麦肯锡：2024 年首席执行官的八项优先事项( 英文 95页)

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What matters most? Eight priorities for CEOs in 2024

Contents

1. Gen AI: The start of something big

Innovators dominate headlines. Scalers dominate markets.

1 Technology’s generational moment with generative AI: A CIO and CTO guide

2. Outcompeting with technology

Most digital transformations fail to deliver the expected impact. Our playbook has

helped hundreds complete their reinvention and find the missing value.

13 Rewired to outcompete 

(McKinsey Quarterly)

3. The energy transition: Time is short

Commitments are abundant; actions, not so much. Leaders can make the next moves.

22 Full throttle on net zero: Creating value in the face of uncertainty

28 Scaling green businesses: Next moves for leaders

35 Decarbonize and create value: How incumbents can tackle the steep challenge 

4. Navigating the road to courageous growth

All roads do not lead to Rome.

Leaders need to find the path that works for them.

45 The ten rules of growth

57 Five paths to TSR outperformance

5. What’s your superpower?

Institutional capability building: sounds dull, right?

It’s anything but. Find out how distinctive companies get that way.

63 What’s your superpower?

How companies can build an institutional capability to achieve competitive advantage

6. Learn to love your middle managers

Stop thinking of middlemanagement as a way station. Instead, make it a destination.

69 Middle managers are the heart of your company

(McKinsey Quarterly)

7 .Geopolitics: Beating the odds

A new world order might be emerging from the current upheaval. Leaders can anticipate some shifts and position their companies for success.

76 Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings)

A new lens on the macroeconomy

Hard landing, soft landing, no landing at all? While analysts debate, smart leaders are moving on to consider the bigger picture.

81 Why the path of global wealth and growth matters for strategy 

(McKinsey Quarterly)

最重要的是什么？2024年CEO的八大优先事项

目录

1 生成式人工智能：伟大事业的开始

创新者主导头条。扩展者主导市场。

1 技术的世代时刻与生成式人工智能：CIO和CTO指南

2 通过技术实现竞争优势

大多数数字转型未能产生预期的影响。我们的操作手册已经帮助数百家企业完成重塑并找到缺失的价值。

13 重新连接以实现竞争优势

（麦肯锡季刊）

3 能源转型：时间紧迫

承诺很多，行动不太多。领导者可以迈出下一步。

22 净零的全速前进：在不确定性面前创造价值

28 扩大绿色业务规模：领导者的下一步行动

35 脱碳并创造价值：现有企业如何应对严峻挑战

4 通往勇敢增长之路

不是所有的道路都通往罗马。

领导者需要找到适合他们的道路。

45 增长的十大规则

57 超越TSR的五条路径

5 你的超能力是什么？

机构能力建设：听起来乏味，对吧？

但实际上并非如此。了解独特公司如何取得这种优势。

63 你的超能力是什么？

公司如何建立机构能力以取得竞争优势

6 爱护你的中层管理人员

不要把中层管理看作是一个中转站。相反，把它作为一个目的地。

69 中层管理是你公司的核心

（麦肯锡季刊）

7 地缘政治：打破陈规

一个新的世界秩序可能正在当前的动荡中崛起。领导者可以预见一些变化，并使他们的公司成功地定位。

76 黑天鹅、灰犀牛和银边：预见地缘政治风险（和机遇）

8 宏观经济的新视角

硬着陆、软着陆，或者根本没有着陆？虽然分析师们在争论，聪明的领导者正在考虑更宏观的图景。

81 为什么全球财富和增长路径对战略至关重要

（麦肯锡季刊）