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":"20","DisplayDate":"10/25/2024","OriginalPublicationDate":"10/24/2024","SitecoreId":"{CB4FE9A5-282B-4EA0-A66A-7CE4E5941671}","Title":"Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç","ArticleType":"Interview","ContentType":"Article","ServerNumber":"","IsPageRestricted":"true","UserID":"","RegistrationDate":"","LoginStatus":"logged_out","JobTitle":"","CompanyName":"","blogTags":null,"enableRegWall":false}; var pageMetaInformation = {"CurrentLanguage":"en","AlternateLanguages":[{"DisplayName":"English","LanguageCode":"en","Url":"/capabilities/strategy-and-corporate-finance/our-insights/reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic"}],"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="Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç" property="og:title" name="title"/><meta content="Since Tufan Erginbilgiç took the helm of the iconic brand, its share price has surged. Profits have more than doubled. How he did it is a case study in the art of corporate transformation." property="og:description" name="description"/><meta content="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic" 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/reinventing%20rolls%20royce%20a%20conversation%20with%20ceo%20tufan%20erginbilgic/tufan%20erginbilgi-50-50.jpg" property="og:image" name="image"/><meta content="{CB4FE9A5-282B-4EA0-A66A-7CE4E5941671}" name="sid"/><link href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic" 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>Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç | McKinsey</title><meta content="Insights & Publications" name="sections"/><meta content="Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgi&ccedil;" name="twitter:title"/><meta content="Since Tufan Erginbilgiç took the helm of the iconic brand, its share price has surged. Profits have more than doubled. How he did it is a case study in the art of corporate transformation." 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/reinventing%20rolls%20royce%20a%20conversation%20with%20ceo%20tufan%20erginbilgic/tufan%20erginbilgi-50-50.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç" name="twitter:image:alt"/><meta content="public" name="accesslevel"/><meta content="false" name="excludefromclientlink"/><meta content="interview" name="articletype"/><meta content="Michael Birshan" name="authors-name"/><meta content="2024-10-25T00:00:00Z" name="itemdate"/><meta content="Strategy | Interview | October 25, 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/reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic"},"datePublished":"2024-10-24T00:00:00Z","dateCreated":"2024-10-25T13:16:30Z","dateModified":"2024-10-25T00:00:00Z","heading":"Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç","image":"https://www.mckinsey.com/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/reinventing%20rolls%20royce%20a%20conversation%20with%20ceo%20tufan%20erginbilgic/tufan%20erginbilgi-50-50.jpg","description":"Since Tufan Erginbilgiç took the helm of the iconic brand, its share price has surged. Profits have more than doubled. How he did it is a case study in the art of corporate transformation.","author":[{"@type":"Person","name":"Michael Birshan","url":"https://www.mckinsey.com/our-people/michael-birshan"}]}</script><meta name="next-head-count" content="62"/><meta name="next-font-preconnect"/><script src="" id="onetrust-wrapperchecker" data-nscript="beforeInteractive">function OptanonWrapperChecker() {}</script><link rel="preload" href="/_next/static/css/e0c1ca92b5263a45.css" as="style"/><link rel="stylesheet" href="/_next/static/css/e0c1ca92b5263a45.css" data-n-g=""/><link rel="preload" href="/_next/static/css/985443d8095c0b48.css" as="style"/><link rel="stylesheet" href="/_next/static/css/985443d8095c0b48.css" data-n-p=""/><link rel="preload" href="/_next/static/css/b9ab7b649e8aa36e.css" as="style"/><link rel="stylesheet" href="/_next/static/css/b9ab7b649e8aa36e.css"/><link rel="preload" href="/_next/static/css/72fc56b1fbe032aa.css" as="style"/><link rel="stylesheet" href="/_next/static/css/72fc56b1fbe032aa.css"/><noscript data-n-css=""></noscript><script defer="" nomodule="" src="/_next/static/chunks/polyfills-5cd94c89d3acac5f.js"></script><script src="https://cdn.cookielaw.org/scripttemplates/otSDKStub.js" data-document-language="true" type="text/javascript" data-domain-script="915b5091-0d7e-44d2-a8c4-cf08267e52fe" defer="" data-nscript="beforeInteractive"></script><script defer="" src="/_next/static/chunks/281.cc3ac8578a543e8e.js"></script><script defer="" src="/_next/static/chunks/6731.9bccca8a7edb0704.js"></script><script defer="" src="/_next/static/chunks/2991.4cb0aa2f9f53e653.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="bdpnbeqxgy4diz2byimq-f-10290b2c4-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":5,"ak.ipv":4,"ak.proto":"http/1.1","ak.rid":"1ea0a323","ak.r":37669,"ak.a2":e,"ak.m":"a","ak.n":"essl","ak.bpcip":"8.222.208.0","ak.cport":35774,"ak.gh":"23.53.33.206","ak.quicv":"","ak.tlsv":"tls1.2","ak.0rtt":"","ak.0rtt.ed":"","ak.csrc":"-","ak.acc":"reno","ak.t":"1732362777","ak.ak":"hOBiQwZUYzCg5VSAfCLimQ==AjtjfhS9h9H6K5ZnCtd0QjbC41A2H7emfX9o/cHu+hYg2RCH6nJ1D05wcUuDC7h4rC9LGxSkF/ODkJi48LK5CITl2ZJqMH3i8qcS3WnvkmVYbc6NHeQuqwN1u2kab7DwUTVDZXHDr5rrczG/+hZAOsI2sDZILalGqi238p/EPuN3y81l2F5H/ECeWIkHczlBltLI1nX/MRm1o/NRrPIQ5Xbwf3nBA9n7NhyFZWhJEJ9AD1kugF0NOxDVxNDjGkGtHpFkgS5XhPRHcdg7KvVGaifrlXUX6TGwJlmCm+R4KaL2iRvU8j8at62Ur+ybQ69rn3SZYnKdq7Fb19EQ9AdNp7qGY8XWq/eRwTWnpfhVV9ZBlOk9oqwCKy3BBVfwCxfynzZGpWi5qRU93oiPYell26T/Tt/LCFi7UtM9CkM/Z6Y=","ak.pv":"581","ak.dpoabenc":"","ak.tf":i};if(""!==t)_["ak.ruds"]=t;var o={i:!1,av:function(e){var t="http.initiator";if(e&&(!e[t]||"spa_hard"===e[t]))_["ak.feo"]=void 0!==a.aFeoApplied?1:0,BOOMR.addVar(_)},rv:function(){var a=["ak.bpcip","ak.cport","ak.cr","ak.csrc","ak.gh","ak.ipv","ak.m","ak.n","ak.ol","ak.proto","ak.quicv","ak.tlsv","ak.0rtt","ak.0rtt.ed","ak.r","ak.acc","ak.t","ak.tf"];BOOMR.removeVar(a)}};BOOMR.plugins.AK={akVars:_,akDNSPreFetchDomain:n,init:function(){if(!o.i){var a=BOOMR.subscribe;a("before_beacon",o.av,null,null),a("onbeacon",o.rv,null,null),o.i=!0}return this},is_complete:function(){return!0}}}}()}(window);</script></head><body><div id="__next" data-reactroot=""><div class="Layout_mck-c-skipbar__K684J"><a data-component="mdc-c-link" href="#skipToMain" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-medium"><span class="mdc-c-link__label___Pfqtd_2734c4f">Skip to main content</span></a></div><main class="mck-o-container--outer" data-layer-region="body" role="main" id="skipToMain"><div data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="" data-module-gradient-position="bottom-right" class="mck-o-edge-to-edge FiftyFiftyHero_mck-c-fifty-fifty-hero__wrapper__74aGq"><div><div class="mck-o-container"><div class="mck-o-container--wrapped mdc-u-grid"><div class="FiftyFiftyHero_mck-c-fifty-fifty-hero__dI9Yx"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_2734c4f background-image-fifty-fifty-hero-undefined FiftyFiftyHero_mck-c-fifty-fifty-hero__media__TroHX FiftyFiftyHero_mck-c-fifty-fifty-hero__media--absolute__YlXtV"></div><div class="FiftyFiftyHero_mck-c-fifty-fifty-hero__wrapper-text__13v1d FiftyFiftyHero_mck-c-fifty-fifty-hero__wrapper-text--default-style__TJLUl mdc-u-spaced-mobile"><div class="mdc-u-grid"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2"><div>Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç</div></h1><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10"><div class="mck-u-links-inline mck-c-generic-item__description"><time datetime="2024-10-25T00:00:00Z">October 25, 2024</time> | Interview</div></div></div></div></div></div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-7 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-10"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">Since Tufan Erginbilgiç took the helm of the iconic brand, its share price has surged. Profits have more than doubled. How he did it is a case study in the art of corporate transformation.</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%2Freinventing%20rolls%20royce%20a%20conversation%20with%20ceo%20tufan%20erginbilgic%2Freinventing-rolls-royce-a-conversation-with-ceo-tufan%20erginbilgic.