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Articles by Kevin Sneader
Trends that will define 2021 and beyond: Six months on
In January 2021, we made a series of projections about trends that would characterize 2021 and the recovery from the COVID-19 pandemic (see sidebar, “Trends projected in January 2021”). Since then, some countries have rolled out widespread COVID-19-vaccination efforts; in others, there have been reverses. Circumstances have changed. Six months later, we have updated our work, with a focus on the United States.
Trends that will define 2021 and beyond: Six months on
In January 2021, we discussed how the COVID-19 pandemic could change the economy. How did we do? In January 2021, we made a series of projections about trends that would characterize 2021 and the recovery from the COVID-19 pandemic (see sidebar, “Trends projected in January 2021”). Since then, some countries have rolled out widespread COVID-19-vaccination efforts; in others, there have been reverses. Circumstances have changed.
Tendencias que definirán 2021 y más allá: seis meses después
En enero de 2021, analizamos cómo la pandemia de la COVID-19 podría cambiar la economía. ¿Cómo nos fue? En enero de 2021, hicimos una serie de proyecciones sobre las tendencias que caracterizarían el año y la recuperación de la pandemia de la COVID-19 (véase el recuadro “Tendencias proyectadas en enero de 2021”). Desde entonces, algunos países han desplegado esfuerzos generalizados de vacunación contra la COVID-19; en otros, ha habido retrocesos. Las circunstancias han cambiado.
The eight trends that will define 2021–and beyond
Crises tend to give rise to remarkable innovations and insights. Today is just such a moment, raising challenges to many long-held beliefs about how companies should operate. In this episode of the Inside the Strategy Room podcast, McKinsey’s global leader Kevin Sneader talks with senior partner Celia Huber about the eight trends that will shape the post-COVID-19 economy, which he writes about in his recent article.
The eight trends that will define 2021–and beyond
Kevin Sneader discusses the new ideas and business models transforming industry landscapes. Crises tend to give rise to remarkable innovations and insights. Today is just such a moment, raising challenges to many long-held beliefs about how companies should operate.
Las ocho tendencias que definirán 2021—y más allá
El socio director global de McKinsey analiza las nuevas ideas y modelos de negocio que están transformando el panorama de la industria. Las crisis suelen dar lugar a notables innovaciones y conocimientos. Ahora estamos precisamente en un momento así, que pone en tela de juicio muchas creencias arraigadas sobre el funcionamiento de las empresas.
America 2021: Rebuilding lives and livelihoods after COVID-19
Call it D-Day, with the “D” standing for “deliverance.” As the COVID-19 vaccines begin to roll out, it is possible to believe that the worst will be behind us in the next year—just as the original D-Day, in June 1944, augured the end of World War II in Europe 11 months later. Last July, we argued that there were lessons from the postwar era for our own.
O novo normal chegou: tendências que definirão 2021 – e o futuro
As empresas passaram a maior parte dos últimos nove meses lutando para se adaptar a circunstâncias extraordinárias. Mesmo que a batalha contra a pandemia da COVID-19 ainda não tenha sido ganha, com a vacina já à vista, finalmente podemos vislumbrar uma luz fraca e distante no fim do túnel – sempre com a esperança de que não haja um outro trem vindo em nossa direção. O ano de 2021 será de transição.
Llegada de la nueva normalidad: tendencias que definirán el 2021 y siguientes
Las empresas han pasado la mayor parte de los últimos nueve meses luchando para adaptarse a circunstancias extraordinarias y, aunque todavía no hemos ganado la batalla contra la Covid-19 a pesar de tener ya vacunas a la vista, hay al menos un poco de luz al final del túnel, y la esperanza de que no nos atropelle otro tren. El año 2021 será de transición.
The next normal arrives: Trends that will define 2021--and beyond
Businesses have spent much of the past nine months scrambling to adapt to extraordinary circumstances. While the fight against the COVID-19 pandemic is not yet won, with a vaccine in sight, there is at least a faint light at the end of the tunnel—along with the hope that another train isn’t heading our way. 00:00 Audio Listen to this article 2021 will be the year of transition.
The future of business: 2021 and beyond
About this McKinsey Live event 2020 has been a year like no other. What have leaders learned from the unprecedented disruption—and what can they expect from the year to come? Join us for the capstone event of our McKinsey Live virtual event series, with McKinsey’s global managing partner, Kevin Sneader. Kevin will reflect on one of the most challenging years in recent memory, share what he’s hearing from leaders worldwide, and take questions on what we might look forward to in 2021 and beyond.
