Podcasts about mckinsey

Retail media networks are having a real moment. It seems like everyone is trying to capitalize on this new revenue opportunity, and are taking a page from Amazon's growth playbook. But why?   For this week's Retail Remix, we dig into the retail media trend by revisiting a fireside chat between Nicole Silberstein, Ecommerce Editor for Retail TouchPoints, and Jess Huang, a former Partner at McKinsey & Company. During the discussion, which was part of the Retail Innovation Conference virtual experience, they discussed:    The size and growth potential of the retail media network landscape;    Why so many retailers are jumping on this new opportunity; and   How retailers can develop effective (and profitable) retail media models.    RELATED LINKS  Watch the RIC session on-demand  Get more media network coverage  Read more McKinsey perspectives on retail media  Download our latest special report on how to capitalize on the media network opportunity 

Große Premiere heute bei TOMorrow: Zum ersten Mal haben wir einen Podcast beim OMR-Festival in Hamburg produziert, dem wichtigste Branchentreff der Marketingwelt. Über 75.000 Besucher live, ein absoluter Wahnsinn. Und wir mittendrin mit unserem mobilen Studio. Ein Setting so international wie meine Gesprächspartnerin heute. Sie ist halb Italienierin, halb Österreicherin. Jetzt lebt und arbeitet sie in Stockholm. Linda Dauriz ist CEO von Tiger of Sweden. Ihre Karriere: Partnerin bei McKinsey. Top-Management bei Hugo Boss, dann der Sprung an die Spitze des traditionsreichen schwedischen Fashion-Hauses. 1903 gegründet mit der Idee, Anzüge für jedermann zugänglich zu machen. Eine absolute Erfolgsformel: Tiger wurde zur größten Modemarke Nordeuropas. Aber was bedeutet das heute, wo alle Dresscodes fallen und die Fashionwelt im globalen Umbruch ist? Die Antworten jetzt hier! In TOMorrow spricht Linda Dauriz über die wichtigsten Trends und wie neue Technologien das Business verändern. Und sehr, sehr spannend: Die Tiger-Chefin warnt dabei vor einer neuen Doppelmoral in der Branche. Es sei doch paradox. Einerseits würden wir uns ambitionierte Nachhaltigkeitziele setzen und dann boomen Shopping-Plattformen wie Shein, auf denen jeden Tag tausende neue Styles angeboten werden. 12 Teile für 70 Euro. Statt weniger zu kaufen und dafür wirklich nachhaltig und hochwertig wird wieder geramscht. Wo bitte soll das hinführen, fragt sie? Das nachhaltige Wirtschaften, das wir uns zu Beginn der Pandemie doch alle vorgenommen hätten, würde leider schon wieder in den Hintergrund rücken. Der Appell der Tiger-Chefin: Wir sollten nicht wieder in den alten Trott verfallen. Ihre Strategie dagegen und ihr bester Businessrat, warum es so befreiend ist, nicht von allen gemocht zu werden – jetzt hier in TOMorrow. Also, springen wir in unser Podcast-Studio auf dem OMR-Festival. Viel Spaß mit dem neuen Kopf und Herz des Tigers, viel Spaß mit Tiger of Sweden CEO Linda Dauriz!

When it comes to the future of work, there is a big gap between the expectations of leaders and those they lead. According to a shocking study released by McKinsey, 75% of employees saw hybrid as permanent with adaptations. However, 75% of leadership believed the exact opposite. Do you think business operations will go back to "normal" or will they fundamentally change? Is your leadership focused on the "ceremonial" or the "significant?" Join Christian Napier and Spencer Horn as they discuss this timely topic.

Welcome back to Season 7!   From the move to Manhattanville to the new curriculum for the value investing program at The Heilbrunn Center, there have been many changes since we wrapped our last season at the end of 2021.   Outside of that, a lot has happened in the markets. We've seen significant drawdowns in some growth stocks, conversations are centered around inflation and stagflation, and the geopolitical situation is bleak after the atrocious Russian invasion of Ukraine.   For our upcoming episodes, we're exploring different aspects of how to navigate these difficult times. Joining us today to discuss the international dimension of investing in this situation is our guest, Allison Fisch.   Allison is Principal and Portfolio Manager at one of the great names in value, Pzena Investment Management. Pzena was founded in 1995 by Richard Pzena as a value-oriented investment management company and now has more than $50 billion of assets under management. Allison joined Pzena in 2001 after starting her career as a business analyst at McKinsey & Company. She earned a B.A. summa cum laude in Psychology and a minor in Drama from Dartmouth College where she was a member of the Phi Beta Kappa and Psi Chi national honor societies.   In this episode, Allison and I discuss how starting in management consulting created a great foundation for her investing career, how she developed her investing philosophy, why she's excited about opportunities for value in emerging markets, her approach to idea sourcing, risk management, and portfolio construction in emerging markets, and so much more!   Key Topics:   Welcome Allison to the show (1:27) Where Allison's interest in investment management started (2:46) The skills that often make management consultants great portfolio managers (4:01) Managing the transition from McKinsey to asset management (6:21) Being a generalist versus a specialist (8:39) How Allison developed her investment philosophy (11:27) Allison's journey from analyst to co-portfolio manager at Pzena (12:55) Pzena's idea sourcing strategy (15:52) Getting to the underlying value of businesses across geographies (17:39) Portfolio construction in emerging markets (21:49) Why value works better in emerging markets (27:27) How Allison thinks about policy and currency risk in emerging markets (30:52) Managing geopolitical risks in times of crisis (34:25) How to approach reentry into historically unstable markets (38:47) Integrating ESG into your investment philosophy (41:24) Huge opportunities for value investors (44:15) What Allison is reading right now (46:17) And much more!   Mentioned in this Episode:   Pzena Investment Management   Thanks for Listening!   Be sure to subscribe on Apple, Google, Spotify, or wherever you get your podcasts. And feel free to drop us a line at valueinvesting@gsb.columbia.edu.   Follow the Heilbrunn Center on social media on Instagram, LinkedIn, and more!

Adrien Nussenbaum, cofounder and co-CEO of Mirakl, joins McKinsey executive editor Daniel Eisenberg on this episode. Mirakl, the leading SaaS platform provider in the rapidly growing enterprise marketplace sector, was started in France about a decade ago by Nussenbaum and cofounder and CEO Philippe Corrot, who had sold their previous start-up, a digital gaming marketplace, to French retailer Fnac. The company helps both B2C and B2B companies set up their own online marketplaces, where they can leverage third-party vendors to offer their customers a much wider range of relevant products or services. It now counts more than 300 of the world's biggest and most well-known enterprises as customers, including Macy's, Target, Carrefour, Toyota, Siemens, Airbus, and L'Oreal. With more than $100 million in annual recurring revenue and more than $4 billion in transactions conducted over its platforms last year, Mirakl has raised close to a $1 billion in funding over the last few years, putting the company's valuation squarely in the unicorn category. As Nussenbaum explains, Mirakl views marketplaces and the emerging “marketplace economy” as a way for many brands to start to “regain control of distribution” at a time when a handful of platforms have come to dominate the ecommerce business over the past two decades. Read more > Listen to the podcast (duration: 33:46) >

I'm so excited to present our next miniseries in partnership with SEEK. It has brought so much yay to mix up the format and zoom in on particular facets of seizing your yay, so allow me to introduce Finders, SEEKers.You've all heard me rave on and on about how life unravels in many different chapters and how the most uncomfortable, scary changes in our lives are usually the most transformative and exciting. One of the many silver linings of an otherwise undesirable few years is the opportunity to clear the slate of habit and obligation to actively SEEK those changes you've always dreamed of.And there truly is NO better time than now with more jobs around than ever before but less applications per job ad driven by a shortage of candidates. The Great Job Boom is upon us and yet 45% of Aussies are worried their skills and resume won't stack up against other Aussies...So in Finders, SEEKers, we have a host of amazing guests from coaches to intrapreneurs to help kick those nays to the curb and turn them into yays by making your next move.Our third guest for the miniseries is someone I hadn't met before the show but who I'm incredibly grateful to have connected with. You'll hear pretty quickly in the episode how much her unique way of articulating human behaviours around challenge and change blew me away and I can see why she is so good at unlocking the greatest potential and power in others.Brooke Taylor is a highly sought-after career coach helping over 3000 women globally to heal what she calls their Success Wound and find their greater purpose, so we are very lucky to have her here giving you basically a one-on-one session in your ears. She also brings to her work the depth of her own INTRApreneurial experience at Google where she had a hugely successfully career winning the Google Global Sales Award – I've always wanted to have a google employee on the show – and now she's come the full circle including Google as a client along with the likes of Uber, Amazon, McKinsey and other industry leaders.For anyone interested in Brooke's coaching, you can apply for an intro call at www.brooketaylorcoaching.com/contact Follow Brooke on insta at @brookevtaylorThe number one question Brooke gets asked by women she coaches is how to get "un-stuck" in their careers, meaning how to create clarity on what their next big move is. She's generously created a free worksheet to help conscious female leaders get instant career clarity and take action towards a new vision in their career and life. Find it at www.brooketaylorcoaching.com/unstuck+ Announcements on Insta at @spoonful_of_sarah+ Join our Facebook community here+ Subscribe to not miss out on the next instalment of YAY!