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="reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic" data-layer-report-name="reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic>"><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"> (7 pages)</span></a></div></div></div></div> <p><strong>Shortly after being appointed CEO</strong> of Rolls-Royce in January 2023, Tufan Erginbilgiç told the company’s 42,000 employees that they were standing atop a “burning platform.” His aims? To quench the flames by reversing sliding profit margins and lay the groundwork for a new century of growth at the 120-year-old manufacturer. Under any circumstances, this would have been a challenge. At a company still struggling to emerge from the COVID-19-era aviation downturn, it seemed nearly impossible. </p> <p>Erginbilgiç, a former longtime executive at BP, took many of the steps that other leaders pursue to reverse circumstances: reorganizing business units, renegotiating contracts, and cutting costs. But he did so with the understanding that even the smartest strategy can’t succeed without the culture to support it. In fact, the only way to reverse Rolls-Royce’s fortunes was to engineer a wholesale transformation of its culture at the same time. </p> <p>Erginbilgiç sat down with McKinsey senior partner <a href="/our-people/michael-birshan">Michael Birshan</a> in September to break down his approach to corporate transformations. An edited version of the conversation follows.</p> <p><strong>Michael Birshan:</strong> You’ve been chief executive of Rolls-Royce for 21 months, and your performance has been impressive, especially with respect to shareholder returns. We’ll talk about that—the “how”—in a second. But first, I’d like to hear your views on the “what.” What’s your vision for Rolls-Royce?</p>  <p><strong>Tufan Erginbilgiç:</strong> When I first took the job, many people, especially investors, said to me, “Rolls-Royce has tried to restructure many times. How is this going to be different?” To me, this isn’t about restructuring. There’s a big difference between restructuring and transformation. Transformation, to my mind, is more ambitious. It’s taking the company from point A to point B, where getting to point B opens more potential for the company. </p> <p>So what’s our vision? It’s for Rolls-Royce to create a high-performing, competitive, resilient, growing business. How do we get there? By understanding that strategic goals aren’t just a bunch of numbers. </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 mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>There’s a big difference between restructuring and transformation. Transformation, to my mind, is more ambitious. It’s taking the company from point A to point B, where getting to point B opens more potential for the company.</p></blockquote></div> <p><strong>Michael Birshan:</strong> Many people use the word “transformation,” and many don’t succeed at it. How do you get an organization to transform successfully, especially when you’re enlisting 42,000 colleagues in that effort?</p>  <p><strong>Tufan Erginbilgiç: </strong>You’ll only transform a company if you can mobilize your people with purpose, focus, and alignment. I have four pillars. First, you need to create a top-notch leadership team to tell people what the vision is and how we’re going to get there. Therefore, I start with putting the mirror up. </p> <p><strong>Michael Birshan: </strong>This was the “burning platform” comment, right?</p> <p><strong>Tufan Erginbilgiç:</strong> Exactly. If you’re not careful when you put the mirror up, you may scare them. But the next day, I was walking in King’s Cross station and a woman approached me. She said, “Are you Tufan? Your town hall yesterday was so inspiring.” It turned out she worked in turbine manufacturing. Why do I tell this story? She found it very inspiring, even though externally it showed up differently. But that’s my point: you have to talk about where you’re going to take the business and why you think it’s possible. And so far, the organization responded to that brilliantly.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="McKinsey at COP29" src="/~/media/mckinsey/business%20functions/sustainability/how%20we%20help%20clients/cop/cop29/cop_29_thumb.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Explore COP29 with McKinsey</div></h3><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7"><p><div>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.</div></p></div></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw&RefId=cop" class="mdc-c-link-cta___NBQVi_2734c4f" target="_blank"><span class="mdc-c-link__label___Pfqtd_2734c4f">Register</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-external-icon"></span></a></div></div></div></div> <p>So that is number one. Second, you need a very granular strategy; it becomes a tool for alignment and engagement. The third pillar is to have a performance culture, where performance improvement becomes part of your strategy implementation. And then the fourth pillar is to move with intensity, pace, and rigor.</p> <p><strong>Michael Birshan: </strong>Regarding intensity, pace, and rigor, you obviously have to move fast. But at a place like Rolls-Royce, you can’t break things. How do you think about that?</p>  <p><strong>Tufan Erginbilgiç: </strong>If you aren’t in uncharted territory, you aren’t transforming the business. How do you transform a business in your comfort zone? I actually tell my leadership team, “If you feel nervous, it’s because you’re in uncharted territory.” You need to understand that you’re in uncharted territory and reflect on how much is too much. All along, I told my leadership team, “I want you to understand the complete picture. You need to know what is coming.” You’re always in this conversation, right? Because clarity is important.</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 mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>If you aren’t making choices, you don’t have strategy.</p></blockquote></div> <p><strong>Michael Birshan:</strong> Let’s talk about strategy. You invested a lot of time in it, and you have a unique way of developing it. Tell us more.</p>  <p><strong>Tufan Erginbilgiç: </strong>I always say, “If you aren’t making choices, you don’t have strategy.” To develop strategy, you want free-flowing, blue-sky conversation. And make sure it’s chaotic. I’m a pretty organized guy, but when it comes to strategy development, I like it chaotic. At Rolls-Royce, 500 people were involved. You want key people who, in many cases, know the business better than you do, especially if you’re a new CEO. Because you’re making choices in the room, by the time you’re done with strategy, the whole organization is aligned; all 500 people develop the strategy with you. </p> <p>Years ago, I read that 66 percent of all the strategies developed don’t get delivered. I actually thought that was a small number; I thought it would be even more. Why? Because most strategies don’t take into account implementation. When we’re developing strategy, I already know my implementation plan. That makes it more doable, and the success rate goes up. </p>  <p>Unless you translate your goals into clear strategic initiatives and cascade them down, you can’t make your strategy relevant to people. When you do, on the other hand, you can actually say to them, “You have a role in transforming the company, and I’m going to give you all the resources you need to deliver.” People can take this to their team and say, “Here’s our role.” In big organizations, knowing that you matter is very satisfying and engaging. Suddenly, strategy becomes an alignment, engagement, and performance management tool. </p> <p><strong>Michael Birshan:</strong> And you begin to translate it into an execution edge, right?</p>  <p><strong>Tufan Erginbilgiç:</strong> We have 17 strategic initiatives to implement. What we normally do is have the finance team put a mirror up and say, “OK, don’t worry about 12 of them, because they’re on track or they’re overdelivering. That’s great. Now let’s talk about the other five because we need to intervene to course correct.” That’s the granularity you have in the organization, and it goes so deep that people own it.