The emerging resilients: Achieving ‘escape velocity’
In 2019, McKinsey asked companies to prepare for the possibility of a recession. Of course, we had no idea then that the COVID-19 pandemic would be the trigger, nor that the recession would cut as deeply as it has. But it was clear then that the foregoing growth cycle was already of unusual duration. The pace was slowing, furthermore, and the potential for shocks was greater than for renewed growth.
The emerging resilients: Achieving ‘escape velocity’
In 2019, McKinsey asked companies to prepare for the possibility of a recession. Of course, we had no idea then that the COVID-19 pandemic would be the trigger, nor that the recession would cut as deeply as it has. But it was clear then that the foregoing growth cycle was already of unusual duration. The pace was slowing, furthermore, and the potential for shocks was greater than for renewed growth.
The emerging resilients: Achieving ‘escape velocity’
In 2019, McKinsey asked companies to prepare for the possibility of a recession. Of course, we had no idea then that the COVID-19 pandemic would be the trigger, nor that the recession would cut as deeply as it has. But it was clear then that the foregoing growth cycle was already of unusual duration. The pace was slowing, furthermore, and the potential for shocks was greater than for renewed growth.
As Women Fight to Maintain Progress, Companies Need to Reimagine How They Operate
Kevin Sneader and Lareina Yee of McKinsey say the shift to working from home has been challenging but also shows the potential of embracing flexibility. Photo: Sean McCabe By Kevin Sneader and Lareina Yee Updated Sept. 30, 2020 12:01 am ET For years, American corporations tried to increase job flexibility with scant success. The pandemic ushered in more flexibility, along with added responsibilities and few boundaries.
What now? Decisive actions to emerge stronger in the next normal
As many business leaders return from a summer break that was far from normal, they may be asking themselves: What now? Over the past six months, they have reorganized supply chains, set up remote operations, and made tough financial decisions. But without a COVID-19 vaccine yet available, not much feels different, and the summer pause hasn’t done much to relieve fatigue. One priority, then, is to reenergize the organization—to act rather than react.
What now? Decisive actions to emerge stronger in the next normal
Special Report What now? Decisive actions to emerge stronger in the next normal Download this collection of insights on what companies need to do now—six months into the pandemic—as they continue on the path to the next normal. As many business leaders return from a summer break that was far from normal, they may be asking themselves: What now? Over the past six months, they have reorganized supply chains, set up remote operations, and made tough financial decisions.
COVID-19 and climate change expose dangers of unstable supply chains
With the world undergoing its second “once in a generation” disruption in 12 years, a reappraisal of supply chains is in order. When a high-rise goes up, it is designed to withstand everything from gale-force winds to earthquakes and fires. But few multinational companies have applied the same kind of preemptive stress-testing to their supply chains. Manufacturers have built intricate production networks to deliver efficiency but have left little margin for error.
COVID-19 and climate change expose dangers of unstable supply chains
When a high-rise goes up, it is designed to withstand everything from gale-force winds to earthquakes and fires. But few multinational companies have applied the same kind of preemptive stress-testing to their supply chains. Manufacturers have built intricate production networks to deliver efficiency but have left little margin for error. The COVID-19 pandemic has revealed how fragile lengthy, complex supply chains can be—and how much society has riding on their continued smooth functioning.
Winning the peace: The role of business in forging a post-COVID-19 recovery
In our previous article earlier this week, we noted that after World War II, international organizations and the public and private sectors worked together to create the conditions for two decades of strong, broad-based economic growth in Western Europe, Japan, and the United States. This record, we argued, offered lessons for the world today, and we suggested some specific ways to reshape globalization and renew the public sector. In this article, we turn to the role of the private sector.
Winning the peace: Lessons from history for a post-coronavirus economic recovery
The French have a phrase for it—“les trente glorieuses.” The German term is “wirtschaftswunder,” or economic miracle, and the Italian is similar, “il miracolo economico.” In the United States, it’s just the “good old days.” Whatever the term, it recalls the decades after World War II, in which strong economic growth—4% annually in the United States, 5% in Western Europe, and 8% in Japan from 1950–70—spread prosperity widely.
