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He has also worked both in government and the private sector as chief economist for Uber, Lyft, and now Walmart. His book argues that scaling is subject to the so-called ‘Anna Karenina principle’–meaning that even if one factor is wrong, the entire endeavor will fail.
In this conversation with Yuval Atsmon, a senior partner in our London office, John explores ways in which business leaders can assess whether an idea has the power–or ‘the voltage’ to use his phrase–to successfully scale.
You can learn more about John’s book here: https://www.thevoltageeffect.com/
Follow McKinsey's Strategy and Corporate and Finance practice on LinkedIn:
https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance
Explore more Inside the Strategy Room podcast episode transcripts:
https://www.mckinsey.com/itsr
Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/
See www.mckinsey.com/privacy-policy for privacy information
By McKinsey & Company4.3
158158 ratings
He has also worked both in government and the private sector as chief economist for Uber, Lyft, and now Walmart. His book argues that scaling is subject to the so-called ‘Anna Karenina principle’–meaning that even if one factor is wrong, the entire endeavor will fail.
In this conversation with Yuval Atsmon, a senior partner in our London office, John explores ways in which business leaders can assess whether an idea has the power–or ‘the voltage’ to use his phrase–to successfully scale.
You can learn more about John’s book here: https://www.thevoltageeffect.com/
Follow McKinsey's Strategy and Corporate and Finance practice on LinkedIn:
https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance
Explore more Inside the Strategy Room podcast episode transcripts:
https://www.mckinsey.com/itsr
Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/
See www.mckinsey.com/privacy-policy for privacy information

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