{"value":"McKinsey Quarterly"},"relatedlinks":{"url":"/quarterly/overview"},"landinglinks":{"jsonValue":{"value":[]}}}},"externalPublication":{"value":""},"mobileReady":{"boolValue":false},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2024-05-17T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eEmma Beals and Peter Salisbury, \u0026ldquo;A world at war: What is behind the global explosion of violent conflict?,\u0026rdquo; \u003cem\u003eForeign Affairs\u003c/em\u003e, October 30, 2023.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eThe Armed Conflict Survey 2023\u003c/em\u003e, first edition, Abingdon, United Kingdom: Routledge, 2023.\u003c/li\u003e\n \u003cli\u003eKoh Ewe, \u0026ldquo;The ultimate election year: All the elections around the world in 2024,\u0026rdquo; \u003cem\u003eTime\u003c/em\u003e, December 28, 2023.\u003c/li\u003e\n \u003cli\u003eGeopolitical distance between countries can be measured by examining the countries\u0026rsquo; observable behavior on foreign policy issues, such as through their voting behavior in the United Nations General Assembly.\u003c/li\u003e\n \u003cli\u003eMaria Grazia Attinasi et al., \u0026ldquo;Global production and supply chain risks: Insights from a survey of leading companies,\u0026rdquo; \u003cem\u003eECB Economic Bulletin\u003c/em\u003e, 2023, Volume 7.\u003c/li\u003e\n \u003cli\u003eKnut Alicke, Tacy Foster, Katharina Hauck, and Vera Trautwein, \u0026ldquo;\u003ca href=\"/capabilities/operations/our-insights/tech-and-regionalization-bolster-supply-chains-but-complacency-looms\"\u003eTech and regionalization bolster supply chains, but complacency looms\u003c/a\u003e,\u0026rdquo; McKinsey, November 3, 2023.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003e\u003ca href=\"/mgi/our-research/geopolitics-and-the-geometry-of-global-trade\"\u003eGeopolitics and the geometry of global trade\u003c/a\u003e\u003c/em\u003e, McKinsey Global Institute, January 17, 2024.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eGlobal financial stability report: Safeguarding financial stability amid high inflation and geopolitical risks\u003c/em\u003e, International Monetary Fund, April 2023.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003e\u003ca href=\"/mgi/our-research/geopolitics-and-the-geometry-of-global-trade\"\u003eGeopolitics and the geometry of global trade\u003c/a\u003e\u003c/em\u003e, McKinsey Global Institute, January 17, 2024.\u003c/li\u003e\n \u003cli\u003eBlair Epstein, Caitlin Hewes, and Scott Keller, \u0026ldquo;\u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/capturing-the-value-of-one-firm\"\u003eCapturing the value of \u0026lsquo;one firm,\u0026rsquo;\u003c/a\u003e\u0026rdquo; \u003cem\u003eMcKinsey Quarterly\u003c/em\u003e, May 9, 2023.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"Strategy \u0026 Corporate Finance"},{"displayName":"Risk \u0026#38; Resilience"}]},"aboutTheAuthors":{"value":""},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"CD1D61DC79B642908945CAA7A796BB32","name":"Andrew Grant","authorTitle":{"value":"Andrew Grant"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"D32AF5E00B32488BBB2E0F21E6F99B0E","name":"Michael Birshan","authorTitle":{"value":"Michael Birshan"},"description":{"value":"Global coleader of our Strategy \u0026 Corporate Finance Practice, partnering with bold and determined leaders to set strategy, transform organizations, and deliver sustainable value"},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/michael birshan/michael birshan_8840_fc-mask_profile_1536x1152.png","alt":""},"emailLinks":{"value":"Michael_Birshan@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/michaelbirshan"},"description":{"value":"Global coleader of our Strategy \u0026 Corporate Finance Practice, partnering with bold and determined leaders to set strategy, transform organizations, and deliver sustainable value"},"locations":{"targetItems":[{"name":"London","displayName":"London"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"","src":"/~/media/mckinsey/our people/michael birshan/michael birshan_8840-1_fc-mask.png"},"url":{"path":"/our-people/michael-birshan"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"05C646BB8AFB4777BBF4BF7450214E7C","name":"Olivia White","authorTitle":{"value":"Olivia White"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/olivia white/olivia-white_profile_1536x1152.jpg","alt":"Olivia White"},"emailLinks":{"value":" Olivia_White@mckinsey.com, rebeca_robboy@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/olivia-white-3716964/"},"description":{"value":"Leads research on global economic, business, and tech trends and brings deep expertise in strategy, risk management, and operational transformations to financial institutions worldwide "},"locations":{"targetItems":[{"name":"Bay Area","displayName":"Bay Area"}]},"firmTitle":{"value":"McKinsey Global Institute Director and Senior Partner"},"thumbnailImage":{"alt":"Olivia White","src":"/~/media/mckinsey/our people/olivia white/olivia-white_headshot_988x741.jpg"},"url":{"path":"/our-people/olivia-white"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"37427F55F3E34A3989487AEB13FCC31C","name":"Ziad Haider","authorTitle":{"value":"Ziad Haider"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/ziad haider/ziad_haider_standard_profile_1536x1152.jpg","alt":"Ziad