In this episode of the Future of America podcast, McKinsey senior partner Andre Dua talks with Michael Froman, Mastercard's vice chairman and president for strategic growth, about the challenges of financial inclusion and the opportunities to build “financial health and wellness” for all Americans, as well as how businesses can follow through on their commitments to sustainable, inclusive growth. Read more > Listen to the podcast (duration: 31:02) >

GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about how she gets every Founder to reflect on 4 things – Strengths, Development Areas, Triggers and Dopamine Hits. She goes on to expand on the notion of Triggers and Dopamine Hits and the implication of this on Leadership. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about the phenomenon where the Founder, as the company scales up, has to give away some part of the job that he or she really really enjoyed. As the company scales up the Founder often needs to get involved with the building of the company and not really the specific activity or function that really brought him or her energy. And that can be a non-trivial transition. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks speaks about how with certain Founders, their passion can lead to them turning into a “bully” when they lead teams. Their internal drive and energy can spill over into the team and that can have negative consequences for the organization GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about how lonely it is to be a Founder and to manage multiple expectations across a range of stakeholders and when you couple that with the fact that they are often operating in areas where they don't necessarily have deep expertise, it can be an unnerving experience. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about some of the mental health challenges of Entrepreneurship. She says that stress is the child of a start up and depression is the child of stress. She says that Founders are depressed 30% more than their counterparts. She shares some suggestions on how Founders can combat this. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about how authentic praise is such an unused tool in Leadership. She speaks about how the team sometimes can start spinning wheels in their head about their performance and their standing if they don't get adequate good quality feedback. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about how Entrepreneurs need to be thoughtful about assimilating new leaders and equip the incoming leaders with adequate context for them to succeed. She also goes on to speak about how Entrepreneurs need to re-onboard themselves as the context changes. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

NUGGET CONTEXT Alisa speaks about some of the elements that Founders overlook when they look for Co-Founders. She also speaks about some of the conflicts that ensue between Co-Founders as the journey carries on. GUEST Alisa has been coaching startup Founders to grow into world-class CEOs for nearly 20 years. She has recently authored the book - From Start-Up to Grown-Up.  Alisa is a guest lecturer at Harvard and Cornell Universities, Henley Business School and the Naval War College. She serves on the board of the Cornell Advisory Council. Her articles have appeared in HBR, Forbes, and Inc and she has been featured as an expert on Bloomberg TV, the BBC World News and in the New York Times. In our conversation, we spoke about how Start-up founders should police their passions, think about "giving away their Legos”, monitor their triggers, handle the Boards, transfer context when senior leaders come on Board and much more. Given my work with Founders, I have come to realize that this transition from a Founder to a CEO is like getting your Pilot training certification in your first and only flight where you are learning as you are learning to fly the plane.  Published in May 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij 85. Dorie Clark 86. Ayse Birsel 87. Ravi Venkatesan E2 88. Pradeep Chakravarthy 89. Dan Pink DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

In this episode of the McKinsey Global Institute's Forward Thinking podcast, guest interviewer Acha Leke talks with Ngozi-Okonjo-Iweala. Acha Leke is a McKinsey senior partner in Johannesburg and is chairman of McKinsey's Africa region. Okonjo-Iweala became director-general of the World Trade Organization (WTO) in March 2021—the first woman and the first African to serve in this role. Okonjo-Iweala talks about her first few months leading the WTO and some of the initiatives underway, and discusses the challenge of inclusive and sustainable growth in the years ahead. She answers questions including: — How has the COVID-19 crisis affected world trade? — As trade rebounds, what will it take to ensure that trade patterns are much more inclusive? — How do emerging economies ensure that they have the access they need to vaccines and build the capacity to manufacture them? What role can trade and the WTO have? — What is the interplay between growth, inclusivity, and sustainability? — What else do we need to do to ensure that women and SMEs have access to trade? — What do you see as some of the opportunities emerging from the pandemic crisis? This conversation was recorded in December 2021. To read a transcript of this episode, visit: mck.co/NgoziOkonjoIweala Follow @McKinsey_MGI on Twitter and the McKinsey Global Institute on LinkedIn for more. Read more > Listen to the podcast (duration: 27:15) >

I dagens avsnitt träffar jag Johanna som har sitt absoluta drömjobb som VD på Totême men som tidigare hade en resa som började inom idrotten där hon spelade fotboll i allsvenskan. När hon la fotbollsdrömmarna på hyllan fick hon tipset om att börja plugga på Handelshögskolan i Stockholm vilket hon gjorde fram till att hon hamnade på McKinsey där hon stanna kvar under flera år fram till möjligheten på Totême. Vi pratar om allsvenskan, om hur hon hamnat där hon är idag, om hon varit strategisk eller lustdriven, om utmaningarna, hennes drivkrafter, om jobbet som VD på Totême så glammigt som man tror och mycket mer.För henne har det varit viktigt att känna glädje i det hon gör, likheterna mellan lagidrotten är arbetslivet och hur det varit fördelaktigt för henne men också om drömmarna om mode. Vi går också in på vikten av att vara i synk med grundarna, om att man inte måste välja bort karriär för familj, drivkraften om att visa att det går att göra båda och inte vara för hård mot sig själv. See acast.com/privacy for privacy and opt-out information.

Simi sits down with Dr. Sreekanth Chaguturu, Chief Medical Officer at CVS Health. Shortly after this episode was recorded, Sree ascended to this role, becoming CMO for all of CVS Health. He previously served as Senior Vice President and Chief Medical Officer for CVS Caremark — the patient benefits arm of CVS Health that ensures that patients have access to safe and affordable prescriptions. Before joining the company in 2019, Sree was the Chief Population Health Officer for Massachusetts General Brigham Hospital. Sree completed his residency at Massachusetts General Hospital, where he continues to practice internal medicine today. He also serves as a Lecturer at Harvard Medical School. After initially graduating from residency in 2007, Sree spent time as both a practicing physician and a healthcare consultant at McKinsey and Company, leading the firm's Hospital Institute. To date, his articles have appeared in publications such as the New England Journal of Medicine, Journal of the American Medical Association, and Health Affairs. He received his B.A. in biology from Brown and also his M.D. from Brown University's Medical School. In this episode, we traverse Sree's unique positioning a leader who's operated from the industry's 3 critical vantage points: that of business leader, practicing physician, and distinguished academic.For more episodes, visit southasiantrailblazers.com.  Subscribe to our newsletter to get new episodes in your inbox. Follow us @southasiantrailblazers on Instagram, LinkedIn, Facebook, and Youtube.

