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id="skipToMain"><div class="mck-o-container-universal-header" data-layer-region="hero"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="AnchoredHero" class="UniversalHeader_mck-c-universal-header__root__Kg2Sh"><div class="mck-o-container"><div class="UpModule_mck-c-up__irSw8 mck-o-container--wrapped mck-o-container--mobile-spacing"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/how-we-help-clients/ceo-excellence" class="mck-u-screen-only mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-sm___2FLYH_2734c4f mck-arrow-left-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> CEO Excellence</span></a><div class="mdc-u-grid mdc-u-grid-col-md-7 mck-c-universal-header"><div class="mdc-u-grid-col-md-span-5 mdc-u-grid-col-md-end-7"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 mdc-u-align-center"><div>Transitioning into the CEO role</div></h1><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7 mdc-u-align-center"><div class="mck-u-links-inline mck-c-generic-item__description">Insights on the factors underpinning successful CEO transitions, from setting bold aspirations to building an effective senior team and developing stakeholder relationships.</div></div></div></div></div></div></div></div></div></div></div><div class="mck-o-container mck-o-container__area-c"><div class="mck-o-container--wrapped 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class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="""" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/starting%20strong%20successfully%20transitioning%20into%20the%20ceo%20role/qweb-ceo-transition-1536x1536th.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Starting strong: Making your CEO transition a catalyst for renewal</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-6 mdc-c-heading__icon___TbFKK_2734c4f"></span></h2><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2022-11-17T12:00:00Z">November 17, 2022</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The best CEOs use the first six to 12 months of their tenure as a moment of great personal transition and institutional renewal. There are four keys to success.</div></div></div></div></div></div></div></div></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="StandalonePromo" data-module-gradient-position="top-right" class="mck-c-general-up mck-c-module-wrapper" data-module-name="general-up"><div class="mck-o-container"><div class="UpModule_mck-c-up__irSw8"><div class="mck-c-up__content mdc-u-grid mdc-u-grid-col-sm-1 mdc-u-grid-gutter-xl mdc-u-grid--align-start mdc-u-grid-col-md-2 mdc-u-grid-col-lg-3"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/mckinsey-on-books/author-talks-what-separates-the-best-ceos-from-the-rest" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="McKinsey senior partners Carolyn Dewar, Scott Keller, and Vik Malhotra" src="/~/media/mckinsey/featured%20insights/mckinsey%20books/author%20talks%20what%20separates%20the%20best%20ceos%20from%20the%20rest/author-talks-ceos_thumb_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Interview</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/mckinsey-on-books/author-talks-what-separates-the-best-ceos-from-the-rest" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Author Talks: What separates the best CEOs from the rest?</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2021-12-15T12:00:00Z">December 15, 2021</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Three McKinsey senior partners looked across more than 20 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries to identify the mindsets that helped top chief executives deliver extraordinary impact.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/industries/private-capital/our-insights/a-playbook-for-newly-minted-private-equity-portfolio-company-ceos" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="A playbook for newly minted private equity portfolio company CEOs" src="/~/media/mckinsey/industries/private%20equity%20and%20principal%20investors/our%20insights/a%20playbook%20for%20newly%20minted%20private%20equity%20portfolio%20company%20ceos/playbook-new-pe-1293734565-full.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/industries/private-capital/our-insights/a-playbook-for-newly-minted-private-equity-portfolio-company-ceos" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>A playbook for newly minted private equity portfolio-company CEOs</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2021-09-24T12:00:00Z">September 24, 2021</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Unprecedented private equity deal flow means more leaders than ever are stepping into the portfolio-company CEO role. Here’s guidance from the experts on the role’s unique challenges and demands.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/in-conversation-the-ceo-moment" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="In conversation: The CEO moment" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/in%20conversation%20the%20ceo%20moment/in-conversation-the-ceo-moment-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Podcast</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/in-conversation-the-ceo-moment" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>In conversation: The CEO moment</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2020-10-12T12:00:00Z">October 12, 2020</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Corporate leaders are changing how they do their jobs in ways that may permanently transform the CEO role.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/future-of-asia/videos/could-the-ceo-moment-become-a-ceo-movement" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Could the CEO moment become a CEO movement" src="/~/media/mckinsey/featured%20insights/future%20of%20asia/videos/could%20the%20ceo%20moment%20become%20a%20ceo%20movement/foa-video-kevin2-1536x864.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Video</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/future-of-asia/videos/could-the-ceo-moment-become-a-ceo-movement" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Could the CEO moment become a CEO movement?</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2020-10-09T12:00:00Z">October 9, 2020</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The COVID-19 pandemic has shifted the way that many CEOs lead. In this series of videos, McKinsey’s global managing partner Kevin Sneader shares his thoughts on the future of the CEO role.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/leadership/the-ceo-moment-leadership-for-a-new-era" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="The CEO moment: Leadership for a new era" src="/~/media/mckinsey/featured%20insights/leadership/the%20ceo%20moment%20leadership%20for%20a%20new%20era/the-ceo-moment-1536x1536.png?