Haider"},"emailLinks":{"value":"Ziad_Haider@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/ziadhaider/"},"description":{"value":"Counsels boards and leaders of multinational corporations on how to manage geopolitical risks"},"locations":{"targetItems":[{"name":"Singapore","displayName":"Singapore"}]},"firmTitle":{"value":"Partner, Global Director of Geopolitical Risk"},"thumbnailImage":{"alt":"Ziad Haider","src":"/~/media/mckinsey/our people/ziad haider/ziad_haider_headshot_988x741.jpg"},"url":{"path":"/our-people/ziad-haider"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Strengthening fraying ties: The Global Cooperation Barometer 2024"},"url":{"path":"/capabilities/strategy-and-corporate-finance/our-insights/strengthening-fraying-ties-the-global-cooperation-barometer-2024"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Global cooperation is key to better human lives. Our new barometer, developed with the World Economic Forum, can help leaders track trends, monitor critical outcomes, and act to increase cooperation."},"standardImage":{"src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/strengthening fraying ties the global cooperation barometer 2024/global cooperation barometer-689432784-2-thumb-1536x1536.jpg","alt":"A ring made out of metallic blue hands. The hands are organized in pairs that are reaching towards one another reminiscent of a handshake gesture. "},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings)"},"url":{"path":"/capabilities/risk-and-resilience/our-insights/black-swans-gray-rhinos-and-silver-linings-anticipating-geopolitical-risks-and-openings"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"The need for board-level strategic conversations on geopolitical risk is urgent."},"standardImage":{"src":"/~/media/mckinsey/business functions/risk/our insights/black swans gray rhinos and silver linings anticipating geopolitical risks and openings/hero-1536-5050-getty-1380203683.jpg","alt":"Globe made from squares expanding on white background"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":{"name":"MGI Research"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Geopolitics and the geometry of global trade"},"url":{"path":"/mgi/our-research/geopolitics-and-the-geometry-of-global-trade"},"eyebrow":{"targetItem":{"name":"Report"}},"articleType":{"targetItem":{"name":"Report"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Global trade patterns are reconfiguring. More shifts are likely and businesses need to be aware of the potential trade-offs of different paths ahead."},"standardImage":{"src":"/~/media/mckinsey/mckinsey global institute/our research/geopolitics and the geometry of global trade/global-connection-1319660554-thumb-1536x1536.jpg","alt":"Image of a 3D sphere deconstructed in slices."},"heroImage":null,"thumbnailImage":null}]},"useEnhancedAuthors":{"boolValue":true},"acknowledgements":{"value":"\u003cp\u003eThe authors wish to thank Knut Alicke, Tucker Bailey, Raphael Bick, Mike Doheny, Ben Fletcher, Henry Frear, Axel Karlsson, Lucas Lim, Karol Mansfeld, Jean-Christophe Mieszala, Brooke Weddle, Lola Woetzel, and Carter Wood for their contributions to this article.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eThis article was edited by David Weidner, a senior editor in the Bay Area office.\u003c/p\u003e"},"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/strategy and corporate finance/our insights/can your company remain global and if so how/can-your-company-remain-global-and-if-so-how.pdf","displayName":"Can-your-company-remain-global-and-if-so-how","title":"Can your company remain global and if so, how?","keywords":"","description":"","extension":"pdf","mimeType":"application/pdf","size":327669,"pageCount":"11","thumbnailImageSrc":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/can your company remain global and if so how/can-your-company-remain-global-and-if-so-how_thumbnail.jpeg"},"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/strategy and corporate finance/our insights/can your company remain global and if so how/qweb-can-your-company-remain-global-1536x864.png","alt":"\"\""},"standardImage":{"src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/can your company remain global and if so how/qweb-can-your-company-remain-global-1536x1536.jpg","alt":"\"\""},"heroImageTopOffset":{"value":""},"headerOverlayOpacity":{"targetItem":null},"heroType":{"targetItem":{"displayName":"Full Bleed Hero With Non Immersive Dek"}},"photoOverlayOpacity":{"targetItem":null},"hideHero":{"boolValue":false},"renderStackedHeroLayoutForMobile":{"boolValue":false},"articleHeroVideoId":{"value":"6353092516112"},"podcastHeroOmnyAudioID":{"value":""},"heroBespokeInteractiveID":{"value":""},"bespokeHeroRenderMode":{"targetItem":null},"audio":{"results":[{"id":"6963D42C1FC744B893955D81EE41F99F","omnyPlayerAudioURL":{"value":""},"iTunesURL":{"value":""},"soundcloudAudioFile":{"value":"1828104729"},"displayNumber":{"value":""},"headline":{"jsonValue":{"value":""}},"mediaEyebrow":{"jsonValue":{"value":""}},"description":{"jsonValue":{"value":""}},"libraryAudioFile":{"src":null},"renderMode":{"targetItem":{"key":{"value":"Center"},"value":{"value":"small-span-center"}}},"hideMediaEyebrow":{"boolValue":true},"mediaID":{"value":"1"},"template":{"name":"Audio"}}]},"disruptor1up":{"results":[{"title":{"value":""},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}},"mediaID":{"value":""},"template":{"name":"Disruptor 