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This week, McKinsey experts took a step back to consider the effects of the COVID crisis on the economic system in which much of the world operates: capitalism. Here new reports offer complementary views. One tactic is simply to publish your targets: a Danish power company put forth a ten-year plan to switch from coal to renewables; they did it in nine years, while simultaneously increasing profits by 43 percent. Employees may be the stakeholders that need the most attention.

COVID-19 and the great reset: Briefing note #32, November 18, 2020

Nearly all employers are aware of the challenges and have established polices to help, but they are finding it hard to execute their diversity, equity, and inclusion DEI strategies. Asking and answering a set of tough questions can help companies close the gap.

Our experts also considered the future of corporate training, an expensive and often ineffective activity—when it did succeed, it was through in-person, hands-on learning. The new page report is now available for download. Executives everywhere are thinking about the potential for successful vaccines to deliver the next normal. This week saw some surprising news about a large COVIDvaccine trial: a leading candidate has an efficacy rate of about 90 percent. With the end in sight, or at least in fuzzy focus, companies are thinking ahead. A critical challenge for companies in the postcrisis era will be articulating clear, meaningful, and authentic purposes.

Some companies seem to have the answer : they know their reasons for being, communicate them easily to customers, and enjoy the results. Our new framework exhibit can help others think through these knotty issues. Governments have not lost sight of their purpose, but fulfilling it has become much more difficult.

Our latest research shows a particularly effective bridge for governments to consider: real estate. The public controls a vast amount of acreage, office space, and other assets, and governments can extract much more revenue from them without breaching the public trust. Our latest observations find that many organizations are accelerating their cost-reduction targets, modifying their operating models on the fly, and redefining their functional priorities. Our new regional research considers two large economies in Asia. As Organizations Reliance On Technology Continues To behavior has changed, pockets of growth are shifting, and leadership and management practices are in flux; businesses that manufacture and sell in China must be alive to the changes.

Say what? Executives have noticed the striking rise in COVID cases in many parts of the world, yet they remain positive—if a trifle more wary. But the balance is still tilted toward a positive outlook, especially where profits and customer demand are concerned. As of October, they are solidly in favor of scenario A1 a muted recovery but also see B2 a prolonged and insufficient recovery as a scenario to consider. Unsure about the terminology? In a new interactivewe explain our scenarios, what executives are thinking, and how that thinking has changed over time. The pandemic has illustrated both sides of the equation.

The uncertainty cube uses https://amazonia.fiocruz.br/scdp/blog/story-in-italian/myself-as-a-philosopher-essay.php macroeconomic and financing parameters to generate highly specific advice by which to steer such a business. Operating models, too, have come under pressure at companies facing great uncertainty. One way forward may be to embark, at last, on a true transformation. This week, we were delighted to sit down with two executives cutting remarkable paths through the pandemic.]