The North American inbound supply chain was well-run and extremely cheap before the pandemic brought disruption to the logistics and transportation space. Since the pandemic, the shipping industry had to adapt and is still adapting to this uncertainty. Prices are going up, congestion is at an all-time high, and these we won't recover from these challenges overnight. Join Joe Lynch as he talks to John Murnane about the disruption in container logistics. John is a senior partner at McKinsey & Company. At McKinsey, he is the leader of the logistics sector. So he covers everything from air & ocean carriers to warehousing & fulfillment. Listen and learn more about the shipping industry, shipper & carrier relationships, sustainability, end-to-end shipping, and much more. Find out about the disruption in container logistics and how it can be solved. Disruption In Container Logistics With John Murnane Thank you so much for joining us. Our topic is disruption and container logistics with my friend, John Murnane. How is it going, John.  I am doing great. Thanks for having me. How are you? Excellent. I am glad we are talking about this topic. Please introduce yourself, your company, and where you are? I am a Senior Partner at McKinsey. I am based in Atlanta. I lead McKinsey's Logistics Sector globally with a colleague named Martin Joerss, who is based in Hamburg. Tell us what you guys do over in that McKinsey's Logistics Practice. We call it a sector, but we serve the logistics industry. For us, that is all the different, interesting, fascinating parts of logistics throughout the global supply chain, ocean and air carriers, forwarders, folks doing container leasing, and Marine services. We do a lot of work in ground handling and transport, terminal operators, and rail trucks, both asset-based and brokerage. We also do a lot of work in the warehouse and fulfillment. I serve companies that operate fulfillment, real estate, and industrial developer. We also do Last Mile post and parcel returns, plus all the folks that are in and around that space doing data, transparency, tech, robotics, and all the fascinating, fun companies that are trying to knit it all together. Do you work more with shippers or the actual logistics providers? We work with both. In the group I lead, the logistics sector, we serve companies that make a living in moving stuff around. I have got a number of colleagues in a practice that is adjacent to ours that are in manufacturing and supply chain. Those consultants and partners serve the big retailers and manufacturers who pay to have the goods moved. I do not know what you guys did at McKinsey but it was not so long ago that there was no logistics practice. It was logistics and supply chain or supply chain and logistics or manufacturing supply chain and logistics. It was always the tail end of something else. We have arrived because we have a McKinsey partner who is responsible for watching over us. We have got 100 McKenzie partners that I do not know if we are responsible for it. [caption id="attachment_7990" align="aligncenter" width="600"] Container Logistics Disruption: The pandemic hit the shipping industry in many ways. People started buying a lot more, which meant more containers being moved while the staff was low. There was just a lot of congestion.[/caption]   The business needs some babysitters. Tell us a little bit about you. Where did you grow up? Where did you go to school? Give us some career highlights before you joined McKinsey. I grew up in California, pretty close to the ports of LA and Long Beach, but did not get into logistics. At a young age, I was a Mechanical Engineer at Duke. I worked in entertainment for many years at Disney and the NBA in finance and design roles, which was a lot of fun. It is not as entertaining as logistics. When I got into logistics, it was at McKinsey. I went to Business School at Michigan and then I joined McKinsey. You joke about logistics being the end. I got recruited into the travel and logistics practice because I knew a thing or two about travel. I started serving logistics companies back in the day. This is 2003 or 2004. It was not sexy. Logistics was not quite as hot as it is now, but I found the work fascinating. I liked the people. I got into rail, parcel, and trucking, and then I moved to South America to lead our logistics practice. I was in Chile for three years and then I got into the ocean space and Marine terminals. I have been hooked ever since. It has become more fascinating given all the things that we have seen in the last years, from the eCommerce boom to automation to the push for sustainability and what happened with the pandemic. It is fantastic that you have got that South America experience because I feel like we have had so much stuff in China for so long. I have nothing against China, but it makes more sense to ship stuff from Mexico or South America in general. We do not do nearly that much business with our South American partners who we fully understand compared to China. There are lots of bags coming in and out in a lot of air freight. I was in Chile, which does a lot of flowers and salmon, and exports a ton of copper and minerals. Let's talk about our topic, which is the disruption in container logistics. Why don't you take us back to before there was this disruption? Talk about what was going on in the space back in the day? You hear a lot about underinvestment in infrastructure and “failing” logistics infrastructure in the US. Many years ago, things were working well. If you were a manufacturer or a consumer, you probably had the lowest cost supply chain in the world that was able to get you products from anywhere in the world any time. The cost was quite low and the supply chain runs very well. It is smooth. As such, it was something that a lot of people took for granted. It seemed very opaque compared to now. Many years ago, if you were moving freight, your stuff disappeared into the ocean for three weeks or a month. There is also opaque because no one has looked into it. We have all learned how important it is. I used to serve clients and I did a lot of marketing and sales work, helping people with sales and pricing. I serve clients in logistics. I remember hearing sales executives complain to me. I can't make these value-based arguments. I can't talk about our value prop because I can't get access to anyone that matters. Ten years ago, people had a well-ran, extremely cheap North American inbound supply chain. And they took it for granted. I am talking to a procurement leader four levels down and they do not care about our value. It was opaque because, to some extent, there was not engagement on this topic at the highest levels, and certainly, there is now. Many years ago, you had a well-run, extremely cheap North American inbound supply chain. The infrastructure did not get bad overnight. The pandemic hit us in three ways. One is we all started buying a lot more stuff. We did not spend any less. We stopped spending on travel and restaurants. No new car, no vacation, but I can buy crap online. I can upgrade my house. I did some of that myself. I am in the house more and I invest in doing some things around the house. I got an indoor bike to stay in shape, but we spent 20% more money on stuff. I always call it not your grandparents or great-grandparents pandemic. In the 1920 pandemic, 50 million people died worldwide and there was poverty. We joke that the COVID-19 or 20 that we gained from sitting around eating and buying stuff. That is not to discount all of the misery that it brought, but most of the misery was isolation for us. When you have a situation where there is more volume being purchased, that means more containers and more trucks move. At the same time, global capacity fell by about 14% or 15% over a similar timeframe. If you have been paying attention, that probably feels intuitive. We had people that were sick so we could not stack. We had operations that were shut down at times. We had congestion because people were stacking and storing containers because they could not get them to the next place and they were waiting and also every stage in the value chain. We all saw the earnings releases that talked about, “I am 65% short of the team. I need to operate these warehouses.” They are open, but they are not running anywhere near full capacity. If it is 20% up in demand and 15% down in supply, you have got a congestion problem. On top of it, those increases weren't smooth. If those increases were smooth, our logistics industry might have had a chance, but it was overnight, then it stopped and started again. That made for some challenging times, and you ended up getting what you got, which is pretty poor service, long lines, congestion, delays, and uncertainty where things were. You also have price increases because the companies that were moving the goods were trying to manage to make sure that they were at least taking good care of the clients that were willing to pay the most. It became challenging for our shippers. I do not think it hit the biggest shippers, the Home Depots or the Lowe's. Those guys had contracted rates. They call them the bat phone when they call the shipping companies. They did not all of a sudden get double or triple the cost of a container. They were okay. It was a lot of the other smaller players. You mentioned this spike 20% up in demand, 15% less in capacity, but if you were 20% or 30% off in your headcount in your consulting practice, you could address that internally because you are all a team. This was across a whole bunch of supply chains that are spread out across the world. Communication was always difficult given time zones, languages, and the lack of computer systems. The coordination and fixes were all slow. I was talking to my daughter and she is in Portland. She was excited. She called and said, “The couch that I ordered in October 2021 is going to be here. I forgot what it looks like.” We are all getting used to waiting a little longer than we used to, but it is nice when they arrive.   We still seem to have these shocks every once in a while. Shanghai had more COVID. In the US, we are seeing shortages of headcount in a lot of places, especially in warehousing, dock workers, and trucking. There is a lack of capacity when it comes down to it. [caption id="attachment_7991" align="aligncenter" width="600"] Container Logistics Disruption: The two things to watch to know when congestion and prices will moderate are consumer spending on goods in North America and labor availability.