</p> <p><strong>Michael Birshan: </strong>So this is relentless. There’s nowhere to hide, right?</p> <p><strong>Tufan Erginbilgiç: </strong>That’s correct.</p> <p><strong>Michael Birshan: </strong>Can this become exhausting or intimidating for parts of the organization? Or is this just the nature of making change?</p> <p><strong>Tufan Erginbilgiç:</strong> It’s relentless. It’s intense. But it’s also very satisfying. It mobilizes you because you have a role. Right now, it’s very clear at Rolls-Royce what we want to do. People’s roles are very clear. In my experience, some people excel in that kind of environment. And some people won’t like it; they may deselect themselves, which is part of the process and actually strengthens the way we deliver. I’m not a perfectionist. I don’t believe that everything we do must be perfect. I say, “Tidy in business gets in the way.” This is about applying intensity and pace where it matters. </p> <p><strong>Michael Birshan: </strong>How do you assemble the leadership team for this journey?</p>  <p><strong>Tufan Erginbilgiç: </strong>I start with individuals. I don’t worry about team development at the outset. I just want the right individuals, I have criteria—people who are good business leaders and good people leaders. Are they willing to learn? Then I can work with them. Next, they need to believe in the extraordinary. This is important because transformations are about the extraordinary. And third, they need to be passionate about the success of the business. They need to be hungry for success. </p> <p>Once I find these individuals, then the team development process starts. First, you need to build trust. You need to be open, transparent, and fair because people won’t like every decision you’re making. And you can’t surprise them, because surprises shake trust. You want your people to know where they stand. Why? Because good outcomes come from big debates. I like to see differing opinions in executive leadership because big debates not only deliver the best outcomes but also continually align the leadership.</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 mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>I like to see differing opinions in executive leadership because big debates not only deliver the best outcomes but also continually align the leadership.</p></blockquote></div> <p>And then I do other things. I’m always very clear with direction, expectations, and priorities. Strategic priorities don’t change, but elsewhere you need to dynamically prioritize because life is so uncertain. At every executive leadership team meeting, I go back to priorities and tell the team, “These were the priorities we agreed on.” But at my last leadership team meeting, I told them, “We’ve got a couple of emergencies coming in, so I’m OK to drop these three things from the priority list. We’ll still get to them, but they’re no longer on the priority list.” Doing this continually aligns and brings clarity. </p> <p>Finally, when I see an elephant in the room, I call it. Frankly, most of the elephants tend to be about leadership, and if the leaders don’t call it, nobody will. So let’s name it and deal with it.</p> <p><strong>Michael Birshan: </strong>When you talk about emergencies, it speaks to resilience, which a lot of leaders are worrying about right now. What does resilience mean for you?</p>  <p><strong>Tufan Erginbilgiç: </strong>I look at two levels of resilience. One is cash generation resilience: Are you resilient amid volatility? Or are you falling apart? You can’t build trust with stakeholders if they think you’re going to fall apart at the first opportunity. The other level of resilience plays into competitiveness and P&L. I actually introduced a new KPI to the aerospace industry: the ratio of total cash cost to gross margin. Guess what that number was for Rolls-Royce in 2019? </p> <p><strong>Michael Birshan:</strong> One?</p> <p><strong>Tufan Erginbilgiç: </strong>Close. The answer is 0.9. What does that say to you? If 10 percent of your gross margin is gone, you’re in the red territory. </p> <p><strong>Michael Birshan: </strong>Not resilient, in other words.</p> <p><strong>Tufan Erginbilgiç:</strong> Right. Our ratio of total cash cost to gross margin is now less than 0.5. And we’re going to take that to 0.4. That’s a competitive advantage. </p> <p><strong>Michael Birshan: </strong>Culture is hard to change, and Rolls-Royce, obviously, is a very storied institution that has been around for a long time. When you arrived, what was the culture like? </p>  <p><strong>Tufan Erginbilgiç: </strong>First, what I found at Rolls-Royce was genuinely very high-quality people. That was very important. Remember, this transformation has been about mobilizing the workforce. It’s about people. Some teams go offline and do team-building activities. I’ve never done that. I’m a believer in putting difficult topics in front of the team and allowing them to articulate their views; that’s my model for team building. </p> <p>In terms of culture, some people think, “Oh, I’m going to communicate.” And communication is important, but it won’t change the culture on its own. My view is you need to be very consistent—consistent expectations, consistent reinforcement. And use every opportunity possible for performance management. You need to continually tell people what good looks like so that there’s a learning process. That’s what changes culture.</p> <p>You also need to talk about purpose and behavior. What’s the role of purpose, in my mind? The purpose of a company is its positive contribution to the world. That’s important for employees. Employees need to feel passionate about why the company exists because that’s why they get up in the morning: for a bigger purpose. </p>  <p>Our new purpose and behaviors statement is that—powering, protecting, and connecting people everywhere. I insisted that “people” be in there because there needs to be an emotional connection. Together with strategy, an emotional-level purpose is what guides our actions. Over time, if the environment changes, we can adjust our strategy. But our purpose will stay and continue to be a guide all the way. </p> <p>I believe that mindset is the most important thing in business—even more than strategy. And behaviors are part of your mindset. Behaviors help you deliver your strategy and achieve your vision. They’re another mechanism. We emphasize four behaviors now: put safety first, do the right thing, keep it simple, and make a difference. </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 mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>I believe that mindset is the most important thing in business—even more than strategy. And behaviors are part of your mindset.</p></blockquote></div> <p>The first two are where we already are, and the second two are where we want to be. We struggle to simplify things. On making a difference, I actually tell people, “You’re doing that job because you’re the best person in the world to do that job. And if you’re the best person in the world to do that job, you need to make a difference.” </p> <p><strong>Michael Birshan:</strong> It’s why you have to believe in extraordinary.</p> <p><strong>Tufan Erginbilgiç:</strong> Exactly. It’s very rewarding when you start to realize that you <em>can </em>make a difference—more than the others—because you’re the best person for that job. That’s when transformations can happen. Think about 42,000 people making a difference. Obviously, you need to mobilize them with focus and purpose and alignment. And then let them make the difference.</p> <p><strong>Michael Birshan: </strong>You’re clearly a student of business and leadership. What are some of the practices you use to be effective as a leader?