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/leadership/the-ceo-moment-leadership-for-a-new-era" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>The CEO moment: Leadership for a new era</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2020-07-21T12:00:00Z">July 21, 2020</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Challenged by the global pandemic, CEOs have made four shifts in the way they lead that hold great promise for both companies and society. Will they build on this unique moment, or return to the ways of the past?</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/how-new-ceos-can-manage-for-the-future" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="How new CEOs can manage for the future" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/how%20new%20ceos%20can%20manage%20for%20the%20future/how-new-ceos-5050-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Podcast</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/how-new-ceos-can-manage-for-the-future" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>How new CEOs can manage for the future</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2020-03-25T12:00:00Z">March 25, 2020</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The subtle art of delivering short-term wins while setting the stage for long-term success</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/the-mindsets-and-practices-of-excellent-ceos" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="The mindsets and practices of excellent CEOs" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/the%20mindsets%20and%20practices%20of%20excellent%20ceos/mindset-ceo-excellence-standard-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/the-mindsets-and-practices-of-excellent-ceos" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>The mindsets and practices of excellent CEOs</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2019-10-25T12:00:00Z">October 25, 2019</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The CEO’s job is as difficult as it is important. Here is a guide to how the best CEOs think and act.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/the-diversity-opportunity-for-new-ceos" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="The diversity opportunity for new CEOs" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/the%20diversity%20opportunity%20for%20new%20ceos/the-diversity-opportunity-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Podcast</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/the-diversity-opportunity-for-new-ceos" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>The diversity opportunity for new CEOs</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2019-08-19T12:00:00Z">August 19, 2019</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">New McKinsey research has uncovered a fascinating correlation between gender diversity and corporate performance.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/short-term-pain-for-long-term-gain-the-new-ceos-dilemma" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Short-term pain for long-term gain: The new CEO’s dilemma" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/short%20term%20pain%20for%20long-term%20gain%20the%20new%20ceos%20dilemma/new-ceos-dilemma_1069159764_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/short-term-pain-for-long-term-gain-the-new-ceos-dilemma" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Short-term pain for long-term gain: The new CEO’s dilemma</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2019-04-22T12:00:00Z">April 22, 2019</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">CEOs who pivot to a longer view of health and performance make the right moves for their companies, though it’s sometimes their successors who reap the rewards.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/gender-equality/closing-the-gender-gap-a-missed-opportunity-for-new-ceos" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Closing the gender gap: A missed opportunity for new CEOs" src="/~/media/mckinsey/featured%20insights/gender%20equality/closing%20the%20gender%20gap%20a%20missed%20opportunity%20for%20new%20ceos/closing-the-gender-gap_633709697_1536x1536_400.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/gender-equality/closing-the-gender-gap-a-missed-opportunity-for-new-ceos" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Closing the gender gap: A missed opportunity for new CEOs</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2018-10-19T12:00:00Z">October 19, 2018</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Many new CEOs reshuffle their top teams, but surprisingly few make them more diverse. Can we do better?</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/putting-talent-at-the-top-of-the-ceo-agenda" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Putting talent at the top of the CEO agenda" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/putting%20talent%20at%20the%20top%20of%20the%20ceo%20agenda/dombartonpodcast_1536x1536_100.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Podcast</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/putting-talent-at-the-top-of-the-ceo-agenda" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Putting talent at the top of the CEO agenda</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2018-05-15T12:00:00Z">May 15, 2018</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">McKinsey global managing partner Dominic Barton discusses how executives serious about delivering value need to spend more time identifying their organizations’ top performers and most critical roles.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/advice-for-transitioning-into-the-chief-executive-role" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Advice for transitioning into the chief-executive role" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/advice%20for%20transitioning%20into%20the%20chief%20executive%20role/advice-for-ceo-role_505639899_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/advice-for-transitioning-into-the-chief-executive-role" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Advice for transitioning into the chief-executive role</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2018-04-20T12:00:00Z">April 20, 2018</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">While every transition is unique, here are some pointers for executives moving into the top job.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/making-a-successful-transition-to-ceo" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Making a successful transition to CEO" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/making%20a%20successful%20transition%20to%20ceo/making-a-successful-transition-to-ceo_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/making-a-successful-transition-to-ceo" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Making a successful transition to CEO</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2017-12-04T12:00:00Z">December 4, 2017</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">This booklet assembles a collection of McKinsey’s best thinking and advice for the ultimate new role—becoming CEO—to help leaders take the reins in a way that maximizes sustainable impact.