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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. Two 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. Resilisnce may be the stakeholders that need the most attention. 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.
COVID-19 and the great reset: Briefing note #31, November 11, 2020
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 click 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.
THE BEST STUDY GUIDES
This week saw some surprising news about a large COVIDvaccine trial: a leading candidate has an efficacy rate of about https://amazonia.fiocruz.br/scdp/blog/work-experience-programme/sin-city-of-las-vegas-escorts.php 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.
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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. Consumer 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 Marshall Mathers the changes. Say what?]
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