</p>  <p><strong>Tufan Erginbilgiç: </strong>I always talk about four things. One is learning. Many people are obsessed with the next promotion, but frankly, they’d be better off focusing on learning and making themselves of higher value. Increasing your value and effectiveness is good for today, and it will prepare you a lot better for the future. At my previous organization, I actually skipped a big promotion. They called me and said, “Don’t go to that horizontal job. We’ll give you a big promotion.” I could have been a very senior leader. But I actually said, “No, I’m going to do this because that will make me more effective in the future.” </p> <p>Second is to <em>always </em>be learning. People ask, “How do you keep your energy up?” By learning. I’m still curious about things; I’m always digging deeper. </p> <p>Third is the power of belief. I ask people, “Have you ever achieved anything extraordinary that you didn’t believe in?” If you don’t believe, it will never happen. </p> <p>And finally, to make a difference, you need to take some risks. I don’t mean safety risks. You need to take personal risks. Confucius said, “Wherever you go, go with your heart.” I like that. Some people lead from the front, some from behind. They are equally effective. Except in transformations: you need to lead from the front. People need to see you’re putting your neck out there, taking personal risks. Nobody will go to uncharted territory in the absence of that. </p> <p><strong>Michael Birshan:</strong> What does the future hold? You’ve talked a bit about energy and small modular reactors [SMRs] and other things.</p>  <p><strong>Tufan Erginbilgiç:</strong> Thinking about our 17 strategic initiatives, we haven’t implemented all of them yet. So we need to be an execution machine. Yes, we’re talking about SMRs and microreactors: there is a big growth opportunity. But that’s the what. On the how, there’s still more to do to embed our performance culture. </p> <p>There’s more to do in the sweet spot. What’s the sweet spot? It’s creating a fully aligned organization where everybody knows their roles and are energized to deliver. We want to create a sustainably distinctive business in terms of safety, operational effectiveness, and customer service, with competitively advantaged products and technologies. We aren’t there yet; there’s more to do on both the what and the how. </p>  <p><strong>Michael Birshan:</strong> Rolls-Royce has a long history, but history can both be helpful and sometimes restrict you. I’m curious how you harness it and evolve it? </p> <p><strong>Tufan Erginbilgiç: </strong>Rolls-Royce is a great company with great people, a great history, and an iconic brand. It’s great for talent attraction. That’s why I’m here, frankly: because I think that turning around a company like Rolls-Royce is really worth the effort.</p> <h2>Watch the full interview</h2> </div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Tufan Erginbilgiç</strong> is the CEO of Rolls-Royce. <a href="/our-people/michael-birshan"><strong>Michael Birshan</strong></a> is a senior partner in McKinsey’s London office.</p> <p><em>Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement.</em></p> <hr /> <p>This article was edited by Larry Kanter, a senior editor in the New York office. The videos were edited by Charlie Matthes, a managing producer in the New York office.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-howt-0 { aspect-ratio: 16/9 }</style><img alt="Headshot of Daniel Vasella." class="picture-uniqueKey-howt-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/how%20to%20embrace%20the%20ceo%20role%20an%20interview%20with%20daniel%20vasella/how-to-embrace-the-ceo-role-daniel-vasella-thumb-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Interview</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>How to embrace the CEO role: An interview with Daniel Vasella</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/featured-insights/future-of-asia/four-steps-to-success-for-new-ceos" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-four-0 { aspect-ratio: 16/9 }</style><img alt="I have a big plan - stock photo" class="picture-uniqueKey-four-0" src="/~/media/mckinsey/featured%20insights/future%20of%20asia/insights/four%20steps%20to%20success%20for%20new%20ceos/thumb-gettyimages-1433536228.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>Bloomberg</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="/featured-insights/future-of-asia/four-steps-to-success-for-new-ceos" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Four steps to success for new CEOs</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/transformation/our-insights/a-culture-of-conviction-an-interview-on-organizational-transformation-with-the-former-ceo-of-societe-generale" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-acul-0 { aspect-ratio: 16/9 }</style><img alt="Frédéric Oudéa" class="picture-uniqueKey-acul-0" src="/~/media/mckinsey/business%20functions/transformation/our%20insights/a%20culture%20of%20conviction%20an%20interview%20on%20organizational%20transformation%20with%20the%20former%20ceo%20of%20societe%20generale/frdric%20ouda-50-50.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Interview</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/transformation/our-insights/a-culture-of-conviction-an-interview-on-organizational-transformation-with-the-former-ceo-of-societe-generale" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>A culture of conviction: An interview on organizational transformation with the former CEO of Société Générale</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":"Reinventing Rolls Royce A conversation with CEO Tufan Erginbilgic","displayName":"Reinventing Rolls Royce A conversation with CEO Tufan Erginbilgic","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"cb4fe9a5-282b-4ea0-a66a-7ce4e5941671","itemLanguage":"en","itemVersion":15,"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":"Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgi\u0026ccedil;"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"Since Tufan Erginbilgiç took the helm of the iconic brand, its share price has surged. Profits have more than doubled. How he did it is a case study in the art of corporate transformation."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2024-10-25T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eShortly after being appointed CEO\u003c/strong\u003e of Rolls-Royce in January 2023, Tufan Erginbilgi\u0026ccedil; told the company\u0026rsquo;s 42,000 employees that they were standing atop a \u0026ldquo;burning platform.\u0026rdquo; His aims? To quench the flames by reversing sliding profit margins and lay the groundwork for a new century of growth at the 120-year-old manufacturer. Under any circumstances, this would have been a challenge. At a company still struggling to emerge from the COVID-19-era aviation downturn, it seemed nearly impossible. \u003c/p\u003e\n\u003cp\u003eErginbilgi\u0026ccedil;, a former longtime executive at BP, took many of the steps that other leaders pursue to reverse circumstances: reorganizing business units, renegotiating contracts, and cutting costs. But he did so with the understanding that even the smartest strategy can\u0026rsquo;t succeed without the culture to support it. In fact, the only way to reverse Rolls-Royce\u0026rsquo;s fortunes was to engineer a wholesale transformation of its culture at the same time. \u003c/p\u003e\n\u003cp\u003eErginbilgi\u0026ccedil; sat down with McKinsey senior partner \u003ca href=\"/our-people/michael-birshan\"\u003eMichael Birshan\u003c/a\u003e\u0026nbsp;in September to break down his approach to corporate transformations. An edited version of the conversation follows.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e You\u0026rsquo;ve been chief executive of Rolls-Royce for 21 months, and your performance has been impressive, especially with respect to shareholder returns. We\u0026rsquo;ll talk about that\u0026mdash;the \u0026ldquo;how\u0026rdquo;\u0026mdash;in a second. But first, I\u0026rsquo;d like to hear your views on the \u0026ldquo;what.\u0026rdquo; What\u0026rsquo;s your vision for Rolls-Royce?\u003c/p\u003e\n[[Video 1]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e When I first took the job, many people, especially investors, said to me, \u0026ldquo;Rolls-Royce has tried to restructure many times. How is this going to be different?