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/five-fifty-becoming-ceo" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="McKinsey Quarterly Five-Fifty: Becoming CEO" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/five%20fifty%20becoming%20ceo/becoming-ceo_thumb_1536x1536.png?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Interactive</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/five-fifty-becoming-ceo" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span><em>Five Fifty</em>: Becoming CEO</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2017-11-13T12:00:00Z">November 13, 2017</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">You’ve just become the chief executive officer of a big company. Now what do you do?</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/leadership/how-technology-is-changing-the-job-of-the-ceo" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="tech-is-transforming-CEO_thumb_1536x1536_200_Standard" src="/~/media/mckinsey/featured%20insights/leadership/how%20technology%20is%20changing%20the%20job%20of%20the%20ceo/tech-is-transforming-ceo_thumb_1536x1536_200_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/leadership/how-technology-is-changing-the-job-of-the-ceo" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>How technology is changing the job of the CEO</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2017-08-29T12:00:00Z">August 29, 2017</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">More than 75 chief executives and board chairs recently gathered to share concerns and offer one another advice. </div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/digital-disruption/a-ceo-action-plan-for-workplace-automation" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="MGI-Automation_thumb_1536x1536_400_Standard" src="/~/media/mckinsey/featured%20insights/digital%20disruption/a%20ceo%20action%20plan%20for%20workplace%20automation/mgi-automation_thumb_1536x1536_400_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/digital-disruption/a-ceo-action-plan-for-workplace-automation" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>A CEO action plan for workplace automation</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2017-07-10T12:00:00Z">July 10, 2017</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Senior executives need to understand the tactical as well as strategic opportunities, redesign their organizations, and commit to helping shape the debate about the future of work.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/what-makes-a-ceo-exceptional" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="CEO-Exceptional_Thumbnail_1536x1536_200_Standard" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/what%20makes%20a%20ceo%20exceptional/ceo-exceptional_thumbnail_1536x1536_200_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/what-makes-a-ceo-exceptional" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>What makes a CEO ‘exceptional’?</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2017-04-10T12:00:00Z">April 10, 2017</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">We assessed the early moves of CEOs with outstanding track records; some valuable lessons for leadership transitions emerged.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/leadership/the-ceo-guide-to-boards" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="CEO-Boards-1536x1536-100_Standard" src="/~/media/mckinsey/featured%20insights/leadership/the%20ceo%20guide%20to%20boards/ceo-boards-1536x1536-100_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Executive Briefing</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/leadership/the-ceo-guide-to-boards" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>The CEO guide to boards</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2016-09-09T12:00:00Z">September 9, 2016</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Greater responsibilities require increased commitments of time and energy.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/ceo-transitions-the-science-of-success" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="CEO-transitions-the-science-of-success-1536x1536_Standard" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/ceo%20transitions%20the%20science%20of%20success/ceo-transitions-the-science-of-success-1536x1536_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Podcast</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/ceo-transitions-the-science-of-success" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>CEO transitions: The science of success</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2016-08-09T12:00:00Z">August 9, 2016</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">New CEOs are faced with a bewildering array of choices, so it’s crucial for them to take a data-driven look at potentially major moves—and to know when to make them.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/voices-of-experience-on-the-ceo-transition" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Voices-of-experience-1536x1536_Standard" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/voices%20of%20experience%20on%20the%20ceo%20transition/voices-of-experience-1536x1536_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Interview</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/voices-of-experience-on-the-ceo-transition" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Voices of experience on the CEO transition</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2016-07-22T12:00:00Z">July 22, 2016</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The former CEOs of Aetna and Covidien reflect on their early days in the role.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/the-strategy-and-corporate-finance-blog/lessons-for-new-ceos-go-big-go-fast-or-go-home" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="image" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/the%20strategy%20and%20corporate%20finance%20blog/lessons%20for%20new%20ceos%20go%20big%20go%20fast%20or%20go%20home/lessons-for-new-ceo-header.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Blog Post</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/the-strategy-and-corporate-finance-blog/lessons-for-new-ceos-go-big-go-fast-or-go-home" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Lessons for new CEOs: Go big, go fast, or go home</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2016-06-16T12:00:00Z">June 16, 2016</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">My colleagues Kurt Strovink, Thomas Meakin, and I analyzed the major moves over 600 CEOs took during their first two years in the role. We then assessed how those moves influenced the company’s returns and the CEOs’ tenure. Here are some of the lessons we drew from the data.