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Excelling as a leader: Decision making
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Faster, better decisions
In the previous session, we explored the mindsets and behaviors of growth leaders. In this second email, we'll explore how to cultivate careful—yet bold—decision making. Today’s leaders are faced with hard choices and more pressure than ever. Here are some ways to set yourself up for more successful decisions.
Executives today spend about 40 percent of their time making decisions—and 60 percent say that time is poorly used. The opportunity costs of these inefficiencies are hard to reconcile: for the typical Fortune 500 company, about 530,000 days of managers’ time is potentially squandered each year. That’s equivalent to around $250 million in wages annually.
Much of this time is spent in meetings, says McKinsey senior partner Aaron De Smet. But “most meetings are designed to not make a decision,” he says. So the inefficiency perpetuates itself.
It doesn’t have to be this way. Check out these insights to cultivate your skill as a decision maker under any circumstances.
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by "McKinsey Publishing Guides" <publishing@email.mckinsey.com> - 03:17 - 10 Jun 2025 -
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by "Samantha - VIP Golf Concierge" <info@vipgolfbookings.co.uk> - 03:02 - 10 Jun 2025 -
What are the fashion industry’s biggest themes in 2025?
On McKinsey Perspectives
Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms
Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.
—Alex and Axel
•
Fashion’s 2025 outlook. Amid consumers’ unease, supply chain concerns, and shifts in global trade, the fashion industry is facing a challenging year. Despite these risks, McKinsey’s latest State of Fashion research reveals that there are still opportunities for brands to capture. That’s according to Senior Partner Gemma D’Auria, who discusses the research’s key findings in a recent episode of The McKinsey Podcast. Fashion leaders can help their businesses grow by using AI and AI-led tools to engage directly with customers and offer personalized shopping experiences, both online and in stores, D’Auria explains. McKinsey’s previous State of Fashion research found that up to 25% of AI’s potential in fashion can enhance the industry’s creative side.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:28 - 10 Jun 2025 -
Register: Driving innovation with custom Joule skills and agents
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by "The SAP Build team" <sap@mailsap.com> - 12:20 - 10 Jun 2025 -
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by "Salesforce Webinars" <salesforce@mail.salesforce.com> - 11:35 - 9 Jun 2025 -
Introduction to Precision Metal Processing Solutions from Zhuolida
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by "Mamaclay Kalua" <mamaclaykalua49@gmail.com> - 07:47 - 9 Jun 2025 -
¡Tu equipo esta invitado a una clase gratuita de ventas!
Hola, buen día:
Fue un gusto platicar con tu equipo que muy amablemente me compartió este correo porque vio que podría aportar mucho para su empresa, les agradezco mucho la apertura.
Me permito escribirte porque estoy convencido de que lo que hacemos puede aportar muchísimo valor al área comercial de la empresa.Seré breve:
Me gustaría coordinar una demo gratuita, una clase virtual en vivo de unos 25 minutos, pensada para equipos comerciales que quieren mejorar su tasa de cierres con técnicas prácticas y de impacto inmediato.Durante esta sesión, además de mostrar lo que hacemos, los participantes se llevan ideas que pueden aplicar desde el primer día. No es una presentación de ventas, es una experiencia real de lo que brindamos.
Entendí que no estaba en sus manos el tomar esta decisión, agradecería mucho si pudieras ayudarme a canalizar esta propuesta con la persona adecuada (tal vez el responsable del área comercial o quien lidere al equipo de ventas).
Te dejo aquí un enlace con más información y algunos casos reales de empresas con las que ya estamos colaborando:
Sitio web: https://factorstudios.io/
Pagina de historias de éxito: https://www.campamentodeventa.com/casos-de-exito
Instagram César (CEO del área de capacitaciones corporativas): https://www.instagram.com/cesarjorqueraq/
Instagram Tino (Fundador de la universidad del closer): https://www.instagram.com/tino.mossu/
Instagram de Teo (Fundador del área de implementación de vendedores en empresas):
https://www.instagram.com/teotinivelli/
by "FactorStudios" <ventasfactorstudios@gmail.com> - 02:12 - 9 Jun 2025 -
Our New Book, Mobile System Design Interview, Is Now Available
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 9 Jun 2025 -
Managing yourself: How to learn new skills
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How to learn new skills
In the previous session, we looked at the importance of both individuals and organizations getting clear about their purpose. Now we’ll hone in on the significance of learning new skills to get yourself closer to meeting your personal and professional goals.
Feeling stuck at work, and in life, is not uncommon. But it can become particularly bothersome when you’re in the position of managing others who rely on your guidance and wisdom. Fortunately, there’s a way to get unstuck: Learning new skills is key to greasing the wheels of creativity, personal development, and productivity.
Today’s fast-paced, tech-driven environment makes workplace learning even more crucial. “Sustainable prosperity will likely hinge on how well societies prepare the workforces of tomorrow,” say McKinsey’s Stephen Hall, Dirk Schmautzer, and coauthors.