\u0026rdquo; To me, this isn\u0026rsquo;t about restructuring. There\u0026rsquo;s a big difference between restructuring and transformation. Transformation, to my mind, is more ambitious. It\u0026rsquo;s taking the company from point A to point B, where getting to point B opens more potential for the company. \u003c/p\u003e\n\u003cp\u003eSo what\u0026rsquo;s our vision? It\u0026rsquo;s for Rolls-Royce to create a high-performing, competitive, resilient, growing business. How do we get there? By understanding that strategic goals aren\u0026rsquo;t just a bunch of numbers. \u003c/p\u003e\n[[PullQuote 1]]\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e Many people use the word \u0026ldquo;transformation,\u0026rdquo; and many don\u0026rsquo;t succeed at it. How do you get an organization to transform successfully, especially when you\u0026rsquo;re enlisting 42,000 colleagues in that effort?\u003c/p\u003e\n[[Video 2]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eYou\u0026rsquo;ll only transform a company if you can mobilize your people with purpose, focus, and alignment. I have four pillars. First, you need to create a top-notch leadership team to tell people what the vision is and how we\u0026rsquo;re going to get there. Therefore, I start with putting the mirror up. \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eThis was the \u0026ldquo;burning platform\u0026rdquo; comment, right?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e Exactly. If you\u0026rsquo;re not careful when you put the mirror up, you may scare them. But the next day, I was walking in King\u0026rsquo;s Cross station and a woman approached me. She said, \u0026ldquo;Are you Tufan? Your town hall yesterday was so inspiring.\u0026rdquo; It turned out she worked in turbine manufacturing. Why do I tell this story? She found it very inspiring, even though externally it showed up differently. But that\u0026rsquo;s my point: you have to talk about where you\u0026rsquo;re going to take the business and why you think it\u0026rsquo;s possible. And so far, the organization responded to that brilliantly.\u003c/p\u003e\n[[disruptor1up cop]]\n\u003cp\u003eSo that is number one. Second, you need a very granular strategy; it becomes a tool for alignment and engagement. The third pillar is to have a performance culture, where performance improvement becomes part of your strategy implementation. And then the fourth pillar is to move with intensity, pace, and rigor.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eRegarding intensity, pace, and rigor, you obviously have to move fast. But at a place like Rolls-Royce, you can\u0026rsquo;t break things. How do you think about that?\u003c/p\u003e\n[[Video 3]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eIf you aren\u0026rsquo;t in uncharted territory, you aren\u0026rsquo;t transforming the business. How do you transform a business in your comfort zone? I actually tell my leadership team, \u0026ldquo;If you feel nervous, it\u0026rsquo;s because you\u0026rsquo;re in uncharted territory.\u0026rdquo; You need to understand that you\u0026rsquo;re in uncharted territory and reflect on how much is too much. All along, I told my leadership team, \u0026ldquo;I want you to understand the complete picture. You need to know what is coming.\u0026rdquo; You\u0026rsquo;re always in this conversation, right? Because clarity is important.\u003c/p\u003e\n[[PullQuote 2]]\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e Let\u0026rsquo;s talk about strategy. You invested a lot of time in it, and you have a unique way of developing it. Tell us more.\u003c/p\u003e\n[[Video 4]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eI always say, \u0026ldquo;If you aren\u0026rsquo;t making choices, you don\u0026rsquo;t have strategy.\u0026rdquo; To develop strategy, you want free-flowing, blue-sky conversation. And make sure it\u0026rsquo;s chaotic. I\u0026rsquo;m a pretty organized guy, but when it comes to strategy development, I like it chaotic. At Rolls-Royce, 500 people were involved. You want key people who, in many cases, know the business better than you do, especially if you\u0026rsquo;re a new CEO. Because you\u0026rsquo;re making choices in the room, by the time you\u0026rsquo;re done with strategy, the whole organization is aligned; all 500 people develop the strategy with you. \u003c/p\u003e\n\u003cp\u003eYears ago, I read that 66 percent of all the strategies developed don\u0026rsquo;t get delivered. I actually thought that was a small number; I thought it would be even more. Why? Because most strategies don\u0026rsquo;t take into account implementation. When we\u0026rsquo;re developing strategy, I already know my implementation plan. That makes it more doable, and the success rate goes up. \u003c/p\u003e\n[[Video 4B]]\n\u003cp\u003eUnless you translate your goals into clear strategic initiatives and cascade them down, you can\u0026rsquo;t make your strategy relevant to people. When you do, on the other hand, you can actually say to them, \u0026ldquo;You have a role in transforming the company, and I\u0026rsquo;m going to give you all the resources you need to deliver.\u0026rdquo; People can take this to their team and say, \u0026ldquo;Here\u0026rsquo;s our role.\u0026rdquo; In big organizations, knowing that you matter is very satisfying and engaging. Suddenly, strategy becomes an alignment, engagement, and performance management tool. \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e And you begin to translate it into an execution edge, right?\u003c/p\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e We have 17 strategic initiatives to implement. What we normally do is have the finance team put a mirror up and say, \u0026ldquo;OK, don\u0026rsquo;t worry about 12 of them, because they\u0026rsquo;re on track or they\u0026rsquo;re overdelivering. That\u0026rsquo;s great. Now let\u0026rsquo;s talk about the other five because we need to intervene to course correct.\u0026rdquo; That\u0026rsquo;s the granularity you have in the organization, and it goes so deep that people own it.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eSo this is relentless. There\u0026rsquo;s nowhere to hide, right?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eThat\u0026rsquo;s correct.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eCan this become exhausting or intimidating for parts of the organization? Or is this just the nature of making change?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e It\u0026rsquo;s relentless. It\u0026rsquo;s intense. But it\u0026rsquo;s also very satisfying. It mobilizes you because you have a role. Right now, it\u0026rsquo;s very clear at Rolls-Royce what we want to do. People\u0026rsquo;s roles are very clear. In my experience, some people excel in that kind of environment. And some people won\u0026rsquo;t like it; they may deselect themselves, which is part of the process and actually strengthens the way we deliver. I\u0026rsquo;m not a perfectionist. I don\u0026rsquo;t believe that everything we do must be perfect. I say, \u0026ldquo;Tidy in business gets in the way.\u0026rdquo; This is about applying intensity and pace where it matters. \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eHow do you assemble the leadership team for this journey?\u003c/p\u003e\n[[Video 5]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eI start with individuals. I don\u0026rsquo;t worry about team development at the outset. I just want the right individuals, I have criteria\u0026mdash;people who are good business leaders and good people leaders. Are they willing to learn? Then I can work with them. Next, they need to believe in the extraordinary. This is important because transformations are about the extraordinary. And third, they need to be passionate about the success of the business. They need to be hungry for success. \u003c/p\u003e\n\u003cp\u003eOnce I find these individuals, then the team development process starts. First, you need to build trust. You need to be open, transparent, and fair because people won\u0026rsquo;t like every decision you\u0026rsquo;re making. And you can\u0026rsquo;t surprise them, because surprises shake trust. You want your people to know where they stand. Why? Because good outcomes come from big debates. I like to see differing opinions in executive leadership because big debates not only deliver the best outcomes but also continually align the leadership.