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Articles by Tera Allas CBE
Meet the psychological needs of your people—all your people
Too many employers pay too little heed to the needs of the lower earners in their company. Here’s why—and how—they should shift gears. As record numbers of workers quit their jobs, companies are busy trying to figure out how to make working conditions at their organization more attractive and more sustainable. Many companies boast flexible hours, good benefits, and, of course, higher pay. And some go further, looking closely at how roles in the organization can fulfill people’s psychological needs.
Opportunities for UK businesses in the net-zero transition
Supplying the goods and services to enable the global net-zero transition could be worth £1 trillion to UK businesses by 2030. There is wide-ranging consensus on the imperative to decarbonize the global economy in order to mitigate the significant physical, economic, and societal risks from climate change. Clarity is also emerging about the pace and possible pathways that would enable the world’s energy and land-use systems to become compatible with net-zero emissions by 2050.
Being a good boss isn’t easy—here’s how to get better
Good bosses are essential for employee satisfaction and retention. These four practices can help strengthen that leadership muscle. Managers are more important than ever as employee satisfaction moves to the forefront in today’s race for talent. In fact, according to McKinsey research, one of the top factors that employees cited as a reason for quitting amid the Great Attrition was that they didn’t feel valued by their manager.
Four ways that organizations can help tomorrow’s leaders
Organizations can create immense value by helping tomorrow’s leaders develop crucial skills to become better bosses. Employee stress, anxiety, and burnout are on the rise. The pandemic continues to exact a toll on workers, families, and students. For many, time spent working is increasing while that spent with other social groups, like family or church, is decreasing.
Lessons on resilience for small and midsize businesses
Despite unprecedented challenges, many small to medium-sized businesses (SMBs) around the world have shown remarkable resilience and capacity to reinvent themselves, write Tera Allas, Michael Birshan, Anthony Impey, Charlie Mayfield, Jan Mischke, and Lola Woetzel in Harvard Business Review. The Covid-19 crisis exposed stark differences in the fortunes of different small and medium-sized businesses (SMBs).
Facing the future: Britain’s new industrial revolution
By embracing new technologies, UK manufacturers have an opportunity to reinvigorate their sector. In a time of global turbulence, manufacturers in the United Kingdom have an opportunity to reimagine and revitalize their sector. Those that embrace Fourth Industrial Revolution (4IR) technologies—such as digitization, artificial intelligence, robotics, and additive manufacturing—stand to boost performance, shape new business models, and drive sustainable growth.
The boss factor
How you get along with your manager can shape your health, happiness, and productivity. In this episode of The McKinsey Podcast, Diane Brady speaks with McKinsey’s Tera Allas about her research into the impact that your relationship with your boss has on satisfaction on the job and in life. An edited version of their conversation follows. Diane Brady: Hello, and welcome to The McKinsey Podcast. I’m Diane Brady. Every business wants to do well, both in society and, of course, in its bottom line.
Problems amid progress: Improving lives and livelihoods for ethnic minorities in the United Kingdom
The need to make sustained and serious progress toward ethnic and racial justice is clear—in the United Kingdom and elsewhere. COVID-19 has disproportionately affected Britain’s ethnic minorities. In the longer term, globalization and automation could worsen inequality. What to do depends on the specific circumstances of each country. Our colleagues in the United States have published a series of analyses on specific ethnic groups.
Committees - UK Parliament
Experts discuss UK economic readjustment and building a sustainable recovery with Committee On Tuesday 10 November at 3pm, the Economic Affairs Committee holds its penultimate evidence session on the Employment and COVID-19 inquiry. The first panel focuses on the nature of the economic readjustment, whilst the second panel focuses on building a sustainable economic recovery.
A smarter approach to cost reduction in the public sector
Most cost-cutting programs fail. To do better for less, governments need to build capabilities, harness data and analytics, and reinvest savings. The demands on governments are greater than ever, yet many countries face tough constraints on public spending. Worldwide, total gross government debt increased from $51 trillion in 2010 to $65 trillion in 2016 (in real 2010 prices).
Entregando resultados para os cidadãos: como triplicar a taxa de sucesso das transformações governamentais
Um aumento no número de transformações governamentais bem-sucedidas poderia contribuir para solucionar os maiores desafios da sociedade, atender melhor às necessidades dos cidadãos e dar suporte ao uso mais produtivo dos recursos públicos. Governos ao redor do mundo sabem que, para atender às necessidades de seus cidadãos, eles precisam transformar os serviços que oferecem.
Improving outcomes with better government productivity
Sure, productivity can save money. But it could also improve education, fine-tune tax collection, and add 12 billion healthy-life years for the world’s population. When citizens are asked about their expectations of government, they focus on specific, real outcomes—better education, healthcare, and job opportunities, for example, are top priorities.
Accelerating the diffusion of technology-enabled business practices
New research highlights some of the most important actions available to executives. McKinsey research has long demonstrated the wide gap between productivity levels in different countries. Research in 2015, for example, suggested that if the degree of productivity dispersion among the bottom 75 percent of UK firms matched that of Germany, the United Kingdom would be more than £100 billion better off annually as measured by incremental gross value added (GVA).
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