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The new wave of innovation is cause for business optimism about 2021

The new wave of innovation is cause for business optimism about 2021

Kevin Sneader, Global Managing Partner at McKinsey & Company, provides perspective on what corporate business leaders are thinking during the global coronavirus crisis:

Should businesses be pessimistic or optimistic about 2021?

It's easy to be gloomy about the year ahead when faced with the realities of a cold, bleak winter in much of the world. Add to that lockdowns across Europe, surging case numbers and hospitalizations, and dreadful events in the Capitol in the US to name a few reasons for pessimism. But I think there is a case for optimism when it comes to this year. After all, it's true to say that it's always darkest before the dawn, and my conversations with business leaders suggest there are reasons to be positive by 2021.

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Latest

Why is TikTok being investigated by the EU over Romania's elections?

Why is TikTok being investigated by the EU over Romania's elections?

Carl Bildt, former prime minister of Sweden and co-chair of the European Council on Foreign Relations, shares his perspective on European politics from Northern Italy.

Why is the EU investigating TikTok over the elections in Romania?

Well in the first round of the Romanian presidential elections, there were suddenly, just days before the election, over 25,000 TikTok accounts that suddenly appeared. And they seemed to be supporting, very heavily, the rather sudden far-right candidate who had quite a result in that particular election that has subsequently been annulled. So it makes sense to investigate what really happened and who was behind it.

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Ukraine kills top Russian general: What it means for the war

Ukraine kills top Russian general: What it means for the war

Ian Bremmer shares his insights on global politics this week on World In :60.

Ukraine assassinated a top Russian general on a Moscow sidewalk. Is this a significant or dangerous escalation?

I think it's a significant escalation in the sense that the highest-ranked Russian official who has been killed by Ukraine in the war has been assassinated in Russia. And it's the kind of thing that, frankly, we've seen from Israel in terms of top officials, Lebanon and Hezbollah, Hamas in Gaza, in Iran. So I mean, this kind of asymmetric warfare, in addition to the fighting on the front lines, is something that we're increasingly getting used to everywhere. But of course, not so much from the weaker power, in this case, Ukraine.

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Can Syria rebuild to welcome returning refugees?

Can Syria rebuild to welcome returning refugees?

Carl Bildt, former prime minister of Sweden and co-chair of the European Council on Foreign Relations, shares his perspective on European politics from San Francisco, United States.

with all of the millions of Syrian refugees that you find in Europe, what's got to be the consequences for them of the fall of the Assad regime?

Well, the first thing that's happened is that European countries have imposed new asylum applications from Syria. That's fairly logical. But the bigger question is, of course, to which is that it will be possible for these people to return. Very many of them want to. There have been a huge number of people who've already returned, primarily from Turkey. But that's going to be dependent upon stability in the governance of Syria. That's still an open question for that. And secondly, economic reconstruction. That is both humanitarian aid and then lifting eventually the economic sanctions so that there is the possibility of bringing the country back again and people having the possibility to go back. Let's see, let's hope, and let's work on that.

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Why Assad’s sudden fall was surprising

Why Assad’s sudden fall was surprising

Ian Bremmer shares his insights on global politics this week on World In :60.

Why did you originally think Assad would be able to resist being overthrown?

I am absolutely surprised at the sudden regime change after 50 years of the Assads being in charge. A couple of reasons for it. First is because despite HTS wanting to engage in strikes, the Turkish government, which has been supporting them militarily, had been saying, "No, no, no." And even when they supported them, it was a flashing yellow light. It was take local territory, let the Syrians have more control over their border region. It was not going after Assad. Also, because the Russians and the Iranians, though they were significantly stretched, were providing military support in the early days. So that's the reason I thought that they were likely to be able to resist, but the fact is that they imploded very, very quickly.