\u003c/p\u003e\n[[PullQuote 3]]\n\u003cp\u003eAnd then I do other things. I\u0026rsquo;m always very clear with direction, expectations, and priorities. Strategic priorities don\u0026rsquo;t change, but elsewhere you need to dynamically prioritize because life is so uncertain. At every executive leadership team meeting, I go back to priorities and tell the team, \u0026ldquo;These were the priorities we agreed on.\u0026rdquo; But at my last leadership team meeting, I told them, \u0026ldquo;We\u0026rsquo;ve got a couple of emergencies coming in, so I\u0026rsquo;m OK to drop these three things from the priority list. We\u0026rsquo;ll still get to them, but they\u0026rsquo;re no longer on the priority list.\u0026rdquo; Doing this continually aligns and brings clarity. \u003c/p\u003e\n\u003cp\u003eFinally, when I see an elephant in the room, I call it. Frankly, most of the elephants tend to be about leadership, and if the leaders don\u0026rsquo;t call it, nobody will. So let\u0026rsquo;s name it and deal with it.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eWhen you talk about emergencies, it speaks to resilience, which a lot of leaders are worrying about right now. What does resilience mean for you?\u003c/p\u003e\n[[Video 6]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eI look at two levels of resilience. One is cash generation resilience: Are you resilient amid volatility? Or are you falling apart? You can\u0026rsquo;t build trust with stakeholders if they think you\u0026rsquo;re going to fall apart at the first opportunity. The other level of resilience plays into competitiveness and P\u0026amp;L. I actually introduced a new KPI to the aerospace industry: the ratio of total cash cost to gross margin. Guess what that number was for Rolls-Royce in 2019? \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e One?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eClose. The answer is 0.9. What does that say to you? If 10 percent of your gross margin is gone, you\u0026rsquo;re in the red territory. \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eNot resilient, in other words.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e Right. Our ratio of total cash cost to gross margin is now less than 0.5. And we\u0026rsquo;re going to take that to 0.4. That\u0026rsquo;s a competitive advantage. \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eCulture is hard to change, and Rolls-Royce, obviously, is a very storied institution that has been around for a long time. When you arrived, what was the culture like? \u003c/p\u003e\n[[Video 7]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eFirst, what I found at Rolls-Royce was genuinely very high-quality people. That was very important. Remember, this transformation has been about mobilizing the workforce. It\u0026rsquo;s about people. Some teams go offline and do team-building activities. I\u0026rsquo;ve never done that. I\u0026rsquo;m a believer in putting difficult topics in front of the team and allowing them to articulate their views; that\u0026rsquo;s my model for team building. \u003c/p\u003e\n\u003cp\u003eIn terms of culture, some people think, \u0026ldquo;Oh, I\u0026rsquo;m going to communicate.\u0026rdquo; And communication is important, but it won\u0026rsquo;t change the culture on its own. My view is you need to be very consistent\u0026mdash;consistent expectations, consistent reinforcement. And use every opportunity possible for performance management. You need to continually tell people what good looks like so that there\u0026rsquo;s a learning process. That\u0026rsquo;s what changes culture.\u003c/p\u003e\n\u003cp\u003eYou also need to talk about purpose and behavior. What\u0026rsquo;s the role of purpose, in my mind? The purpose of a company is its positive contribution to the world. That\u0026rsquo;s important for employees. Employees need to feel passionate about why the company exists because that\u0026rsquo;s why they get up in the morning: for a bigger purpose. \u003c/p\u003e\n[[Video 7B]]\n\u003cp\u003eOur new purpose and behaviors statement is that\u0026mdash;powering, protecting, and connecting people everywhere. I insisted that \u0026ldquo;people\u0026rdquo; be in there because there needs to be an emotional connection. Together with strategy, an emotional-level purpose is what guides our actions. Over time, if the environment changes, we can adjust our strategy. But our purpose will stay and continue to be a guide all the way. \u003c/p\u003e\n\u003cp\u003eI believe that mindset is the most important thing in business\u0026mdash;even more than strategy. And behaviors are part of your mindset. Behaviors help you deliver your strategy and achieve your vision. They\u0026rsquo;re another mechanism. We emphasize four behaviors now: put safety first, do the right thing, keep it simple, and make a difference. \u003c/p\u003e\n[[PullQuote 4]]\n\u003cp\u003eThe first two are where we already are, and the second two are where we want to be. We struggle to simplify things. On making a difference, I actually tell people, \u0026ldquo;You\u0026rsquo;re doing that job because you\u0026rsquo;re the best person in the world to do that job. And if you\u0026rsquo;re the best person in the world to do that job, you need to make a difference.\u0026rdquo; \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e It\u0026rsquo;s why you have to believe in extraordinary.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e Exactly. It\u0026rsquo;s very rewarding when you start to realize that you \u003cem\u003ecan \u003c/em\u003emake a difference\u0026mdash;more than the others\u0026mdash;because you\u0026rsquo;re the best person for that job. That\u0026rsquo;s when transformations can happen. Think about 42,000 people making a difference. Obviously, you need to mobilize them with focus and purpose and alignment. And then let them make the difference.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan: \u003c/strong\u003eYou\u0026rsquo;re clearly a student of business and leadership. What are some of the practices you use to be effective as a leader?\u003c/p\u003e\n[[Video 8]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eI always talk about four things. One is learning. Many people are obsessed with the next promotion, but frankly, they\u0026rsquo;d be better off focusing on learning and making themselves of higher value. Increasing your value and effectiveness is good for today, and it will prepare you a lot better for the future. At my previous organization, I actually skipped a big promotion. They called me and said, \u0026ldquo;Don\u0026rsquo;t go to that horizontal job. We\u0026rsquo;ll give you a big promotion.\u0026rdquo; I could have been a very senior leader. But I actually said, \u0026ldquo;No, I\u0026rsquo;m going to do this because that will make me more effective in the future.\u0026rdquo; \u003c/p\u003e\n\u003cp\u003eSecond is to \u003cem\u003ealways \u003c/em\u003ebe learning. People ask, \u0026ldquo;How do you keep your energy up?\u0026rdquo; By learning. I\u0026rsquo;m still curious about things; I\u0026rsquo;m always digging deeper. \u003c/p\u003e\n\u003cp\u003eThird is the power of belief. I ask people, \u0026ldquo;Have you ever achieved anything extraordinary that you didn\u0026rsquo;t believe in?\u0026rdquo; If you don\u0026rsquo;t believe, it will never happen. \u003c/p\u003e\n\u003cp\u003eAnd finally, to make a difference, you need to take some risks. I don\u0026rsquo;t mean safety risks. You need to take personal risks. Confucius said, \u0026ldquo;Wherever you go, go with your heart.\u0026rdquo; I like that. Some people lead from the front, some from behind. They are equally effective. Except in transformations: you need to lead from the front. People need to see you\u0026rsquo;re putting your neck out there, taking personal risks. Nobody will go to uncharted territory in the absence of that. \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e What does the future hold? You\u0026rsquo;ve talked a bit about energy and small modular reactors [SMRs] and other things.