How concentrated is global trade?

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Reimagining global trade

In the news

•

New world-trade winners. It’s becoming trendy to discuss deglobalization. However, the possibility that countries will keep readjusting trade flows is more probable. This will, of course, generate new winners in global trade. 2022 was a tough year for international commerce, with COVID-19-related lockdowns in Asia and conflict in Europe fracturing supply chains and rattling the world. Although leaders relish highlighting the return of jobs to home countries, it’s not easy to do an about-face on globalization. [WSJ]

•

Shipping hub strikes. Workers were a force to be reckoned with in 2022. Labor unrest at major ports in Africa, Asia, and Europe shook up global supply chains. Rising food and energy prices coupled with stagnant salaries roused employees to make their demands heard, according to freight-forwarding agents, shipping companies, and union experts. In 2022, operations at shipping hubs were hampered by protesting or striking workers at least 38 times, according to one risk management provider. That’s more than four times higher than in 2021. [Bloomberg]

About 15% of the trade of global goods corresponds to cases where the importing economy relies on only two or fewer nations. Laptops, chromium, and palm oil are all examples.

On McKinsey.com

•

Relationships reexamined. Global trade partnerships have fostered economic growth and increased worldwide product availability. But recent events, including rising geopolitical tensions, have motivated leaders to reexamine global interdependencies. How should companies and countries adjust trading relationships, if at all? To learn where concentration in global trade exists, McKinsey senior partner Olivia White and colleagues analyzed McKinsey Global Institute (MGI) research on more than 120 countries, roughly 6,000 products, and eight million trade corridors.

•

Concentration creates complications. Global concentration, or when relatively few economies export a given product, can reflect and promote increased efficiency. However, the interruption of concentrated trade flows for products that are difficult to replace on short notice can be particularly disruptive. MGI research finds that for 40% of global trade, the importing economy relies on three or fewer nations for the supply of a given product or manufactured good. Find out where global trade is most concentrated and ways to reassess trading relationships.

View global-trade concentration

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:37 - 18 Jan 2023

Diversity, Equity, and Inclusion Lighthouses 2023

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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

When it comes to implementing much needed diversity, equity, and inclusion initiatives, the spirit is certainly willing: in the past few years, we’ve seen all kinds of pledges, positive intent, and active discussion. Indeed, increased parity is one of the major themes of the World Economic Forum’s annual meeting in Davos, which kicked off this week. But progress is simply too slow. To cite just one example, at the current rate it will take 151 years to close the global economic gender gap at all levels. In order to do better, we need to know what works and what doesn’t work. Toward this and other DEI goals, a cross-industry group including McKinsey and the World Economic Forum have launched the DEI Lighthouses Program, to identify and disseminate best practices for progress toward advising diversity, equity, and inclusion in the workplace. For 2023, it has released the first Diversity, Equity, and Inclusion Lighthouses report, which includes findings that identify five key success factors common among DEI initiatives that had significant impact. To learn more, as well as how to implement them, check out this new article.

Diversity, Equity and Inclusion Lighthouses 2023

Leaders need clarity on what works to improve diversity, equity, and inclusion. Our 2023 report shows success factors that contributed to significant, quantifiable, scalable, and sustainable DEI impact.

Be accountable

Quote of the day

“If you’re a manager, don’t make assumptions about what the people who work for you want to do. Ask them. We are in a time of change. Let yourself be surprised. Ask your employee questions about what they would like and see what they say to you.”

—Myra Strober, a labor economist and professor emerita at Stanford University, on how people can people bring about systemic change in a recent Author Talks interview

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:50 - 17 Jan 2023

1.1 billion people with newly achieved high living standards live in this country

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1.1 billion people with newly achieved high living standards live in this country

Over the first two decades of the 21st century, more than two billion people lived in microregions that achieved life expectancy of more than 72.5 years and income greater than $8,300; 1.1 billion of these people lived in China. But economic gains varied across microregions. For instance, growth rates between big Chinese cities such as Yulin and Anshan differed by as much as ten times. To find out why, check out China times two: The worldwide spread of progress, Chapter 5 of Pixels of Progress from the McKinsey Global Institute. And to learn more about the report from the authors and leading experts, register for a webinar on January 24 at 10:00 am ET.