[/caption]   I know everyone wants to know and figure out when this is going to be over. I do not think it is going to be overnight, partially because I do not think that the disruption is going to be over soon. The fact that we have got basically almost no trucking going on in China despite the manufacturing plants being open, but the trucking operation is pretty much ground to a halt. It means we have got days of inventory that are going to stack up and then need to be pushed through the system. The disruption and uncertainty are going to be a part of our new normal. With regard to when the average demand and supply get back closer to where they used to be, it is going to be a matter of consumer spending and labor. We love the idea of things normalizing and getting to a new normal, but we are seeing inflation and other problems. We see the war in Ukraine and the recurrence of issues in China with COVID. We have trade issues with China. In a lot of ways, the new normal is not normal. The new normal is going to change because of events outside of our control of weather or geopolitical. Change is going to be more prevalent in the coming decade than it was in the last few, which is why to some extent, I think we did have that false sense of security that everything was working. We did have a period of relative sanity, which allowed us to fine-tune the system despite its insufficient infrastructure. We talked about the way it used to be pre-COVID years ago and what happened. What is next? What is next is recovery. I think that, in time, we would expect to see supply improve and consumer spending on goods moderate a little bit. We are seeing an increase in consumption of services, which makes sense because there is the ability to do that. My wife works in travel and she has never been busier. People are eager to get back out and travel again. I do not think we are going to see the end of events and discontinuities. Those are two things to watch to tell us when congestion and prices are going to moderate are going to be consumer spending on goods in North America and labor availability. Talk about those shocks. There are many ways we can describe this. We could say our supply chains got a little brittle, meaning they broke rather than being bent. Another way to describe it is we have too many risks in there and a lack of resiliency, depending on how you want to talk about it. We know we are going to have some more shocks in this system. How do we deal with all that? There are a few things. A lot of this is ongoing. It is already happening. We need to stop looking at the supply chain as a simple commoditized part of the operation. It is not a simple call center. It is not something that should be managed by a small team in procurement focused on the cost lever. This is a C-level topic. The supply chain is and forever will be a C-level topic. Shippers need to be thinking about all the things that they can do to accept the fact that the logistics industry will always be more complicated than it used to be. Part of that is more safety stock. I know you are an auto guy. The old just-in-time Math assumed simple, easy commodity-priced trucking and logistics operation. The world is more complicated than that. Certainly, some companies are looking at how I can think about de-risking my supply chain, both in terms of the number of locations that I sourced from, to increase the number so I have more flexibility. If I lose one node, they will be looking at nearshoring and reshoring. The math on those deals is never easy, but they are certainly spending time thinking through that, especially thinking about that in light of new sustainability targets. All of my clients are hearing calls from their clients who are hearing calls from their customers to say, “How can I be more sustainable? How can I meet the new carbon aspirations?” You hit a whole bunch of topics. I want to break them down a little bit. It speaks to where we are at in this business. The first thing you said is this is no longer a small decision. When I used to sell logistics and supply chain services, the way I sold mostly less than truckload in some truckloads, but we had the technology. I remember I would call and say, “I want to talk to the owner, the CEO, the head of operations, or a general manager.” We impact finance because we are going to take some of those functions away. We do it as part of our service. We interface with the sales guys because they are the ones who are always saying, “Where is my stuff?” We work with your ops team on the inbound and we work with your logistics team. A lot of times, when I would call that C-level guy, they would say, “Talk to Tony in the back.” The disruption and uncertainty in the shipping industry will be a part of the new normal. It's not changing overnight. I would go see Tony and back, and he did not want to have a strategic discussion. He did not care if the finance guys had to audit the bills. I said, “We audit the bills because we have a TMS,” and I start my whole spiel. I am going to parody this a little bit. He was like, “Those guys got me Kid Rock tickets.” That is why he bought from that logistics company. He did not have that strategic focus that I wanted my customer to have. One of the things we have all been through is when you call that guy and say, “I want to manage all your freight. I want you to use our technology and you are going to see all of your shipments there. He says "I will give you an Excel spreadsheet with all our loads in it. You put your price in and if you are cheaper, I will give you those lanes tomorrow.” I was like, “I do not want to save you $50 on tomorrow's load. I want to save 10% on your annual spend.” It would be like, “What are you talking about?” The number might have been used to bend. We spend $500,000 a year, which is bad enough to leave it to somebody who does not care about the strategic function of logistics. Now that number got to $5 million, you go, “What the hell, guys?” There is a lot of change on both sides of that transaction that we are going to go through over the next few years. I have a good friend who is a former CEO of one of the container lines. He says, “Enough with this value base. I lose customers for $50 a box. It does not matter how much better we are.” That was the history. In that world, you do not have the right executives in the decision on the shipper side. You do not have the head of sales, marketing, or operations. You have someone in procurement. When you have someone in procurement, they have one metric, which is how they can get the unit costs down. You also need to get better on the sales side. The guys that I work with, the carriers, trucking companies, and railroads, now have an opening to say, “It was not so commodity-based,” but they have got to be able to deliver. They got to be able to go and articulate what they do that is different than the next guy and why that is worth it. I always use the same analogy back in the olden days when we had stockbrokers. They are transactional. You would always hear the term churn. They wanted to churn your account, “I want to sell your Dell stock and move you over to Apple.” They make money on both of those transactions. Those guys did not care about your overall financial picture. They cared about what you had in your investment account. Now we have moved to financial planners. You do not hear anybody say in their stockbroker. Financial planners are aligned with their clients. They say, “We are going to get paid 1% or 1.5% of what you have in your account. I want to make you rich so I can get 1% or 1.5% of that every year.” It is the same thing in this business. We have to switch out of this transactional thinking and move to that financial planner. A lot of companies want to do that. They do not want to be ringing the bell and having the siren go off that they made $1,000 on a transaction and celebrating at the office that day. That is a lack of alignment and it is yesterday's news. You will see more gain share partnerships and relationships like that between carriers and shippers. It takes real change on both sides. This will be the shock that gets the awareness to a place where those things are pursued. Not just between carriers and shippers, but to some extent, between different players in the logistics chains, carriers and ocean terminals, railroads and trucking lines, warehouse fulfillment operators and last-mile parcels. One of the things I want to touch on briefly is the timeout containers. We will get more back to the containers for a second. We started using containers a lot in the late ‘50s and ‘60s. There is a book, The Box That Changed the World. Prior to that, we could not even do global trade because the cost of logistics was so high. That was a tremendous innovation. We have seen this change the world. We would not be doing nearly the global trade we do now without it, but we have not seen a lot of innovation in that space. Now we are starting to see information technology. That is another piece of that. Speak to that and the sustainability that is important to us. The technology has come along in terms of tracking. It is available. You will see more adoption of that, especially in the reefer space, but also in dry boxes. I have seen a lot of startups and investments in foldable boxes and alternative equipment. The main way we are going to get better sustainability on our container fleet is by finding better ways to extend their lives.   I never heard that. We are throwing a lot of those out. [caption id="attachment_7992" align="aligncenter" width="600"] Container Logistics Disruption: 75-80% of containers are leaving LA empty so they can be filled up in China with more goods while there is a shortage. That's because the supply chain has always been an afterthought.