1Up"}},{"title":{"value":"Hear directly from the authors on upcoming webcast"},"description":{"value":"Aug 8. \u0026ndash; 10 a.m. ET/3 p.m. BST"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"LinkType":"external","Title":"","Text":"Request invite","Url":"https://pages.mckinsey.com/SCF-Webcast-Registration-Page-social.html?gp=Strategy%20Corporate%20Finance\u0026gp=Strategy%20Corporate%20Finance\u0026cid=other-pso-mck-out-tsp-2427","Target":"","CssClass":"btn btn-fill ","Anchor":""}]}},"mediaID":{"value":"webcast"},"template":{"name":"Disruptor 1Up"}},{"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":[{"id":"292850F17C4C439292FC1DFAB8952355","displayName":"Exhibit 1","mediaID":{"value":"1"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"1"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Peace and security among nations have eroded sharply since 2020.","src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/can your company remain global and if so how/pub-georisksegmentation-v6-ex1.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":null,"alt":""},"height":{"value":""},"width":{"value":""},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}},{"id":"6E7C1EAC7E624B77A0CB16B3CDCAA71F","displayName":"Exhibit 2","mediaID":{"value":"2"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"2"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Geopolitical instability tops the list of concerns for global business leaders.","src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/can your company remain global and if so how/pub-georisksegmentation-v6-ex2.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":null,"alt":""},"height":{"value":""},"width":{"value":""},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}},{"id":"F9D0EE4D926944168F1E48FEA0EFEB3D","displayName":"Exhibit 3","mediaID":{"value":"3"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"3"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Global investment is shifting.","src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/can your company remain global and if so how/pub-georisksegmentation-v6-ex3.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":null,"alt":""},"height":{"value":""},"width":{"value":""},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}}]},"image":{"results":[]},"exhibitcarousel":{"results":[]},"pullquote":{"results":[{"description":{"value":"Structural segmentation describes a cluster of moves that global corporations are considering to mitigate geopolitical exposure, to enable locally informed decision making, and to clear a pathway to safe, stable growth."},"mediaID":{"value":"1"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":false},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}},{"description":{"value":"A unified global technology stack was once seen as a source of competitive advantage as companies sought to win through scale at low cost. Now, this strategy is under stress from multiple sources."},"mediaID":{"value":"2"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":false},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}},{"description":{"value":"The reality is many multinationals do not have a choice in instituting some measure of structural segmentation with people; stakeholders ranging from government officials to customers increasingly expect them to do so."},"mediaID":{"value":"3"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":false},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}}]},"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":[]},"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/strategy-and-corporate-finance/our-insights"},"breadCrumbTitle":{"value":"Our Insights"},"isMiniSite":{"boolValue":false},"displayName":"Strategy \u0026 Corporate Finance Insights","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/capabilities/strategy-and-corporate-finance/how-we-help-clients"},"breadCrumbTitle":null,"isMiniSite":{"boolValue":true},"displayName":"Strategy \u0026 Corporate Finance","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":"00638482-b381-402d-bd7c-b5fb1cf19fb2","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how"}],"currentLanguage":"en","navigationLink":"capabilities","activeItemId":"{6FC6FF30-E964-4D27-94F0-A71008220644}","miniSiteId":"{50D1B9C6-D63B-4439-85D4-6D582C0B965F}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2024-08-23T17:48:06Z","createdDate":"2024-05-15T14:20:04Z","practice":{"isDefaultPractice":false,"name":"Strategy","code":"N12","stickyTitle":"Sign up for emails on new Strategy 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/strategy-and-corporate-finance/our-insights/can-your-company-remain-global-and-if-so-how","isCareersPage":false,"officePath":"","hideAppPromo":false,"itemInfo":{"id":"00638482-b381-402d-bd7c-b5fb1cf19fb2","fullPath":"/sitecore/content/McKinsey/Home/Capabilities/Strategy and Corporate Finance/Our Insights/Can your company remain global and if so how","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":"1732251976881","path":["capabilities","strategy-and-corporate-finance","our-insights","can-your-company-remain-global-and-if-so-how"]},"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":[70281,12711,76731,68578,98391,81732,39392],"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>