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What France's government collapse means for Macron and Europe

What France's government collapse means for Macron and Europe

Carl Bildt, former prime minister of Sweden and co-chair of the European Council on Foreign Relations, shares his perspective on European politics from Parma, Italy.

First question, obviously, is what's happening in France?

The Barnier government didn't last more than 57 days. It was brought down by the populists of the right and the populists of the left. And Barnier tried to do what needs to be done. Bring the French budget under control. They have a deficit of roughly 6% of GDP. That's double what is allowed under the European Union rules and they were headed to 7%. He had proposed a budget of tax cuts and expenditure cuts, take it down to 5%, which is too high anyhow, and brought down. So what will happen now? Well, Marine Le Pen would like to get rid of Macron. I think that's unlikely to happen in the short perspective anyhow. And Macron, the president, will have to find a new prime minister and a new government. That will take its time. And from the wider European perspective, of course, less than ideal. We have an extremely weak government in Germany heading for elections and likely to lose that particular election. We now have a situation where France doesn't have any functioning government either, and we have things happening on the other side of the Atlantic.

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Why big business should help small business - and how

Why big business should help small business - and how
Kevin Sneader, Global Managing Partner at McKinsey & Company, provides perspective on what corporate business leaders are thinking during the global coronavirus crisis

Should big business care about small business in these times?

The answer is yes and for many reasons. First, small business is the lifeblood of our economies. 45% of employment in emerging countries and 70% in the OECD comes from small and medium enterprises. Moreover, these enterprises have been badly hit by the crisis. Surveys indicate as many as 50% of European small to medium enterprises feel they may not survive over 12 months. While SMEs are relying on government support, larger companies do have a role to play. After all, this includes prioritizing small business and procurement by locking in demand for multiple years, thus facilitating access to good credit, paying receivables to small business in time and where possible, ahead of schedule. Cash flow matters most when you're small. Looking out for small businesses that have lower resilience. For example, financial institutions can lend more and in doing so, ensure deeper customer relationships in the future.

Hurdles to bringing a COVID-19 vaccine to market

Hurdles to bringing a COVID-19 vaccine to market

Kevin Sneader, Global Managing Partner of McKinsey, looks at the challenges around a COVID-19 vaccine from the corporate business leadership perspective on Business In 60 Seconds.

What will it take to bring a COVID-19 vaccine to market?

Now, there are reasons to believe that a COVID-19 vaccine can indeed be developed faster than any other in history. For a start, the characteristics of this virus, unlike some families of viruses, coronaviruses overall have been shown to mutate at relatively low to moderate rates. Moreover, the sheer number of development efforts mean that over 275 vaccine candidates in development, with over 45 already in clinical trials. This is coupled with unprecedented access to funding, given over $17 billion has been committed to vaccine development and supply. That said, there are multiple hurdles to overcome. They start with getting the science right, including validating the platform technologies and demonstrating both safety and efficacy. But let's not forget that we also need enough capacity to manufacture and supply in place to reach patient populations now, and over time. And last, but by no means least, people need to be willing to be vaccinated. In the US in May, 72% of Americans said they would get vaccinated. That number has fallen to 51% in September.

2021 opportunities & threats: inequality, mental health, environment

2021 opportunities & threats: inequality, mental health, environment

Kevin Sneader, Global Managing Partner at McKinsey & Company, provides perspective on what corporate business leaders are thinking during the global coronavirus crisis:

What are the opportunities and threats on the horizon for 2021?

Now, given the pandemic is still raging, it's hard to narrow the threats and opportunities down, but here are three threats and three opportunities. One, a growing likelihood of increased inequality on several fronts. Gender, since a quarter of women in work we recently did with LeanIn.org were either contemplating leaving or taking time out of the workforce. This reached 40% for those with young children. Race, since Black Americans have seen their jobs disappear at a far greater rate than their white counterparts. And income, since COVID deaths are 4 to 5 times higher among the unemployed and are concentrated in jobs that have been hardest hit. The second threat, mental health. The signs are increasing that this is the other side of the health threat that the virus poses. And three, the environment. They need to ensure a green rather than brown recovery at a time when money is tight.