China through the microregional lens

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by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 01:14 - 17 Jan 2023

A who’s who of global decision makers: Davos 2023

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On Davos

In the news

•

Record attendance. More than 50 heads of state and government, about 300 government ministers, and roughly 600 CEOs are among those expected to travel to the Alpine resort city of Davos, Switzerland, to participate in the 2023 annual meeting hosted by the World Economic Forum (WEF). Forum president Børge Brende highlighted the “record participation” of government leaders, including representatives from Colombia, the Philippines, and South Korea. Delegates are to address challenges such as a slowing global economy and a changing climate. [AP]

•

Tough topics. World leaders and business chiefs are assembling in Davos to confront a wide range of topics, including advancing sustainability, ensuring gender and racial equity, and reskilling workers. Leaders are “stuck in a crisis mindset,” which the 2023 annual meeting “should help to shift,” said Klaus Schwab, founder and executive chairman of the WEF. The 2022 meeting was pushed from January to May following a rise in COVID-19 cases. [Reuters]

A record turnout is expected in 2023, with more than 2,500 delegates likely to attend the annual meeting in Davos.

On McKinsey.com

•

Global gathering. Davos, a modest ski resort in Switzerland, is famous for hosting the annual meeting of the WEF. Each January, delegates from global business, government, civil society, media, and academia come together to attend sessions meant to spark fruitful discussions on the most pressing issues of the day. The meeting, which brings together perhaps the largest gathering of global decision makers all year, creates opportunities to network and socialize “with amazing leaders,” says McKinsey senior partner Acha Leke.

•

Big and small voices. McKinsey’s partnership with the WEF for the Davos meeting each year includes events and interventions aligned with shared goals. While the spotlight shines brightly on well-known names, “the small voices bring a lot of hope,” says McKinsey senior partner Sven Smit. “In Davos, I always like to meet the start-up or technology company that comes up with an idea that, if it works, could scale through the planet and change something,” Smit shares. Read our new McKinsey Explainer (“What is Davos?”) for some key themes for the annual meeting.

Learn more about Davos

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:45 - 17 Jan 2023

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Taking a principled approach to inclusion: A leader’s guide

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

As the US remembers Martin Luther King Jr. today, the urgency of working toward social equality comes even more to the forefront. The business case for diversity is well established; studies have shown a correlation between increased workforce inclusion—particularly on executive teams—and the likelihood of improved financial performance . But while many organizations have built diversity, equity, and inclusion (DEI) into their hiring practices, progress remains uneven. Recent research shows that the business case itself, with its emphasis on the economic impact of diversity, can make the very groups that it is supposed to help feel “othered” and devalued . Rather than focusing narrowly on the commercial benefits of DEI, leaders may want to consider taking broader, principled actions to help diverse workforces thrive.

AN IDEA

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Don’t overlook the value of the CDO role

What does a chief diversity officer (CDO) really do? If you don’t know, you’re not alone. “The CDO position may have been created with the best of intentions, but many organizations don’t seem to know quite what it is,” state McKinsey partner Monne Williams and her colleagues. “The scope and nature of the position are often poorly defined, with ambiguity about everything from its purpose to its authority.” CDOs are critical to steering corporate responses to societal issues , but they often don’t have clear objectives or adequate resources; for example, only 35 percent say they have access to the employee demographic data they need. McKinsey experts note that CDOs are best positioned for success when they know the role’s exact mission and scope, its position in the organizational structure, and the talent profile—skills, knowledge, attributes, and experience—that it requires.

A BIG NUMBER

5

That’s the number of practical actions it may take to achieve quantifiable and sustainable DEI impact, according to a new McKinsey report written in partnership with the World Economic Forum, whose annual meeting takes place this week in Davos, Switzerland . One action is to create a meaningful definition of success—a critical step that connects inclusion efforts to an organization’s values and mission. For example, a professional-services company created a five-year, five-point social-mobility action plan with quantifiable goals, such as supporting 100 young people with technology degree apprenticeships and upskilling 250 social enterprises across the US. Another action in support of inclusion is to design solutions suited to the context: a global steel manufacturer launched a program that addressed historically marginalized groups and developed the first-ever transgender hiring effort in its home country.

A QUOTE

“You don’t have to explain why you value innovation, resilience, or integrity. So why treat diversity any differently?”

That’s academics Oriane Georgeac and Aneeta Rattan on why corporations should consider the “fairness” case for diversity—an approach that justifies diversity on moral grounds. In their research, Georgeac and Rattan found that underrepresented candidates who read an employer’s business case for diversity—compared with neutral messaging—reported being 27 percent more concerned about stereotyping and lack of belonging. A fairness case has less of a negative impact, but the authors propose a bolder option. “Don’t justify your commitment to diversity at all,” they say. “If you don’t need an explanation for the presence of well-represented groups in the workplace beyond their expertise, then you don’t need a justification for the presence of underrepresented groups either.”