\u003c/p\u003e\n[[Video 9]]\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;:\u003c/strong\u003e Thinking about our 17 strategic initiatives, we haven\u0026rsquo;t implemented all of them yet. So we need to be an execution machine. Yes, we\u0026rsquo;re talking about SMRs and microreactors: there is a big growth opportunity. But that\u0026rsquo;s the what. On the how, there\u0026rsquo;s still more to do to embed our performance culture. \u003c/p\u003e\n\u003cp\u003eThere\u0026rsquo;s more to do in the sweet spot. What\u0026rsquo;s the sweet spot? It\u0026rsquo;s creating a fully aligned organization where everybody knows their roles and are energized to deliver. We want to create a sustainably distinctive business in terms of safety, operational effectiveness, and customer service, with competitively advantaged products and technologies. We aren\u0026rsquo;t there yet; there\u0026rsquo;s more to do on both the what and the how. \u003c/p\u003e\n[[Video 10]]\n\u003cp\u003e\u003cstrong\u003eMichael Birshan:\u003c/strong\u003e Rolls-Royce has a long history, but history can both be helpful and sometimes restrict you. I\u0026rsquo;m curious how you harness it and evolve it? \u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;: \u003c/strong\u003eRolls-Royce is a great company with great people, a great history, and an iconic brand. It\u0026rsquo;s great for talent attraction. That\u0026rsquo;s why I\u0026rsquo;m here, frankly: because I think that turning around a company like Rolls-Royce is really worth the effort.\u003c/p\u003e\n\u003ch2\u003eWatch the full interview\u003c/h2\u003e\n[[Video full]]"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":true},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Interview"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":false},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2024-10-24T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[{"displayName":"McKinsey Transformation"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eTufan Erginbilgi\u0026ccedil;\u003c/strong\u003e is the CEO of Rolls-Royce. \u003ca href=\"/our-people/michael-birshan\"\u003e\u003cstrong\u003eMichael Birshan\u003c/strong\u003e\u003c/a\u003e is a senior partner in McKinsey\u0026rsquo;s London office.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eComments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey \u0026amp; Company or have its endorsement.\u003c/em\u003e\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eThis article was edited by Larry Kanter, a senior editor in the New York office. The videos were edited by Charlie Matthes, a managing producer in the New York office.\u003c/p\u003e"},"authors":{"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"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"How to embrace the CEO role: An interview with Daniel Vasella"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/how-to-embrace-the-ceo-role-an-interview-with-daniel-vasella"},"eyebrow":{"targetItem":{"name":"Interview"}},"articleType":{"targetItem":{"name":"Interview"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"The top job can be hard. But as the former Novartis CEO explains, leaders can take pleasure in competing\u0026mdash;while honing the personal qualities needed to succeed in the role and rally an organization."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/how to embrace the ceo role an interview with daniel vasella/how-to-embrace-the-ceo-role-daniel-vasella-thumb-1536x1536.jpg","alt":"Headshot of Daniel Vasella."},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":"Bloomberg"},"title":{"value":"Four steps to success for new CEOs"},"url":{"path":"/featured-insights/future-of-asia/four-steps-to-success-for-new-ceos"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"The best CEOs make their first year both a personal transition and a moment of institutional renewal. We have found that there are four common ingredients for success."},"standardImage":{"src":"/~/media/mckinsey/featured insights/future of asia/insights/four steps to success for new ceos/thumb-gettyimages-1433536228.jpg","alt":"I have a big plan - stock photo"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"A culture of conviction: An interview on organizational transformation with the former CEO of Soci\u0026eacute;t\u0026eacute; G\u0026eacute;n\u0026eacute;rale"},"url":{"path":"/capabilities/transformation/our-insights/a-culture-of-conviction-an-interview-on-organizational-transformation-with-the-former-ceo-of-societe-generale"},"eyebrow":{"targetItem":{"name":"Interview"}},"articleType":{"targetItem":{"name":"Interview"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Fr\u0026eacute;d\u0026eacute;ric Oud\u0026eacute;a reflects on the importance of culture to leadership and decision making as he hands off Soci\u0026eacute;t\u0026eacute; G\u0026eacute;n\u0026eacute;rale to his successor."},"standardImage":{"src":"/~/media/mckinsey/business functions/transformation/our insights/a culture of conviction an interview on organizational transformation with the former ceo of societe generale/frdric ouda-50-50.jpg","alt":"Frédéric Oudéa"},"heroImage":null,"thumbnailImage":null}]},"useEnhancedAuthors":{"boolValue":false},"acknowledgements":{"value":""},"showSocialShareFooter":{"boolValue":false},"template":{"id":"683910db-02ba-40ba-92e7-726c880160a9"},"hideFromSearchEngines":{"boolValue":false},"heroFiftyFiftyBackground":{"targetItem":null},"backgroundColor":{"targetItem":null},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"hideStickySubscriptionBar":{"value":false},"enableRegWall":{"boolValue":false},"timer":{"value":"8"},"regWallHeading":{"value":""},"showGoToHomeLink":{"boolValue":false},"regWallDescription":{"value":""},"isInsightsStorePage":{"boolValue":false},"enableRatingsForArticleBody":{"boolValue":false},"enableRatingsForMostPopular":{"boolValue":false},"selectedModalSubscriptions":{"targetItems":[]},"link1":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link2":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link3":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link4":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link5":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"fullReportPDF":{"name":"Full Report PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"fullReportPDFDisplayName":{"value":""},"appendixPDF":{"name":"Appendix PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"appendixPDFDisplayName":{"value":""},"articlePDF":{"name":"Article PDF","src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/reinventing rolls royce a conversation with ceo tufan erginbilgic/reinventing-rolls-royce-a-conversation-with-ceo-tufan erginbilgic.pdf","displayName":"Reinventing-Rolls-Royce-A-conversation-with-CEO-Tufan Erginbilgic","title":"Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç","keywords":"","description":"","extension":"pdf","mimeType":"application/pdf","size":102784,"pageCount":"7","thumbnailImageSrc":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/reinventing rolls royce a conversation with ceo tufan erginbilgic/reinventing-rolls-royce-a-conversation-with-ceo-tufan erginbilgic_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/reinventing rolls royce a conversation with ceo tufan erginbilgic/tufan erginbilgi-50-50.jpg","alt":"Tufan Erginbilgiç is depicted in a navy blue suit jacket and light blue button-down, smiling against a bright, blurred office setting."},"standardImage":{"src":"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/reinventing rolls royce a conversation with ceo tufan erginbilgic/tufan erginbilgi-50-50.jpg","alt":"Tufan Erginbilgiç is depicted in a navy blue suit jacket and light blue button-down, smiling against a bright, blurred office setting."