[/caption]   We lose track of a lot of them because we do not know quite where they were. Telematics, tracking, and things like that will help there. How long does a container last? There are containers out there that have been in the fleet for twenty-some-odd years. The average is probably closer to 12 to 15. There are all sorts of uses. One of them is use for alternative storage. If anybody from the container ship lines is reading, give me a call and I will deliver you 50 containers. I live about 25 minutes out of Ann Arbor. There are some farms and not quite rural, but I always drive by and think, “What are you doing with that container?” They only need them where they need them. Our supply chain is imbalanced. They need them to pick up soybeans and send those to São Paulo. The fact that they are in Ann Arbor does not help them a whole lot because of the amount of money and time spent to get them down there. Managing that global fleet better and extending its life would be great from a sustainability standpoint. It comes up a little bit on my show about sustainability. Some people might be shaking their heads and say, “I do not believe that the man is causing global warming.” I always say, “I do not care what you think. It does not matter what I think.” This is what consumers and brands are asking for it. When one of those big brands says, “What are you doing?” you better have an answer. It is too late to do anything at that point. You do have to embrace it now. There are a lot of small ways. When it is over the road, we are trying to get rid of empty miles. That starts with measuring the empty miles, which brings me to another point. We were saying that 75% to 80% of containers are leaving LA and Long Beach empty so they can go be filled up in China with more goods for us. Meanwhile, we have a shortage and we have gone mad. It is illogical, but the understandable conclusion from the supply chain is an afterthought. The supply chain has always been an afterthought. It is not designed. It just happened. There are many forces well beyond the global supply chain that decide what is our import and export balance with China and where do we manufacture intermediate goods for auto? There is nothing logistics can do to account for the fact that there is that much import-export balance on goods. With empty backhaul and empty miles within the US, there are a lot of things that the logistics industry can do to help. There are smarter ways to reroute though there are still a lot of empty miles even in the US. I have become more aware of this. There is the empty truck that is moving from LA to New York, and you go, “That should never ever happen.” I do not think that happens nearly as often as it used to, but what is becoming more of a concern is the half-empty trucks and you go, “I had 10,000 half-empty trucks leave this location. Is there a way?” I know there are technologies and the guys over at flock freight and others are saying, “We can do something about it.” The main way of getting better sustainability on container fleets is by finding better ways to extend their lives. We will see more shared loads and multi loads where everyone will call multi-stop, where we are going to say, “That truck is full.” That is good for the environment and truckers. For the shippers, we are going to have to figure that out. We do not want to put I-can't-move-your-food onto a truck with auto parts. We have to be careful about how we manage it with the shippers but I think it is going to lower the price of shipping. Once we are fully loaded with the real cost of all of this stuff, whether it be the drivers, assets, new vehicles, or the autonomous and electric vehicles that we bring in to make a more sustainable fleet, the cost per unit is going to be higher. It is going to put the burden on us to figure out how we can make better use of each of the units. Maybe it is two hours later, but that allows me to share a load and double my density on the chunk move. All of those things can happen in time, but it takes great collaboration between carriers and shippers to make it work. The transparency and tools of the data exist to be able to do it, but it takes tremendous collaboration and trust to get it done. I am going to put you on the spot here. I know you work with a lot of different companies. I want to tick off some standard categories and what kind of work you are doing for these companies. Let's say an over-the-road carrier calls you. What do you tell them these days? What would be a typical project you would work on with them? Over the road, carriers were doing a lot of work and helping them think about how their network is going to change as manufacturers figure out a new supply chain or as we try to start to think about electric vehicles and ultimately autonomous vehicles. Not just how should you think about the timing of those technologies, but what are the network decisions you are making now that will feel sub-optimal in 5 or 10 years because the investments that those companies make in assets and infrastructure are not short-term. We are helping them think about sustainability in terms of how they can help their shippers with their sustainability targets. Those are some of the big themes. Do you talk to any brokers, 3PLs, and non-asset-based? What are you doing for them? Sustainability is a topic for them in terms of how I can provide. I am already helping them knit together. A lot of them are trying to figure out, “How can I knit together solutions across modes? How can I optimize those around sustainability targets?” We are doing a lot of work almost across the board in growth. How do companies find growth? There are a lot of new freight flows that are coming, not just because there are always new freight flows that are coming, but sustainability and the targets that all these companies are taking on are creating a whole lot of new goods to move. We are working with a lot of companies, whether they be asset-light, asset-heavy, broker, truckload, but also parcel and the like. It is like, “Where do you find freight? How do you get it? How do you leverage the tools today to find those companies?” Do you work with Final Mile or Last Mile guys? We do. We work with from a pallet and LTL Final Mile, and heavy goods Final Mile. We do a lot of post and parcel work. We have got a huge practice globally that has done tremendous work in helping drive efficiency in the postal space and parcel as well. They need it.   Those companies are struggling. [caption id="attachment_7993" align="aligncenter" width="600"] Container Logistics Disruption: Once the real cost of all these new things comes, the cost per unit will increase. It's going to take time to manage that. There needs to be a great collaboration between carriers and shippers to make it work.[/caption]   From what I understand, the Final Mile for home delivery to goods is the most expensive part of the journey. I was not being critical of the post office. We want it to be better, but we put a lot of constraints on it, and I think it is the hard part. I do not want a pallet delivered to my house and then distributed all of those parcels to my neighbors. I would like just my piece delivered to my house. Getting my piece delivered to my house is expensive. The costs are getting better relative to the pallet moves because the density of residential delivery has come up so much. Many years ago, the density of residential delivery was terrible. It was hard to make the economics work for the big parcel companies. As our volumes have gone up, that has improved the relative density, but it is still tough. What about warehousing and fulfillment? We have seen so much change in that space. What is going on when you work with them? First of all, permitting and getting sites are extremely challenging. The sites have to be closer to current consumers. If you want a site or the old model of three sites in the middle of nowhere, you can still get that. If you want the sites that people want now, which is one hour or maybe even less outside of every resident in the country, those sites are hard to come by. We do work with developers on construction and permitting on how to do that well and how to forecast and identify where the sites are going and where you need to be. We are also working with operators on how to drive productivity in those sites. We are doing a lot of work on how to refine, recruit, train and retain talent. That is a theme across all logistics. I was talking to somebody about a paint company and they said, “We do not have anyone retire from this location.” It was their DC. The reason they had no one retired from there is because it was a young man's game. He did not want to walk 10 miles picking stuff up and moving stuff around. We have to make that job in the warehouse easier so you are not breaking your back. If you walked by an auto assembly plant and walked through it, you would see that nobody was doing a job that was backbreaking or that required excessive strength, crouching, or reaching. We have eliminated those and we see that same mindset move into fulfillment. Those guys are going to become technicians rather than strong backs. We have had conversations for years about technology in the fulfillment space. Now it is happening. They made fun of us many years ago because it was early and no one had proven all the economics. It was whizzbang cool stuff, but is it having an impact now. There are certain functions that are being largely automated and you are seeing high ROIs. Also, you have got a lot of technology now that is more flexible than it used to be. Building the $10 million conveyance system just for this client and then hoping you retain them is a scary proposition for a fulfillment operator. Having flexible, robotic assets that can move seasonally or move to a new facility if you lose a client. We are also seeing longer contracts which helps. Fulfillment operators are saying, “I do not want to do a three-year deal.” You can't facilities for that and build a location if necessary for a bigger customer. We are trying robots now. This is becoming somewhat like automotive. In automotive, what we learned is if you give me one year, I am not going to invest in it. From a container line standpoint, a lot of people are trying to figure out how to facilitate end-to-end shipping better. The payback cycles on some of those technologies are getting shorter, but it is hard to make many of them work on a three-year contract. We are seeing a lot of fulfillment players and manufacturers agreeing to 5 or 7-year deals or agreeing to co-invest in the technology that they want to offer something that customers can't get elsewhere. Let's circle back to the beginning. What do you talk to about the container people, the guys with the ships, the rail, drayage, and the modal? From a container line standpoint, a lot of them are trying to figure out, “How can I better facilitate end-to-end shipping? I do not know if I want to own all those pieces of the operation.” It does not do me a whole lot of good to get it to the port if it sits in the port. Much worse is it does not do me a whole lot of good if I am sitting at the pilot station waiting to get into the port. A lot of the conversation and work in the container space is, “How do you collaborate with the terminal, the rail operation, and the consolidation or deconsolidation facility