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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US-Israel rift over UN resolution: More drama than long-term impact

US-Israel rift over UN resolution: More drama than long-term impact

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

How will the US-Israel relationship be affected by the US backing a Gaza cease-fire resolution at the UN?

Well, it was high drama yesterday when Prime Minister Netanyahu said he was going to immediately suspend an Israeli delegation that was going to visit the United States on the back of that decision.Very unhappy that the Americans decided to allow it to go ahead and abstain as opposed to by themselves vetoing. And keep in mind that all every other permanent and nonpermanent member of the Security Council has voted in favor. A lot of US allies there. And you know, that would seem to be a big deal, except Yoav Gallant, Minister of Defense, still stayed in the United States and had a series of very productive and high level meetings with his counterparts in the US. And there are still negotiations proceeding that are constructive between the US and Israel and Qatar to engage with Hamas and try to get a temporary cease-fire done and a bunch of hostages released also called for immediate release by the UN Security Council resolution. So I think there's a lot more drama here than there is actual impact on the US-Israel relationship. And certainly a lot of pressure that continues to mount on a very unpopular Israeli Prime Minister Netanyahu at home.

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Moscow terror attack: What happens next?

Moscow terror attack: What happens next?

Carl Bildt, former prime minister of Sweden, shares his perspective on European politics from Stockholm.

What's going to happen after the horrible terrorist attack in Moscow?

Well, obviously, the Russian authorities have great difficulties with it. The US gave advance warning that something could happen in Moscow. It was repeated by several other embassies. That was publicly dismissed by Putin. And, of course, Putin is saying that all of the danger that is there is Ukraine and the West. Nothing else. He has everything under control. And then suddenly, well over 100 people dead. And evidently the security authorities responding fairly slowly. So he has now to adjust his narrative.

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Hong Kong's new security law ends remaining political independence

Hong Kong's new security law ends remaining political independence

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

How will the new security law affect all aspects of life in Hong Kong?

Takes away small remaining vestiges of political independence, none of which people expected were going to be maintained for long. The Chinese government really fast tracked this, which did, you know, antagonize a lot of people on the island. But at the same time, I mean, they're already basically shut down, you know, free Democratic media and made it impossible to engage in demonstrations that were seen as difficult or upsetting to the mainland. I mean, Hong Kong is no longer a bridge into mainland China. It is now a component of a greater Chinese economy. And to the extent that economy starts turning around and doing better, Hong Kong will do well. It's not right now, so it's not performing quite as effectively. And, you know, a lot of the expats have already gotten out of Dodge.

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Putin wins another classic Soviet election

Putin wins another classic Soviet election

Carl Bildt, former prime minister of Sweden, shares his perspective on European politics from Stockholm.

To the surprise of absolutely no one, it's been announced that Vladimir Putin has won the presidential election with a record support and a record turnout. It was, by all standards, a Soviet election. With all of the restrictions that you could think of and the real result, well, it wasn't very much to choose between.

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The US vs TikTok (and China)

The US vs TikTok (and China)

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

Four years since the US declared COVID a national emergency, how did it permanently reshape the world?

Well, a couple of things. First, it meant that US-China relations got worse, not better. The World Health Organization, the one global organization meant to deal with pandemics, got delegitimized. This was not a crisis that led to greater cooperation. It led to greater mistrust and greater polarization, in part because it wasn't a big enough crisis. Thankfully, we had vaccines really fast, and it also turned out that COVID really affected mostly the super elderly and those with serious preexisting conditions. All of that allowed the geopolitical rifts that already exist to get worse. One good thing, aside from the fact that technology really works, is that the Europeans got stronger on the back of this crisis. They now have more coordinated capabilities to respond to health crises than they did before the pandemic hit. And that has been the EU response to a lot of crises recently, Brexit, the Russian invasion of Ukraine, you name it.

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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

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

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

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

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?

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

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

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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