On the opportunities, first off, flexibility in working through remote and other forms of working that are now happening. Secondly, innovation; we've seen more startups this year being started than in any year before. And lastly, the environment; for all that I said there is a risk of a brown recovery, policy makers and businesses alike in much of the world assuring they're prepared to invest behind the business case for a green recovery.

Balancing long-term business strategy with short-term needs

Balancing long-term business strategy with short-term needs

Kevin Sneader, global managing partner for McKinsey & Company, provides perspective on how corporate business leaders think in response to the coronavirus crisis:

Why is managing for the long term difficult?

Well, we know from earlier research that companies that are oriented towards long-term performance, rather than short-term targets, generate more shareholder value, create more jobs, and contribute more economic growth. But we are seeing short-term behaviors, like cutting costs to boost quarterly earnings, have become more common in the past few years. Executives say they face heavy pressure from investors, and even fellow directors, to meet quarterly targets. And recently, disruptions from COVID-19 give executives more short-term issues to deal with. Now let me be clear, short-term results do matter. They're needed to stay credible. However, trouble happens when short-termism ensures focus in quarterly earnings, which have little to do with long-term value creation. It's far more important to pursue steady improvements, and fundamentals like growth, and return on invested capital.

5 steps for planning 2021 budgets amid uncertainty

5 steps for planning 2021 budgets amid uncertainty

Kevin Sneader, global managing partner for McKinsey & Company, provides perspective on how corporate business leaders think in response to the coronavirus crisis:

How can business leaders approach budget planning for 2021 when the environment is so uncertain?

In short, I believe that the planning process for 2021 presents an opportunity to turn hard earned lessons from the COVID-19 pandemic. It's an enduring exercise that links strategy to value. Now, five steps are needed for this to happen.

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How has the pandemic influenced climate action?

How has the pandemic influenced climate action?

Kevin Sneader, global managing partner for McKinsey & Company, provides perspective on how the pandemic has influenced climate action:

Has the pandemic helped or harmed efforts to tackle climate change?

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How COVID is changing consumer behavior

How COVID is changing consumer behavior

Kevin Sneader, global managing partner for McKinsey & Company, provides perspective on how corporate business leaders think in response to the coronavirus crisis:

What does the next normal consumer look like?

COVID-19 is changing how consumers behave across every aspect of their lives. A few examples. Overall, consumption is declining. 12% drop in private consumption is anticipated in the US over the next two years. 35% of Netflix subscribers now use Netflix for educational content. And over 40% of consumers are watching more TV, 40% more social media. But beneath these broad shifts, new behaviors are hiding significant variation. One example, for all the excitement around online shopping, not everyone liked the experience. 60% of Italian consumers shopped online during the crisis, a dramatic increase, but less than 10% said that they found the experience satisfying.

The result? Companies need to rethink their engagement with consumers and specifically reflect on the following, how consumers get their information, meet them where they are, not where they used to be, where consumers purchase, given a rebalancing of the channels that they use, and understand what they value in the shopping experience. Online shopping can certainly be efficient. And when there are no other alternatives, it can even be exciting. But it can also be deadly dull and often frustrating. Reengineering that experience is therefore key.

Three steps to get remote & hybrid learning right

Three steps to get remote & hybrid learning right

Kevin Sneader, global managing partner for McKinsey & Company, provides perspective on how corporate business leaders think in response to the coronavirus crisis:

How do we get remote and hybrid learning right?

For many, this is the back to school season. But this year's preparations are fraught with added anxiety as educators, public health officials, and parents try to balance the need to reduce the spread of the virus with a desire to get students into more productive learning environments. For many students, a full time return to the classroom will not be safe for some time. It's important to understand three lessons in order to get remote and hybrid learning right.

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