Here’s how you—and your organization—can get intentional about learning.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
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by "McKinsey Publishing Guides" <publishing@email.mckinsey.com> - 03:05 - 9 Jun 2025 -
Is there turbulence ahead for airlines? A leader’s guide
Leading Off
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Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms
Welcome to the latest edition of Leading Off. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.
—Alex and Axel
What’s the next destination for the aviation industry? After a postpandemic upswing in demand for air travel and improvements in the sector’s financial performance, airlines now face a more uncertain trajectory. A new McKinsey report on the state of aviation explores how economic and geopolitical tensions, consumer behavior, aircraft shortages, and other forces may shape the industry’s direction of travel. This week, we examine trends in the aviation sector and how these developments could affect travel planning for organizations—and their leaders—across industries.
The airline industry has a long record of mixed financial performance but recently saw its largest share of value-creating carriers in nearly 30 years. The airlines that reported detailed financial results recorded a collective $5 billion economic loss in 2024—a “remarkable feat” compared with the industry’s $30 billion collective economic loss in 2019, according to McKinsey’s Steve Saxon and Jaap Bouwer. They observe that recent improvements can largely be traced to better execution in six areas of value creation, among them: balancing capacity and demand, generating ancillary revenue (such as fees for premium seats and extra baggage), earning a reputation for reliability, and creating strong organizational health. In 2025, aviation leaders may need to navigate several developments that could affect economic performance, such as changes in business and consumer sentiments, a potential recession, and tariffs. “Healthier organizations will meet challenges with the cross-functional nimbleness that’s required to rapidly respond to changing external conditions,” the authors say.
That’s the number of myths about airline retailing that carriers should bear in mind as they refine their strategies. According to McKinsey’s Alex Cosmas and Nina Lind and their coauthors, these myths include the notions that more personalized offers always create better travel experiences; that travelers prefer to separately book flights, hotels, and other aspects of their trips; and that digital booking convenience has sped up travelers’ decision-making.
That’s McKinsey Senior Partner Vik Krishnan and coauthors on how airlines can modernize their planning to respond to emerging challenges. Airlines’ planning efforts are complicated by numerous factors—many of which are out of their control—including travel demand, weather, IT failures, and global crises. The authors suggest that airlines expand pandemic-era efforts that helped improve coordination between their commercial and operations functions, such as creating cross-functional planning teams, adopting agile processes, and improving tech capabilities. “While there have been green shoots, many airlines continue to plan in much the same way they have for decades,” they say. “Turning a critical eye on the current state of planning could help airlines imagine a more efficient and effective future.”
AI and analytics can be important tools to help the airline industry understand and satisfy travelers’ evolving preferences. That’s the view of British Airways (BA) CEO and chairman Sean Doyle, who is leading the largest modernization effort in the company’s history. In an interview with McKinsey Senior Partner Stephanie Hauser, Doyle notes that improving BA’s data infrastructure and employing machine learning will help improve its decision-making in areas ranging from aircraft maintenance to passenger meals. “There are ways the whole industry can use its data more effectively,” he adds. “For example, a customer flying on an airline will create about 58 different touchpoints of data. There are customers on some long-haul flights for nine or ten hours, which means there are many opportunities to give customers a more personalized experience through better use of data.”
With global uncertainty in the air, some companies are tightening travel budgets while weighing the potential business impact of geopolitical shifts. Still, overall demand for business travel has been rising after a few years of instability. McKinsey Partner Ryan Mann cites a key reason for this upturn: “People have found that there is no substitute for face-to-face engagement with their leaders and colleagues. Employees craving in-person encounters bodes extremely well for business travel.” Corporate travelers’ habits have changed in other ways. Some are extending their stays in certain destinations, alternating leisure days with workdays while they’re on the road. “It's important to remember, obvious as it may be, that business travelers have identities outside of work,” Mann says. “Many of the same elements that can inspire and energize them when engaging in leisure travel might also enhance their business outings.”
Lead by keeping tabs on aviation trends.
— Edited by Eric Quiñones, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:17 - 9 Jun 2025 -
How can CIOs address rising geopolitical risks?
On McKinsey Perspectives
Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms
Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.
—Alex and Axel
•
Under pressure. In the past decade, geopolitical developments have put the global IT operating model under immense pressure—and corporate CIOs are on the front line. They are confronting a patchwork of data laws, increased costs and complexity, and escalating cyberattacks. But current IT policies and models generally aren’t up to the task of addressing the range of geopolitical risks, McKinsey Partner James Kaplan and his coauthors explain. They say that CIOs will need to revise their risk practices, create new ones, and adjust their global operations—by, for example, partnering with business leaders to help shape decisions regarding geopolitical risk.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:48 - 9 Jun 2025 -
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by "Jamani Besa" <besajamani@gmail.com> - 06:11 - 7 Jun 2025 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:59 - 7 Jun 2025