},"heroImageTopOffset":{"value":""},"headerOverlayOpacity":{"targetItem":null},"heroType":{"targetItem":{"displayName":"Fifty Fifty"}},"photoOverlayOpacity":{"targetItem":null},"hideHero":{"boolValue":false},"renderStackedHeroLayoutForMobile":{"boolValue":false},"articleHeroVideoId":{"value":""},"podcastHeroOmnyAudioID":{"value":""},"heroBespokeInteractiveID":{"value":""},"bespokeHeroRenderMode":{"targetItem":null},"audio":{"results":[]},"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/travel-logistics-and-infrastructure/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"McKinsey Talks Talent Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"globalDisruptors":{"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/travel-logistics-and-infrastructure/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"McKinsey Talks Talent Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]}},"ceros":{"results":[]},"exhibit":{"results":[]},"image":{"results":[]},"exhibitcarousel":{"results":[]},"pullquote":{"results":[{"description":{"value":"There’s a big difference between restructuring and transformation. Transformation, to my mind, is more ambitious. It’s taking the company from point A to point B, where getting to point B opens more potential for the company."},"mediaID":{"value":"1"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":true},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}},{"description":{"value":"If you aren’t making choices, you don’t have strategy."},"mediaID":{"value":"2"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":true},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}},{"description":{"value":"I like to see differing opinions in executive leadership because big debates not only deliver the best outcomes but also continually align the leadership."},"mediaID":{"value":"3"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":true},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}},{"description":{"value":"I believe that mindset is the most important thing in business—even more than strategy. And behaviors are part of your mindset."},"mediaID":{"value":"4"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":true},"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":[{"template":{"name":"Video"},"mediaID":{"value":"1"},"videoID":{"value":"6363651288112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"2"},"videoID":{"value":"6363650631112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"3"},"videoID":{"value":"6363651481112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"4"},"videoID":{"value":"6363651090112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"4B"},"videoID":{"value":"6363705616112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"5"},"videoID":{"value":"6363652271112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"6"},"videoID":{"value":"6363650331112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"7"},"videoID":{"value":"6363652071112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"7B"},"videoID":{"value":"6363704928112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"8"},"videoID":{"value":"6363650992112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"9"},"videoID":{"value":"6363651089112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"10"},"videoID":{"value":"6363651482112"},"headline":{"value":""},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Collapsed"},"value":{"value":"Collapsed"}}}},{"template":{"name":"Video"},"mediaID":{"value":"full"},"videoID":{"value":"6363650915112"},"headline":{"value":"Reinventing Rolls-Royce: A conversation with CEO Tufan Erginbilgiç"},"description":{"value":""},"mediaEyebrow":{"value":""},"displayNumber":{"value":""},"hideMediaEyebrow":{"boolValue":false},"displayMode":{"targetItem":{"key":{"value":"Expanded"},"value":{"value":"Expanded"}}}}]},"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":"cb4fe9a5-282b-4ea0-a66a-7ce4e5941671","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/strategy-and-corporate-finance/our-insights/reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic"}],"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":"2024-11-01T20:58:27Z","createdDate":"2024-10-25T13:16:30Z","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/reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic","isCareersPage":false,"officePath":"","hideAppPromo":false,"itemInfo":{"id":"cb4fe9a5-282b-4ea0-a66a-7ce4e5941671","fullPath":"/sitecore/content/McKinsey/Home/Capabilities/Strategy and Corporate Finance/Our Insights/Reinventing Rolls Royce A conversation with CEO Tufan Erginbilgic","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":"1732251520160","path":["jp","our-insights","reinventing-rolls-royce-a-conversation-with-ceo-tufan-erginbilgic"]},"buildId":"9vYT_fWQKRjfPT7lAZJdB","runtimeConfig":{"CONFIG_ENV":"production","CURRENT_ENV":"production","PUBLIC_URL":"https://www.mckinsey.com","PUBLIC_CMS_URL":"https://cms-prod.mckinsey.com","RECAPTCHA_V3_KEY":"6LdC5twSAAAAAF0dePIbY_ckeF05mKdYYJXn7uTg","INVISIBLE_RECAPTCHA_KEY":"6LcWCs0UAAAAAEik2NaGkfGH8mGHo1ThxIt-qUoE","USER_SERVICE_API_HOST":"https://prd-api.mckinsey.com","MOBILE_SERVICES_HOST":"https://mobileservices.mckinsey.com","SEARCH_SERVICE_API_HOST":"https://mckapi.mckinsey.com","OT_DATA_DOMAIN_SCRIPT_COM":"915b5091-0d7e-44d2-a8c4-cf08267e52fe","OT_DATA_DOMAIN_SCRIPT_DE":"13f50396-9d33-4d95-ba3e-1f108fa91009","OT_DATA_DOMAIN_SCRIPT_BR":"679eae24-1d5c-4f33-8aae-b35aa8269966","ADOBE_LAUNCH":"a400cfbb2fd3","BCOV_POLICY":"BCpkADawqM3Xn1B8iTmHawNytUSk0kXaQKMSM51CBVsYKHfwlRhZimTJqbOOq0NuyxTKQnvb4V9myMVRjwGkyGtJQO2HrUPOJHcsgkpbB-jyHwswonskf6XnZaF0TyyKkAQgbymSMtudeD9CLk-xCpqAzTaNUm7a3M3QKLN4pdLRNJ9_HbVMWzNpiUr5ezAVdMciDMwsD-gxNl43d7bfVP3wRhTNWbWUYn3WK7-Oz2gbxV6mMTm0jJU3SjK_x0meTprYUgdUWA-iDgwVglsnfJ_SVtVDPZypUokKv85GzFLM-ywjWlPM2Hg1ucemwwOpa-qvYBGfeMV7zP3n6s22hFCBveiWtHEBpV9N8f4rjmunMlxBx7kSlxIRjWquZm70hLRXMoxAgQ22BC86tBhgR_d1l9_-FzZuZIlZhzJwJi3ug1HszooHM8uEMOkHmB5nYj5XEgVk5JFYGcSwFSnMnNzE1ej2J3jcEiE3eSWHcremWjCZ0s9bs_8R08WpGWkBp8WMXUFfmhPBMk-MGixR_yIu7nJ6B_hYBnVhqKnnoW-xxEmRxgwG0Ev0S96cAcBG8qdlChGN7o1qN0heGTUIYnDk703q3lt9j7X4FgaITrlcPZOWZ96EHytVKUAtmtVp5BVGpiLn4viuUpEdAM_CLSBIaPVunk-39L8tm6m8iUYmbMX_KXPyaL900bQtVQgK39FCa0pUEZ_jSBOGNj1FH8NUPN2TS8_csNWfpN7gsaD9FBN3wUtawAD_RPdJ952odfwJqyvrkN89AyKnFdFMvUh6_4LCIQVYd4M5KC_k1WNLYb11KZhq6O4UaoyD4X1pV4-x0jBzEnc4VQTkL_04dw2xdPJ1uqUrmHuUcIBO0SKaEk6_5HYc3GKfYwmPz1oxMpOi-Rzw1QPyWIdbrcZdFbIHoVZ8FKfyslEv392pJMiKzUnVWL_3mZ0UqnGtddwlXYVdSs57AUdlrfOe7TVaaIMZ_kL7FSrbWrsaSufitSYr62xD1K1-qeb4wkx8QQEorxGJ3RG1Vpn97Pn5JEC_jvj0s7uzFgidYR9bp80EMmPCHUmRg-Hm1Aq1B4YMNc1ARnFz6UvT_8_pMhJEwKuypA-nPoJu4JZJNLVUdw","sitecoreApiKey":"{AD59BE63-BA20-47D4-A1B0-ECF30588E2E2}","sitecoreApiHost":"https://prod.mckinsey.com","FB_APP_ID":"1382278882079245","ARTICLE_API_HOST":"https://prd-api.mckinsey.com","SITECORE_FORMS_SERVICES_API_HOST":"https://prd-api.mckinsey.com","FEATURE_TOGGLES":"{\"stack_adapt_pixel\": true, \"article_seo_schema\":true, \"remember_me\": true, \"gql_promo_banner\": true, \"gql_highlight_bar\": true, \"gql_ceros_placeholder\": true, \"gql_two_up_medium\": true, \"gql_hero_with_partnership_mark\": true, \"gql_brightcove_gallery\": true, \"gql_one_up_medium\": true, \"gql_promo_bar_with_quote\": true, \"gql_fifty_fifty_hero\": true, \"gql_enhanched_hero\": true, \"gql_two_up_small\": true, \"gql_general_up\": true, \"gql_full_bleed_hero\": true, \"passwordless_login_enabled\": true, \"sso_enabled\": true, \"article_id\": \"\", \"personalisation_enabled\":true, \"hide_student_sticky_footer\":true, \"email_domain_validation_enabled\":true, \"enable_cid_cookie_qp\": true, \"otp_verification_enabled\": true}","HEADER_SCRIPT_HASH":"abcd1234","OKTA_AUTH_CLIENT_ID":"0oa8ppb3ypQ8uOI8y697","OKTA_AUTH_ISSUER":"https://dotcomidp.mckinsey.com/oauth2/aus2byav0jTElyFDD697/","AUTO_REDIRECTION_DURATION":"5","LINKEDIN_IDP":"0oaecyj1byxnfrfFk697","APPLE_IDP":"0oaeg2lxy6mq4PX5F697","GOOGLE_IDP":"0oaeczfkb03XL3E4O697","ALUMNI_BASE_API_URL":"https://dev-gateway.intranet.mckinsey.com/:apiKey/v1","ALUMNI_AUTHENTICATE_API_URL":"https://dev-ac3-okta-auth.intranet.mckinsey.com/authenticate","ALUMNI_OKTA_URL":"","ALUMNI_OKTA_ENABLED":"true","GOOGLE_MAP_API_KEY":"AIzaSyDqrGDNMDjy9pXHkMf-_Ut33LoC725GSe4","AWS_GATEWAY":"https://dev-gateway.mckinsey.com","AWS_API_GATEWAY_ID":"o63viscaj4","AWS_PERSONALIZATION_TRACKING_ID":"f3f97bc3-4ca7-4960-9e49-0bcff6294ab4","AWS_PERSONALIZATION_CID":"recommendations-onw-onw-mck-mck-art-2410-v1-user-ext-web","EVENTS_MODULE_CARDS_COUNT":"8","RECOMMENDATIONS_OFFER_ACTIVITY":"Article Recommendations"},"isFallback":false,"dynamicIds":[70281,79556,76731,81732,32991],"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>