to get boxes and get them back?” The whole concept of end-to-end is probably the strongest when you think about container terminals, dray, rail, or trucks. Figuring out how to create more seamless, more partnerships, and share data to do that. In some of those, you see the metrics and the CMAs of the world that are investing quite a bit in buying companies to knit together that offering, They are buying over the road companies here. They made an extra $100 billion or something in those ship lines during COVID. To your point, they are investing in that end-to-end solution. Somebody said this to me and they work closely with one of these companies. They said, “Do not be surprised if we see single-use containers because we do have a trade imbalance with China.” If that container is only going one way and I have to ship it back on a boat that is filled with containers that are empty, somebody might say, “Why am I shipping it back there?” “It is because these are expensive containers.” Do they need to be expensive containers? Could they be less expensive and single-use? I know somebody is going to say, “What about recycling and all that?” There is a design that has to happen here. We got people like John and his team there. They will figure it out. From my perspective, we see it in automotive. Sometimes, you ship back the containers that brought your stuff. Sometimes, you do not because it does not make sense because it is one way. Do you guys work with air freight companies? We do but it has been a challenging and rewarding a couple of years for air freight. The belly players have been tough because they have not had the majority of their capacity with many of the passenger lines, much of the passenger capacity down. The pure freight players have done extremely well. Airfreight was a key enabler and one of the early winners in the pandemic and continues to be. I think the questions on air freight are how can they use advanced analytics to drive even better forecasting of volumes and, therefore, even better service levels and yield management? We think there is a lot of opportunity in the air freight space around advanced analytics and pricing. I heard it from Flexport and the guys over freight ways. One percent of all overseas volume is on air freight, but it is 30% of the revenue. What it speaks to is you are not shipping auto parts, usually on a plane. You are shipping electronics, chips, medicines, and stuff like that that is high value and small. Mostly high density. Value per cubic foot is off the charts. That ratio feels approximately right. I also heard that 50% of the air freight is passenger planes.   That is why air freight prices absolutely skyrocketed. [caption id="attachment_7994" align="aligncenter" width="600"] Container Logistics Disruption: A lot of the work in the container space today is how do you collaborate with the terminal, the rail operation, the consolidation & deconsolidation facilities? It's all about creating partnerships.[/caption]   They were flying anywhere. They moved up first. Ocean container rates have skyrocketed too, but in the air cargo, when your supply chain breaks down at some point, the only option you have is to get it there. It is the last resort for a lot of things and the first resort for high-value cargo. A lot of companies, for the release of the phone, will send enough phones for the first couple of months via air, and then they will send the backup to refill stock via ocean. In a pandemic, it was the first choice. The majority of the global air freight capacity is the belly of the passenger. When so much of our passenger fleet was grounded without anyone to pay for the international passenger move, you lost the belly cargo. I heard somebody use the term preighter, which is passenger freighter. They sometimes took the seats out of planes and filled them up. Other times, they put stuff on the seat that you might have been flying to a conference on. Now, it has got a stack of mobile phones on it. I am going to try and summarize all this and then I want to get some final thoughts before you go into what is new over at McKinsey. The topic is disruption and container logistics. John talked about the steady-state. We will talk about many years ago, pre-COVID, and what happened during COVID, that horrible time with demand spike, capacity down, sick people, and broken supply chains. We learned how brittle our supply chains were. You talked a little bit about what is next and where consumer spending is going. We are spending more on services and a little less on products. We are going to see how the industry reacts to what are still shocks and aftershocks of what happened. We do not even know the implications of the conflict in the Ukraine and inflation. We are better, but we will see. Lastly, we talked about what we learned during this time that logistics is not a commodity and that we have to insist on a seat at the table. We no longer be just a commodity service. John took us through all of the different things he and his team do with their clients. Any final thoughts on this big topic, John? A few final thoughts, two things we did not talk about and one thing I wanted to reinforce. We did not talk about the war in Ukraine. The near-term impact of that has not been huge on the global logistics industry. Carriers have pretty quickly rebalanced their networks in response to that. The long-term impacts could be significant. Ukraine and Russia are large exporters of commodities like wheat, oil and gas. I think we will see a lot of those supply chains shift around. While we are all watching the human tragedy and suffering through it, the near-term impact from a logistics standpoint has not been significant. We have been talking so much about eCommerce. It is going to be omni commerce. You have seen a bit of a drawdown and a correction back. We talked about ten years of eCommerce acceleration in two months. That was true. You have seen brick and mortar make a comeback. Some things are better are bought in person. My kids bought mattresses online and they are like, “We love it.” I was like, “I am going to have that mattress for ten years. I have to lay down on it.” I am not going to look at 5,000 reviews. I love eCommerce, but to your point, some of those shopping experiences are going to have to become experiences, not a pain in the ass experiences. Everyone wants to go to the Farmer's Market or a cool boutique. We have to get back to a cool experience if I am willing to leave the house. For shippers, many of them want to get to a place where they are managing more on Omni channel commerce supply chain. One of the most frustrating parts of the pandemic was when we had out-of-stock items on the website and obsolete items sitting in storerooms in the retail centers. That was painful and was a function of having two supply chains, which is the case for many shippers. They built their old brick and mortar supply chain, then they added a supply attender to eCommerce, and they did not talk to each other. You will see companies now figure out, “How do I have one more flexible Omni commerce supply chain?” There are going to be some variations. There will be times and products where you want to buy online or in-store. Certain companies will have a blend of the two. That is where we are going on that front, which we did not talk about but I think is important. It also needs to be designed. It has to be created. It can't be a bolt-on because we bolted on the gig economy and thought that, “We got an eCommerce solution.” Instacart, Shipt, and some of those solutions for grocery, from what I understand, the grocery store companies are losing money on those and they obviously do not like that. The gig economy stepped up. It is great. We are always going to have it. There's a lot of opportunity in the air freight space around advanced analytics and pricing. We are always going to use it in logistics, but it needs to be managed by logistics guys who are operational experts and good at routing and technology. It can't just be, “Bob down the street buys groceries for the neighborhood. It does not work as the way it needs to.” We are going to see those grocery stores become grocery store/fulfillment centers in some cases or maybe one fulfillment center in the Detroit Metro area that serves all of the eCommerce. Some of those business models will evolve. Even a company as great as Instacart or some of the early applications is adding cost on the top of the already existing flow and retail, brick and mortar, and all that stuff. The ideal way of doing that is to have dark stores that are designed for efficiency and pick, pack, and ship, not for the grocery experience that we have all grown to love. Tell us what is new over at McKinsey and how do we reach out? Do you have any webinars coming up or case studies? We love to have conversations. The best way to get in touch with us is on our website. It is easy to find me or any number of colleagues. You can send an email and we will respond. I will probably get the email. If I am not the right person to talk to, I will find someone else. On the site, we have got an interview with Sanne Manders, the COO of Flexport, which is great. We are putting up content all the time. What conferences are you guy going to?  I know we are excited about TPM in 2023. When is that? TPM is in Long Beach in the early spring every year. It is still a long way away. I do not know what the next conference we have got. We have coming up in May 2022 in Northwest Arkansas. I interviewed a professor from the University of Arkansas, the number one supply chain school carrying Gartner. John, thank you so much for taking the time. Thanks so much for having me. It was a pleasure talking to you. I look forward to keeping in touch. It was my pleasure.    Important Links John Murnane The Box That Changed the World Flexport Sanne Manders https://www.LinkedIn.com/In/JohnPMurnane/  – John Murnane https://www.LinkedIn.com/Company/Mcinsey/ – McKinsey & Company   About John Murnane John advises companies across a variety of industries and continents on their transformation and growth efforts. His broad cross-sector experience ranges from hospitality to global transport—including hotels and airlines, ocean and air freight, and trucking and distribution—and spans the value chain from capital-intensive real estate development to asset-light brokerage and distribution. He advises clients on growth at both a strategic and tactical level including M&A, new product development, value-based pricing, digital sales, and sales force effectiveness.  