The CEO moment: Leadership for a new era
COVID-19 has created a massive humanitarian challenge: millions ill and hundreds of thousands of lives lost; soaring unemployment rates in the world’s most robust economies; food banks stretched beyond capacity; governments straining to deliver critical services.
The toughest leadership test
The coronavirus pandemic has been an epic test of character and determination for millions of people around the world. Nothing compares with the sacrifice of workers on the front lines in hospitals and other essential services. In the business context, CEOs have had to cope with extraordinary demands: for them, the pandemic has been an ultimate leadership test.
America 2021: Rebuilding lives and livelihoods after COVID-19
Call it D-Day, with the “D” standing for “deliverance.” As the COVID-19 vaccines begin to roll out, it is possible to believe that the worst will be behind us in the next year—just as the original D-Day, in June 1944, augured the end of World War II in Europe 11 months later. Last July, we argued that there were lessons from the postwar era for our own.
The next normal for Asia
By Kevin Sneader, Global Managing Partner, McKinsey & Company The COVID-19 pandemic is a world-changing event.
The great balancing act: Managing the coming $30 trillion deficit while restoring economic growth
The dual imperative of our time is to save lives and safeguard livelihoods—and governments around the world are pulling out all the stops to do so. The resulting ramp-up of relief and stimulus spending to unprecedented levels has occurred just as tax revenues have slumped. As a result, government deficits worldwide could reach $9 trillion to $11 trillion in 2020, and a cumulative total of as much as $30 trillion by 2023.
The great balancing act: Managing the coming $30 trillion deficit while restoring economic growth
The dual imperative of our time is to save lives and safeguard livelihoods—and governments around the world are pulling out all the stops to do so. The resulting ramp-up of relief and stimulus spending to unprecedented levels has occurred just as tax revenues have slumped. As a result, government deficits worldwide could reach $9 trillion to $11 trillion in 2020, and a cumulative total of as much as $30 trillion by 2023.
Da sobrevivência à prosperidade: reinventando o retorno pós-COVID-19
A Copa do Mundo de 1966 foi um gol contra para o futebol brasileiro. Apesar de ter ganhado as duas edições anteriores, o time foi eliminado na primeira fase, e sua estrela – Pelé – não desempenhou o que se esperava dele. Recebendo faltas frequentes e duras, ele ameaçou nunca mais voltar a jogar uma Copa do Mundo. Muitos se perguntaram se os dias de glória do futebol brasileiro teriam chegado ao fim.
From surviving to thriving: Reimagining the post-COVID-19 return
The 1966 World Cup marked a low point for Brazilian soccer. Although the winner of the previous two tournaments, the team was eliminated in the first round, and its star player, Pelé, failed to perform. Fouled frequently and flagrantly, he threatened never to return to the World Cup. Many wondered if Brazil’s glory days were over.
The future is not what it used to be: Thoughts on the shape of the next normal
Dealing with the coronavirus crisis and its aftermath could be the imperative of our times. Indeed, we have argued that it augurs the “imminent restructuring of the global economic order.” As Ian Davis, one of our previous managing partners, wrote in 2009 in the midst of the global financial crisis: “For some organizations, near-term survival is the only agenda item.
Un futur inattendu : anticiper les contours de la prochaine norme
La crise du coronavirus constitue un bouleversement mondial sans précédent. Voici sept basculements fondamentaux que les dirigeants devraient prendre en compte pour préparer leurs organisations à la prochaine norme. Surmonter la crise du coronavirus et ses répercussions sera l’impératif de notre temps. Comme nous l’avions avancé en mars , cette crise laisse en effet augurer une « restructuration imminente de l’ordre économique mondial ». Comment se préparer à un bouleversement d’une telle ampleur ?
Além do coronavírus: o caminho para o próximo normal
O coronavírus não é apenas uma crise de saúde de proporções gigantescas – também representa uma iminente reestruturação da ordem econômica global. Neste artigo, discutimos como os líderes podem começar a navegar pelo que está por vir. “Para algumas organizações, a sobrevivência no curto prazo é o único item da agenda. Outras estão espiando através da cortina de incertezas, pensando como irão se posicionar uma vez que a crise tiver passado e as coisas voltarem ao normal.
Beyond coronavirus: The path to the next normal
The coronavirus is not only a health crisis of immense proportion—it’s also an imminent restructuring of the global economic order. Here’s how leaders can begin navigating to what’s next. “For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal.