A SPOTLIGHT INTERVIEW

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To make any significant progress on inclusion, organizations must become precise about what it really means, says McKinsey senior partner Bill Schaninger in this podcast. “Most people characterize inclusion on two levels: their own direct, felt experience and the way they perceive their organization more broadly,” he says. There can be discrepancies between the two —for example, employees may feel left out of important decisions even if they perceive an organization as fair (such as in performance evaluations). Managing such situations can be tricky, but leaders can signal their openness to engaging in dialogue, says McKinsey partner Bryan Hancock . “Recognize that you don’t know exactly how to have the conversation and might not say exactly the right thing,” he suggests. “But be curious. Being a curious learner can help start the conversation.”

MAKE THE GRADE

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Ever since the idea of emotional intelligence entered the business lexicon in the 1990s, it has become as important a predictor of job performance as the standard intelligence quotient. Add to this another increasingly popular measure—the cultural intelligence quotient (CQ), which evaluates your ability to function effectively across national, ethnic, and organizational cultures . The CQ isn’t just about avoiding bad etiquette ; rather, it shows whether you’re capable of understanding the dynamics of specific cultures and how they affect your business. In our era of diverse, multicultural, and global workforces, passing a CQ test may well be a hallmark of good leadership.

Lead diversely.

— Edited by Rama Ramaswami, senior editor, New York

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:54 - 16 Jan 2023

Planon Workplace Edition: Valuable insights from smart workplace sensors

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by "Fiverr" <no-reply@announce.fiverr.com> - 08:03 - 15 Jan 2023

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ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE

Our Charting the Path to the Next Normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored food loss, hydrogen’s role in the journey to net zero, the education-to-employment sector, AI solutions for optimizing workforce management, and demand for electric vehicles.

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:45 - 14 Jan 2023

Acelerar la transición energética, región por región

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Destacados mensuales, Enero de 2023

Por mucho que nos gustaría dejar atrás las turbulencias de 2022, gran parte perdurará en el nuevo año. El mundo todavía está conmocionado por las sacudidas geopolíticas, económicas y, sobre todo, por la transición energética, que parece más desordenada que nunca. En el artículo destacado de este mes, Daniel Pacthod, Hamid Samandari, Humayun Tai y otros coautores destacan una serie de acciones a corto plazo que los países y regiones de todo el mundo podrían tomar para garantizar la transición de su sistema energético, sin dejar de centrarse en las necesidades inmediatas de dependencia energética y asequibilidad, para lograr así una transición “más ordenada”. Otros temas destacados en la edición de este mes son:

•

La adopción, el impacto y el gasto en IA, y cómo los líderes de IA se están adelantando a la competencia

•

La volatilidad en el balance mundial

•

Cómo las empresas pueden tener éxito frente al capital y el talento limitados

•

Seis principios que están en el centro de cualquier esfuerzo exitoso para convertirse en una empresa de software

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La transición energética: Una agenda región por región para la acción a corto plazo

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Haga la transición

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El estado de la IA en 2022 y el balance de media década

Los resultados de la Encuesta Global de McKinsey sobre la inteligencia artificial (IA) de este año muestran la expansión del uso de la tecnología desde que comenzamos a monitorearla hace cinco años, pero con un panorama subyacente matizado.
Profundice en los resultados

Balance global 2022: Entra la volatilidad

El crecimiento del balance global se aceleró durante la pandemia, pero se detuvo en 2022.
Entérese y gestione

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Planeación para 2023: Cómo pueden triunfar las empresas con sede en EE.UU. cuando el capital y el talento son limitados

La Gran Recesión demostró el valor de la disciplina del capital. Como las tasas de interés seguirán altas durante más tiempo, los líderes estadounidenses pueden poner en práctica esas lecciones.
Ponga la teoría en práctica

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Toda empresa es una empresa de software: Seis cosas que deben hacer para tener éxito

A medida que el software transforma todas las industrias, los líderes deben recurrir a un nuevo libro de tácticas.
Aprenda el nuevo libro

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El poder del diseño en tiempos difíciles

El diseño importa, y no solo en los buenos tiempos. Los CEOs que adoptan el un enfoque de diseño pueden mejorar su estrategia y navegar mejor en esta era de volatilidad.
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Conozca al miembro más nuevo de la C-suite de consumo: El director de transformación

Cada vez más empresas de consumo recurren a directores de transformación, pero su función a menudo no está bien definida. Aquí explicamos cómo las organizaciones pueden empoderar este puesto crucial para impulsar un cambio holístico.
Cree una receta para el éxito

Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés.