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/leadership/how-new-ceos-can-boost-their-odds-of-success" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="CEO-Transition-1536x1536_Standard" src="/~/media/mckinsey/featured%20insights/leadership/how%20new%20ceos%20can%20boost%20their%20odds%20of%20success/ceo-transition-1536x1536_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/leadership/how-new-ceos-can-boost-their-odds-of-success" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>How new CEOs can boost their odds of success</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2016-05-20T12:00:00Z">May 20, 2016</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">A data-driven look at the link between the strategic moves of new CEOs and the performance of their companies highlights the importance of quick action and of adopting an outsider’s perspective. </div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/leadership/a-ceos-guide-to-gender-equality" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="q15_web_ceo-guide-to-gender-diversity_494323295_1536x1536_Original" src="/~/media/mckinsey/featured%20insights/leadership/a%20ceos%20guide%20to%20gender%20equality/q15_web_ceo%20guide%20to%20gender%20diversity_494323295_1536x1536_original.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Executive Briefing</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/leadership/a-ceos-guide-to-gender-equality" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>A CEO's guide to gender equality</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2015-11-01T12:00:00Z">November 1, 2015</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The case for gender equality is strong. Why is progress so slow?</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/how-quickly-should-a-new-ceo-shift-corporate-resources" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="CEO term office" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/how%20quickly%20should%20a%20new%20ceo%20shift%20corporate%20resources/ceolongetivity_1536x1152.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/how-quickly-should-a-new-ceo-shift-corporate-resources" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>How quickly should a new CEO shift corporate resources?</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2013-10-01T12:00:00Z">October 1, 2013</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">Moving early to reconfigure the business portfolio and top-management team improves corporate performance and the odds for a lengthy tenure.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/featured-insights/leadership/letter-to-a-newly-appointed-ceo" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="lece10_1536x1536_Original" src="/~/media/mckinsey/featured%20insights/leading%20in%20the%2021st%20century/letter%20to%20a%20newly%20appointed%20ceo/lece10_1536x1536_original.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/featured-insights/leadership/letter-to-a-newly-appointed-ceo" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Letter to a newly appointed CEO</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2010-06-01T12:00:00Z">June 1, 2010</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/a-ceos-guide-to-reenergizing-the-senior-team" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="A CEO’s guide to reenergizing the senior team" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/a%20ceos%20guide%20to%20reenergizing%20the%20senior%20team/classics-coping-with-tumultuous-change_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Commentary</span><span> - McKinsey Quarterly</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/a-ceos-guide-to-reenergizing-the-senior-team" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>A CEO’s guide to reenergizing the senior team</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2009-09-01T12:00:00Z">September 1, 2009</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">In today’s tough and fast-changing environment, CEOs must help their top leaders to work through fear and denial and to learn new rules.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-ceos-role-in-leading-transformation" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Cero07_1536x1536_Original" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20ceos%20role%20in%20leading%20transformation/cero07_1536x1536_original.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-ceos-role-in-leading-transformation" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>The CEO’s role in leading transformation</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="2007-02-01T12:00:00Z">February 1, 2007</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.</div></div></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GeneralUp_mck-c-general-up__generic-item___T5Id GenericItem_mck-c-generic-item__sGwKL GenericItem_mck-c-generic-item--with-hover-effect__hmVy2"><div class="GenericItem_mck-c-generic-item__image__F_tIc"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/managing-ceo-transitions" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture"><img alt="Managing CEO transitions" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/managing%20ceo%20transitions/managing-ceo-transitions_107430165_1536x1536_100.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><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>Article</span></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/managing-ceo-transitions" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link-heading--with-icon___ssPll_2734c4f mdc-c-link___lBbY1_2734c4f"><span>Managing CEO transitions</span></a><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-arrow-right-fat-icon mdc-u-ts-9 mdc-c-heading__icon___TbFKK_2734c4f"></span></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><span class="GenericItem_mck-c-generic-item__display-date__6Py5E"><time dateTime="1994-04-01T12:00:00Z">April 1, 1994</time> - </span><div class="mck-u-links-inline mck-c-generic-item__description GenericItem_mck-c-generic-item__description--with-date__KRltZ">McKinsey’s research shows that a leaders' best chance to lock in new organizational norms is usually during the first few months on the job.</div></div></div></div></div></div></div></div></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" data-module-gradient-position="top-right" class="PromoBar_mck-c-promo-bar__tebi0 mck-o-edge-to-edge mck-c-module-wrapper" data-module-name="promo-bar"><div class="mck-o-container"><div class="UpModule_mck-c-up__irSw8 mck-o-container--wrapped mck-o-container--mobile-spacing"><div class="mdc-u-grid mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 mdc-u-grid-col-sm-12"><div class="mdc-u-grid-col-lg-span-9 mdc-u-grid-col-md-span-8 mdc-u-grid-col-sm-span-12"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-4"><div>Connect with our CEO Portal</div></h2></div></div></div></div><div class="PromoBar_mck-c-promo-bar__section-cta-wrapper__5UayI mdc-u-grid-col-lg-span-3 mdc-u-grid-col-md-span-4 mdc-u-grid-col-sm-span-12"><div class="mck-c-up__footer"></div></div></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Transitioning into the CEO role","displayName":"Transitioning into the CEO 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