Our very special guests are global business guru Pepyn Dinandt and Military Cross holder, ex-army Colonel, Richard Westley OBE. They teamed up and wrote the book Business Leadership Under Fire. This is such a compelling show, packed full of hacks and lessons including: Why establishing leadership can stop your platform burning The “Who Dares Wins” approach to strategy and tactics Building and managing an excellent leadership team Team and organization structure to maximize business impact Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Pepyn and Richard below: Website: https://businessleadershipunderfire.com Pepyn on LinkedIn: https://www.linkedin.com/in/pepyn-dinandt/ Richard on LinkedIn: https://www.linkedin.com/in/richard-westley-obe-mc-66875216/   Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband, or friend. Others might call me boss, coach, or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as The Leadership Hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors, and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush, and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you   What do you get when you smudge one of the world's global business leaders and one of the UK's top Army Colonels? The answer, Business Leadership Under Fire, our special guest today are Pepyn Dinandt and Richard Westley OBE, and they wrote the book, Business Leadership Under Fire, but before we dive in with Pepyn and Richard, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: Have you ever heard, focus takes you where it takes you? Inspired by a blog by Seth Godin many years ago, he had a focus of depth of field, and I'll share a story with you around how and why focus is so important. Picture the scene. There are two runners, both have exactly the same capability, exactly the same pace and the same injury, an injured left toe. The runner who's concentrating on how much their left toe hurts will be left in a dust by the one who's focused on winning. Even if the winner's toe hurts just as much. Hurt of course is a matter of perception. Most of what we think about is, we had a choice about where to aim that focus, aim that lens of our attention. We can relieve past injustices, settled old grudges, nurse festering sorts. We can imagine failure build up its potential for destruction and calculate its odds. Or we can imagine generous outcomes that we're working on. Feel gratitude, feel compassion for those that got us here and revel in the possibilities of what's next, we have an automatic focus are instinctive and cultural choices, and that focus isn't the only ones that are available to us. Of course, those are somewhat difficult to change, which is why so few people manage to do so, but there's no work that pays off better in the long run than focusing on positive and progressive outcomes. Remember the stories that you tell yourself, your story is your story, but you don't have to keep reminding yourself of the story you've told yourself before. If that story doesn't help you change positively for the future, it's probably not the right story in the first place. So, focus on the future stories that you want to tell yourself, and guess what? Those stories become a reality. That's been The Leadership Hacker New. Really looking forward to our conversation with Richard and with Pepyn. Let's dive into the show. Start of Podcast Steve Rush: I'm joined by two very special guests on today's show. Pepyn Dinandt is a business executive with 30 years' experience successfully leading and restructuring companies in challenging situations as CEO and Chairman. Or in Amsterdam, Pepyn has lived in a number of countries over the years, including Turkey, Ireland, Switzerland, South America, and UK, where he attended University and now lives with his family in Germany. And he's joined by Richard Westley, a military cross holder, who's commanded soldiers and operations at every rank from Lieutenant through to Colonel and environments of desperate situations, including Albania, Afghanistan, Balkans. He retired from the army in 2010, having been responsible for pre-deployment training for forces bound for Iraq and Afghanistan. Between them, they teamed up and wrote the book Business Leadership Under Fire: Nine Steps to Rescue and Transform Organizations, Pepyn and Richard, welcome to The Leadership Hacker Podcast. Pepyn Dinandt: Hi Steve. Yeah, good morning. Happy to be with you. Steve Rush: Me too. Hi Richard. Ricard Westley: Hi Steve. Steve Rush: So, a little bit about your backstory independently, and then we maybe find out how you kind of collided to come together to write the book. So, Pepyn, a little bit about your backstory? Pepyn Dinandt: Well, after leaving University, I somehow ended up in Germany and after spending three years at McKinsey, which was my paid business school, as I like to say, I landed my first CEO role in Eastern Germany, which was then just, you know, unified with Western Germany. And I ran a company which had a revenue of 50 million euros, but also losses of 50 million euros. So that was my first contact with the challenge of rescuing and transforming businesses and challenging situations. And I had so much fun. I mean, obviously it was very tough at the time, but I had so much fun doing that, that I have kind of never left that type of challenge. Steve Rush: Brilliant. And I guess it's the thrive of being able to rescue those firms that has kept you in that space, right? Pepyn Dinandt: That, plus the fact that you know, these are environments where you need to learn, because if you're not willing to listen and learn, you know, you're going to fail. These are always very, let's say complex situations, they're fast moving, they're fluid. And you know, it really kind of sharpens your skills and obviously, you know, some cases have been more successful than others. You never have only just big successes, but I thoroughly enjoy helping teams be the best version of themselves and you know, rescue these companies, rescue these organizations. Steve Rush: Yeah, and Richard, before what you do now, have you always been a military man? Ricard Westley: Yes, I joined the military pretty much straight after school and spent 25 years as an infantry officer serving around the world. Almost exclusively in operations and training roles. I managed to avoid the major staff roles and the ministry of defense for my 25 years. And then I left earlier than I, perhaps needed to, but I was ready to move. And I spent the last 12 years working in a number of appointments in commercial companies and now run my own consulting business. Steve Rush: Great. So, when did the stars align for you to both meet? Pepyn Dinandt: Well, I have been always interested in the application of military best practices in business. And I had met about four years ago, a gentleman called Tim Collins. The famous Tim Collins and you know, I had been discussing these ideas that I had about this crossover between the military and business. And he introduced me to Richard, that's how the two of us met. Steve Rush: And then Richard, from your perspective, what was the moment you thought, how we are going to do some business together, we're going to write a book. How did that come about? Ricard Westley: Yeah, so Tim. I was working with Tim at the time, and he mentioned Pepyn. So, he would you be interested in a conversation. I said, well, I'm always interested in conversations, and I generally like meeting new and successful people. So, you know, Pepyn and I had initial discussions and then some supplementary conversations and started looking at some sort of solution for leaders. It was a discussion over a number of months really. And then the book was a nice fallout because at that time we were in lockdown, and I think Pepyn, and I were both looking for something else to occupy our minds. And hence the hence the book, Steve Rush: Of course, when you think of the role that the military play versus the role that the commercial enterprises play, there's such a lot of crossovers in this sphere of leadership isn't there? Pepyn Dinandt: Yeah, I think, you know, when we sat down and this is interesting because as Richard just said, you know, we started working together without actually having physically met each other. We were basically, you know, we got to know each other digitally and spend a lot of our early relationship on Zoom. So, you know, we used these experiences, both Richards and myself to kind of look at our learnings, our insights, you know, from good and bad experiences, as well as insights from research we did on successful leadership cases, as well as fade leadership cases and developed from that, the concept for, you know, the book, including obviously the nine steps and Richard being, you know, a very hands on guy than me. So ultimately being somebody who's you know, a hands-on executive, I think developed a book, which is very much rooted in real life experience, has a down to earth approach. We believe is straightforward to understand because it's nine steps, with which we try to really cover all angles that we believe is important for leaderships facing transformation challenges. And ultimately, we produced, we believe a very practical guide for leadership when transforming organizations. Steve Rush: Yeah. It's a very chronological approach to how leaders can really consider how to transform and continue to grow their business, which we're going to dive into a moment. But I want to come to you first, Richard, just to explore the parallels from military leadership to commercial leadership, we've been very fortunate to have a number of major generals appear on the show already. And the one thing that's been really consistent from them is that leadership as a behavioral almost has been drilled from the very moment you join an organization, but actually that's often learned in the commercial organization. Been interested in your spin on things. Ricard Westley: Very much so. I mean, the military has the luxury of being able to devote time and resource to training and developing their people. And officers go through the RMA Military Academy Sandhurst. Mottos, serve to lead and behaviors are really focused from the get-go. So, you know, a young graduate who spent three or four years at university in quite a selfish sort of environment is suddenly thrust into a very pressurized, initial six weeks of a yearlong course where they're put under significant amount of pressure and strain to behave in the right way. And doesn't matter how good or well prepared they think they are, or how fit and robust, or how intellectually gifted they are by about day 10 of the RMA Military Academy Sandhurst. You are so stretched physically, emotionally, mentally, you are quite exhausted, and you have to reach out left and right, and grab people and say, look, we need to work together here. This is not about me. This is about us. And so that team bonding which then translates into the leadership of that team you know progresses and then going through your military career, you know, you are prepared for every new role you go. You are course trained and you are developed. And then at the collective level, you know, units or battalions or regiments will prepare for operations, deploy on operations, recover from operations, then start that circle again, that cycle, of course, in the real world, in the commercial world, companies don't have that luxury. You know, they are on operations 24/7. And so, it becomes really important at that stage that the leaders make time to develop their people and to nurture their talent. So, I think there are things that both can learn from each other. The final point I would say is that business find themselves in very, very volatile, uncertain, complex, and ambiguous circumstances most of the time, and certainly now, and the military is designed for that voker, uncertain world. And so, to me, it's a natural progression for the military to talk to business because they're comfortable and are designed for that voker world. Steve Rush: Yeah, Pepyn, I wonder from your expense of being chairman and CEO on a number of businesses, whether or not there's room