ALSO New

Inflation-weary Americans are increasingly pessimistic about the economy

Nature in the balance: What companies can do to restore natural capital

Meet the newest member of the consumer C-suite: The chief transformation officer

Projecting the global value of cloud: $3 trillion is up for grabs for companies that go beyond adoption

Author Talks: After founding Grubhub, Mike Evans is still hungry

European talent is ready to walk out the door. How should companies respond?

The board’s role in building resilience

New York Metro Area workforce: Challenges and opportunities for growth

2023 McKinsey China Consumer Report: A Time of Resilience

Author Talks: Rules of power from Jeffrey Pfeffer to help you get your way

Talent in a changing market: What now?

Risk and resilience priorities, as told by chief risk officers

Survey results: Expectations for company performance, by industry

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A journey through some of the year’s biggest inflection points, plus the insights to help you make sense of them.

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2022: The year in images

Reflecting on the past year sheds light on pivotal moments and forges the path toward a resilient future.

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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:20 - 14 Jan 2023

Davos, global trade, innovation and more: The Daily Read weekender

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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

As you slide into the weekend, take a moment to get the latest on Davos 2023, global trade, innovation to weather uncertainty, and more.

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The World Economic Forum’s (WEF) annual meeting in Davos kicks off next week. McKinsey's Tracy Francis and Daniel Pacthod discuss why Davos matters and the five themes that will be explored.

Galvanize the conversation

The world is an interconnected place. McKinsey Global Institute’s Olivia White, Jonathan Woetzel, Sven Smit, Jeongmin Seong, and Tiago Devesa examine concentrated trading relationships and how companies and countries should think about them.

Get a better view

In times of uncertainty, companies need to find emerging pockets of growth that can help them secure long-term success—and innovation is critical to achieving that goal, write Michael Birshan and his coauthors.

Evolve your business needs

Our weekly briefing note on sustainable and inclusive growth explores Davos 2023, strategies for reaching Black consumers, telemedicine, and more.

Get updated

QUOTE OF THE DAY

“And advice that I give others, which maybe is borne out of my own journey, is take your work seriously but don’t take yourself too seriously. It’s just the reality.”

—Paul Hudson, CEO of Sanofi, on the most valuable advice he received in his career in “‘Stay grounded, stay humble’: Sanofi CEO Paul Hudson”

chart of the day

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See today’s chart

Ready to unwind?

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What is Davos?

Davos, Switzerland, is where the World Economic Forum holds its annual meeting. Delegates from many sectors converge for several days of talks and meetings to address urgent global issues.

Understand the agenda

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Data Points: Your weekly quiz

How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out.

Take the quiz

50-Across: With 51-Across, youthful dread

Know the answer? Test yourself with the latest McKinsey Crossword, Young ’Uns | No. 110.

Act your age

— Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:15 - 13 Jan 2023

What were some of the biggest tech highlights of 2022?

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

While only 11% of AI-using companies reported leveraging the capabilities behind generative AI models, we expect that to increase next year.

On McKinsey.com

•

Top three AI capabilities. In 2022, organizations continued to increase their use of AI. From 2018 to 2022, the average number of AI capabilities that organizations used doubled from 1.9 to 3.8, according to research by McKinsey senior partner Alex Singla and colleagues. Robotic process automation, computer vision, and natural-language text topped the list of the capabilities that companies were most likely to use. Looking ahead, generative AI models like ChatGPT and Stable Diffusion could usher in the next boom in AI use.

•

Millions of metaverse users. Interest in the metaverse is intensifying. In 2021, global online searches for “metaverse” surged 7,200%, and one metaverse online gaming platform reportedly hit over 55 million daily active users in 2022. While it’s still early days for the metaverse, it has the potential to become the next version of the internet. Our review of consumer and enterprise use cases suggests that by 2030, the metaverse may generate up to $5 trillion in value. Explore eight charts that capture some of the biggest technology developments of 2022.