Beyond coronavirus: The path to the next normal
“For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal.
The McKinsey & Company I Hope the World Gets to Know | RealClearMarkets
In 1989, I started work at McKinsey & Company as a newly minted graduate from the University of Glasgow. I expected to work hard; do what my clients asked; and, perhaps, learn some skills along the way. I was surprised to encounter a firm where values, ethics and principles were debated as often as spreadsheets and presentations, and where the question “What is the right thing to do?” was discussed regularly. Read Full Article » Show comments Hide Comments
Op-Ed: The McKinsey I hope the world gets to know
Kevin Sneader speaks on stage during #BoFVOICES on November 30, 2018 in Oxfordshire, England. John Phillips | Getty Images In 1989, I started work at McKinsey & Company as a newly minted graduate from the University of Glasgow. I expected to work hard; do what my clients asked; and, perhaps, learn some skills along the way.
Davos 2020: What mattered
January 27, 2020Unseasonably and somewhat unnervingly mild temperatures provided a fitting backdrop for what emerged as the top issue at the 2020 World Economic Forum Annual Meeting: climate change and its risks. But that was far from the only topic. At the end of this year’s Annual Meeting, I sat down with Rik Kirkland, our director of publishing, to share my reflections. Here are four key takeaways, which are also captured in this video. Climate risk is firmly established as a C-suite issue.
Confronting the early-career gender gap
Commitment to gender parity at the senior level in companies has been on the rise, and we are starting to see results. The average C-suite has 24 percent more women than in 2015. The share of open roles going to women is rising, through either promotions or hiring. That progress engenders more progress: C-suite members have an outsize impact on promoting diversity and inclusion in their companies. They also are visible role models to other women coming up the ranks.
Confronting the early-career gender gap
Commitment to gender parity at the senior level in companies has been on the rise, and we are starting to see results. The average C-suite has 24 percent more women than in 2015. The share of open roles going to women is rising, through either promotions or hiring. That progress engenders more progress: C-suite members have an outsize impact on promoting diversity and inclusion in their companies. They also are visible role models to other women coming up the ranks.
Confronting the early-career gender gap
To achieve workforce parity, businesses should apply the same practices they are using against the glass ceiling. Commitment to gender parity at the senior level in companies has been on the rise, and we are starting to see results. The average C-suite has 24 percent more women than in 2015. The share of open roles going to women is rising, through either promotions or hiring.
Remedies for Early-Career Gender Gap Are Already in Companies’ Hands
Commitment to gender parity at the senior level in companies has been on the rise, and we are starting to see results. The average C-suite has 24% more women than in 2015. The share of open roles going to women is rising, through either promotions or hiring. That progress engenders more progress: C-suite members have an outsize impact on promoting diversity and inclusion in their companies. They also are visible role models to other women coming up the ranks.
Earth to CEO: Your company is already at risk from climate change
The next decade is decisive. Acting now to prepare your enterprise for climate change will pay off. Does your business treat climate change as a far-off risk, something for the future but not a priority today? That’s a mistake. Climate change is here. Its economic impact is real and growing, and action now is essential. Look at Florida’s tidal flooding, for example.
Commentary: Earth to CEO—Your Company Is Already at Risk From Climate Change
One of the best places to celebrate Lunar New Year is just outside Vancouver
Earth to CEO: Your company is already at risk from climate change
Does your business treat climate change as a far-off risk, something for the future but not a priority today? That’s a mistake. Climate change is here. Its economic impact is real and growing, and action now is essential. Look at Florida’s tidal flooding, for example. Waters rose above the “nuisance” threshold in parts of Miami-Dade 14 days a year on average between 2005 and 2017, more than triple the rate of the 11 years prior.
What Southeast Asia needs to become a major player in artificial intelligence
Artificial intelligence (AI) is still in its early stages in Southeast Asia: the use of machine learning—an AI application in which machines are given access to data to learn from—is just beginning to have an impact on the region. If Southeast Asia wants to catch up to the United States and China, the two major hubs of AI development, it needs to coordinate efforts to put fundamental building blocks in place.
‘And now win the peace’: Ten lessons from history for the next normal
Two months after Germany surrendered, Britain held a general election. “And now win the peace,” exhorted the Labour Party, which promised massive social and economic change. The words struck a chord and Labour won big, sweeping Winston Churchill out of leadership.
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