for that preparation to take leaders out of the operation space and really immerse them into some intense training and support. Pepyn Dinandt: Well, look, the practice in most corporations is unfortunately completely different to what Richard has described. In other words, people are not really prepared systematically for leadership. And in the book, we talk about the so-called career X point, which is an interesting phenomenon we've seen with many failed leadership examples where people, you know, over time, they do learn initially, and they advance in their career. But when you get to a certain level in organizations, you suddenly believe your now CEO, head of big division, have been successful in the past that you don't need to learn anymore. When the learning line crosses the career line, which keeps going up and the learning line flattens, we talk about the career X points, and that's when people basically start making mistakes in business. Steve Rush: Yeah. Pepyn Dinandt: And that's why it's fascinating to look at the crossover because especially the British military, you know, very, very actively train their leaders to be good, not many businesses do it that way. It's more always, you know, advancement by chance, advancement by opportunities, but not those systematic. Steve Rush: Yeah, that makes those sense. So, let's dive into the book and the nine steps and maybe get some perspective from you as to how the steps within that book can help us and Pepyn we start with you. The first step in the book is that building platform, you call it establishing leadership. Tell us about that? Pepyn Dinandt: So, Steve, you know, you coach leaders, you coach people that run businesses, you know, so you're seeing a situation where there is an obvious problem with the business. Steve Rush: Right. Pepyn Dinandt: Financials are declining, for me, for us. When we define the steps, especially the first step, we said, you know, this is an environment. This is an opportunity. This is a window where you take that situation, and you call out a burning platform. And with that burning platform, you basically achieve two things. First of all, you establish yourself as the leader, that's going to take charge of this situation. You know, that's about conveying the fact that you are safe of hands, having simple messages on, you know, what's happening and what's going to happen and projecting certainty as a leader, in a sense of conveying to people. You have a plan; you're going to get this done. You're going to save the situation. So that's the establishing leadership part. The other part, and this is very often something that you see with formally successful businesses. You know, the organization, which is ultimately the people that work there are in the comfort zone. That's very often the reason why the business in trouble in the first place. And one of the things you need to really focus on is to galvanize the organization into action, into a change mode by explaining why they need to change. And that's why it's so important to do that in the very first step. If you don't get people in a mentally ready for small or big change, you're going to have trouble later on with the other steps. Steve Rush: Yeah. Complacency is a real killer in most organizations, but often people don't even realize they're in that comfort zone until others like you or I, or other people on their team pointed out to them and go, this is a problem [laugh]. So, step two, Richard, you call in the book analysis and determination of mission targets. So very much a military focus. Tell us how that translates? Ricard Westley: Yeah, so the military has a command philosophy called mission command. What we would call you know, empowerment and it really centers around telling your people what you want them to do and why, but not telling them how to do it because they should have the technical skills and they may well be considerably more able than you to actually do the, what. What this chapter is about is really making sure that you understand the intent of your boss or bosses or board or shareholders at whatever level, making sure that everything you do and all the direction that you give to your subordinates is in line with that. And what's required here is real clarity, real clarity of vision to make sure you've got it right. And then clarity of expression to make sure that everybody, you know, from other board members down to the people on the shop floor, really understand what you are about and why you are doing this, so that's what it is. And chapter two really digs into that idea of getting the big idea, right. And then conveying the message as simply as possible to your people. Steve Rush: And it's that simplicity that often gets lost in translation, because my experience tells me that the more simple people can align to a common goal, purpose, mission, vision, the more likely they're going to achieve it, the more complex it becomes, then people lose that through a bit of diffusion. Pepyn Dinandt: Yeah, you know, Richard and I, we had a discussion about step one and two in the sense of what comes first, but we like to use the following analogy. I think, you know, if you're going to be the new chef of a restaurant before you actually get told, you know, what the goal is, what the mission is, it's good. That's step one, to get to know the kitchen and the team before you do that discussion. Why step one first and then step two. Steve Rush: Yeah. It makes sense. There's been lots of debate about which comes first. And I think I concur with you that you have to, what if you just think of the chronological order, you get hired first before you decide what you're going to do exactly. And it follows that same principle, doesn't it? Pepyn Dinandt: Yeah. Steve Rush: And in step three, you talk about the evaluation of the environment. I kind like this theater of operations. Tell us about that? Pepyn Dinandt: You know, steps three is, ultimately very big step, but we like to keep it simple and practical. It's the moment when you look as a leader closely at your competition or in the military term, your enemy, as well as your, you know, your customers, your market that you are serving, or in the military term, the environment that you're operating in. And we've seen my own experience, learnings, you know, good and bad, but also from the research we did, we've seen a truly great business leaders, never underestimate their competition. Everything they do is centered around staying ahead of the competition. And, you know, I talk about the degree of skill and business acumen. So, what's important is to know your business very well from both an inside perspective and from an outside perspective, know your strengths and weaknesses and those of your competition, because very often when people develop strategies and we'll talk about that in step four, you know, they overestimate their own strengths, and they underestimate the strengths of their competition. And interesting under step three is the fact that you may find things. You may find out things about your business, about the competition, where the mission you've been set under step two becomes maybe not even only just difficult, but maybe even impossible. So, you know, we do write in the book that after step three, it may be necessary to revisit step two, depending on what you find out. Steve Rush: Is it fair to say that there will be a continual revisiting of step two as their business and their firm or their mission if you like starts to evolve? Pepyn Dinandt: No, I think if you do it properly, and there's a great Chinese general called Sun Tzu who wrote a book, The Art of War two and a half thousand years ago, you know, and in my experience, as he says, if you know the enemy and know yourself, you need not fear the result of one hundred battles, but if you know, neither of the enemy, nor yourself, you will succumb in every battle. So, in other words, if you do your homework properly and you really know your business well, and you really know your competition, well, I think you can then move on to the next steps. I think could be that instant that instant where you need to go back once to step two. Yeah, but at some point, you just need to have done your homework. Otherwise, you're in trouble as a leader. Anyway, Steve Rush: I suppose it plays to the philosophy of having no plan B. Pepyn Dinandt: Yes, exactly. Steve Rush: Yeah [laugh] like it. Yeah, so in step four, I love title of step four, who dears wins. It's a very common used phrase in the military. I think this comes from the SAS, if my memory is correct. And this is about strategy and tactics, Richard. Ricard Westley: Yeah, and step four. I mean, I guess the theme that runs through step four is that simplicity rules. The military uses the acronym kiss, keep it simple, stupid, or keep it short and simple. But that strategy for me is about getting the big ideas, right. Giving clear instructions to your people as to what you want them to do. Supervising the execution, but not getting too close. And then having a good process for lessons identified in order to inform best practice. And the chapter actually draws on some work by Michael Porter, where he talks about cost leadership, differentiation and focus in niche markets in order to ensure that, you know, you can deal with your competitors, but stay on track. And as Pepyn says, it builds on, you know, you build on your strength and you attack your competitor's weakness, which is very much in keeping with the military maneuvers approach, which is, you know, find the enemy's weak point and exploit it whilst defending you know, your center of gravity. Step four, gets into an idea about risk taking and how you manage risk, how you mitigate risk and accepting the fact that you can never rule out risk. So, it leads on to stuff that we talk about later, such as contingency planning. And it also indicates that occasionally you have to go back to your mission and say, okay, something's happened. Something's changed. Is the mission still valid in its format at the moment? And therefore, you know, am I okay to crack on, or do I need a little bit of work here so that I can get on with the other steps? Steve Rush: It's an interesting spin on risk too. Because research has provided loads of evidence over the years that those organizations and entrepreneurs and business leaders who avoid risk actually prevent growth and stifle innovation. Ricard Westley: Absolutely, absolutely right. Steve Rush: Yeah. Ricard Westley: You know, from a military perspective, I always encourage my junior commanders to take risk. You know, my mantra was, go now with a 75% solution and tweak it. Because if you wait for the hundred percent solution, somebody will get there first. Steve Rush: Yeah. And I guess that spins then into step five Pepyn in the book, which is around determining the best course of action. And I guess the question I had was, is there ever a best course of action? Pepyn Dinandt: Well, that's a good question, Steve, but if we take a step back, one of the fascinating things for me, you know, looking at the crossover between military and business is that. Step five is something which in the military, in the best practice cases of the military is always done very, very, very well, but in business, not done very often. And the reason it's the following, you know, in business, a situation is typically where the leadership and the let's say top team develop a plan and then basically give the plan to the organization to get done. But what we say in step five is that, you know, if you want to do it properly, what you do is, you sit down as the planning group with the execution group and you get, you know, you brief them on what you want to happen, and they are allowed to give their feedback. And you know, you have to take the time to get that feedback. You, you know, you really have to also be open for a reality check of your plan. And the SES here is brilliant because, you know, in their mission success cycle, which is plan, brief, execute, debrief. The brief part is so important where the guys that have planned go to the guys that are going to