See the big tech stories of 2022

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:04 - 12 Jan 2023

Artificial intelligence in strategy

Harmony Internal - McKinsey

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

Artificial intelligence has become commonplace, in business as well as in our personal toys and appliances. But while business functions like marketing, supply chain management, and service operations have been quick to embrace the promise of AI, strategists have been more reticent. Yet strategy can greatly benefit from AI, says McKinsey senior partner Yuval Atsmon in a new episode of McKinsey’s Inside the Strategy Room podcast. From analytics and forecasts of today to carefully managed delegation of decisions in the future, the right AI tools can help businesses unlock key improvements including less-biased decision making and faster strategic choices.

Artificial intelligence in strategy

AI tools can help executives avoid biases in decisions, pull insights out of oceans of data, and make strategic choices more quickly. And that’s just the beginning.

Tune in

Quote of the day

“As underwriters, we tend to look at the world from the rearview mirror, very retroactively. We need to get out of that mindset and look instead at the risk landscape that we’re in today. . . . How do we anticipate the risk and evolve our ways of thinking to be able to better price, underwrite, and ultimately provide the capacity that’s needed?”

—Juan C. Andrade, CEO of Everest, on addressing emerging risks in the insurance industry in “Leading with purpose: An interview with Everest’s Juan C. Andrade”

Chart of the day

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See today’s chart

ALSO NEW

A young woman sitting on her couch wrapped in a blanket with used tissues laying next to her.

One billion days lost: How COVID-19 is hurting the US workforce

COVID-19 may no longer be a pandemic, but the disease likely reduced the availability of the US workforce by as much as 2.6 percent in 2022—a burden on productivity that could last for years.

Grasp the ramifications

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Unlocking the industrial potential of robotics and automation

Results from the 2022 McKinsey Global Industrial Robotics Survey reveal that industrial companies are set to spend heavily on robotics and automation. However, many will need help to complete the journey.

Get a head start

‘Stay grounded, stay humble’: Sanofi CEO Paul Hudson

In the wake of the COVID-19 pandemic, one of the first non-French leaders of the pharmaceutical company Sanofi explains cultural transformations, the growth of AI in decision making, and how he stays humble.

Be impactful

— Edited by Stephanie d’Arc Taylor, editor, Southern California

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:21 - 12 Jan 2023

Is life expectancy declining in your region?

Harmony Internal - McKinsey

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Learn more about McKinsey Global Institute

New from McKinsey & Company

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Is life expectancy declining in your region?

Of the almost 660 microregions where life expectancy has declined over the past two decades, 650 are in Mexico and the United States. What’s causing this health decline? And which microregions are “firing on all cylinders” when it comes to GDP and population growth? Find out in Never stop: Progress in health and income at the top, Chapter 4 of Pixels of Progress from the McKinsey Global Institute.

Understand the opportunities

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McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android.

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by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 02:30 - 12 Jan 2023

You're invited 🎙 Webinar: Cost-effective hiring - Smarter ways to find and attract top global talent

Hi MD 👋 you are exclusively invited to join us to our upcoming webinar..

Cost-effective hiring: Smarter ways to find and attract top global talent

Date and times:

Thursday, January 26th, 2023
5.00PM UTC
6:00PM CET
12:00PM EST
9:00AM PST

What will you learn?

Where to find the best talent around the world
Building a headcount budget for your distributed team
How to account for benefits, stock options, and more
Establishing a fair and equitable global compensation plan
Creating systems and processes to welcome a distributed workforce

Companies thrive when they have great teams. But how can you grow a team of all-stars while keeping your headcount budget on track?

Remote has helped thousands of businesses expand their teams. In this special online event, experts from Remote's own HR and People team will share their tips and experiences about how to find, attract, onboard, and retain the best global candidates for your open roles — all while staying on budget.

Speakers:

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Pavania Naidu - Senior Total Rewards Specialist at Remote

Karen Falenius - Director of International Growth

Save your spot today

Attendees at this event will also be eligible for SHRM credit!

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by "Remote" <hello@remote-comms.com> - 10:30 - 12 Jan 2023

API Trends in 2023 - Don’t Miss the Webinar

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2023 API Predictions: Shift-Left and Standardize for Success

Haven't made plans for January 18th yet? Good!

We are hosting our next webinar where we will share our predictions for APIs in 2023 and teasers of the incredible innovations coming to SmartBear in 2023.

Register Now

Hi Abul,

We’re excited for our next webinar, 2023 API Predictions: Shift-Left and Standardize for Success, and hope you are too!

Join SmartBear API gurus Frank Kilcommins and Alex Bonstrom as they discuss:

Insights from 2022’s API trends and our predictions for 2023
The possible impact of economic headwinds - and how to mitigate those impacts
How APIs can drive seamless digital experiences, foster rapid innovation, help to maintain regulatory standards

Hope to see you there!

Andrew Marotta

Growth Marketing Manager, SmartBear

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by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 09:35 - 12 Jan 2023

More than 40,000 microregions tell a nuanced story of human development over 20 years

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

Humanity’s progress in pixels

In the news

•

The ‘best time ever.’ People—journalists included—tend to pay more attention to bad news than good. Yet even when reflecting upon a challenging year, “this may still be the best time ever to be alive,” muses Nicholas Kristof. The global child mortality rate is continuing to decline in spite of the COVID-19 pandemic. In addition, the number of people living in extreme poverty fell slightly in 2022, according to the World Bank. Health tech is also advancing. Scientists are developing new, life-saving malaria vaccines and innovative gene therapies. [NYT]

•

Cause for optimism. For life on Earth to keep getting better, humanity must address problems like the climate crisis. That will take prevailing over the forces that threaten to divide societies. Human lives are improving, with the share of the population in extreme poverty dropping to 8.4% in 2019 from roughly 60% in 1950, per the World Bank. Likewise, the UN’s human development index—which considers life expectancy, living standards, and education—has increased from 1990 to 2019. But the COVID-19 pandemic has set back some of that progress. FT]

Only 70 million people—a scant 1% of the world’s population in 2019—lived in microregions that experienced declining life expectancy from 2000 to 2019.

On McKinsey.com

•

Pixels of progress. A new McKinsey Global Institute report, Pixels of Progress: A granular look at human development around the world, provides a dramatically different perspective of human progress. The report, coauthored by McKinsey senior partner Sven Smit and his colleagues, splits the world into more than 40,000 microregions, delivering a view of development that is 230 times more granular than a country perspective. Enhancing our understanding of global progress could help countries and organizations make better, more targeted decisions.

•

Two decades of development. Our new data set reveals the true extent of human development from 2000 to 2019. Almost half the world’s population in 2019 lived in places with living standards only attained by the top 21% in 2000. Meanwhile, the group of people living in microregions with the lowest living standards fell from a high of more than one billion in 2000 to a few hundred million in 2019. See six chapters of the report that reveal humanity’s progress over the past 20 years, and register for a webinar with authors and experts on January 24, 2023.

Explore the research

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:28 - 12 Jan 2023

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by "Jignesh Pardeshi" <official@uffizio.in> - 10:30 - 11 Jan 2023

Keeping up with Black consumers

Harmony Internal - McKinsey

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

What role does fashion play in your life? For many Black American consumers, it is linked to one’s personal and cultural identity, according to senior partners Tiffany Burns, Shelley Stewart, partner Ammanuel Zegeye, and their coauthors. In a new article, they write that “Black Americans have long set and influenced broader tastes and trends in fashion” and it is time for fashion brands to better meet the needs of this segment across the value chain. Be sure to check it out and see how companies can effectively serve Black consumers, including amplifying Black-owned brands and strengthening the presence of brands in Black communities.

Unlocking the full potential in fashion for Black consumers

Fashion brands can forge stronger connections with this segment by pursuing four strategies.

Change the paradigm

Quote of the day

“Among the industrial sectors surveyed, the biggest spender on automation over the next five years is set to be retail and consumer goods.”

—Results from the 2022 McKinsey Global Industrial Robotics Survey in “Unlocking the industrial potential of robotics and automation”

Chart of the day

Chart detailing the global race for edtech funding is accelerating, and competition spans across all previous boundaries

See today’s chart

ALSO NEW

Leading with purpose: An interview with Everest’s Juan C. Andrade

Everest CEO Juan C. Andrade discusses how to be a proactive insurer and the mindset required to succeed despite and amid the challenges of today.

Watch the videos

Business colleagues studying graphs on screen in meeting room

Real-world data quality: What are the opportunities and challenges?

Growth in the availability and variety of real-world data, including nonhealth sources of data, opens up new opportunities, as well as challenges, in their application to real-world evidence and improving health outcomes.

Evaluate the data

Busy interconnected highways at different levels against sky-scrapers in China

From sci-fi to reality: Autonomous driving in China

New technologies and regulations have made autonomous driving possible. In this changing landscape, the strategic roles of manufacturers may vary.

See what's new

— Edited by Hanna Carney, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:28 - 11 Jan 2023

Archives

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