Mckinsey Covid, McKinsey partners with leaders on strategy, innovati

Mckinsey Covid, McKinsey partners with leaders on strategy, innovating to net zero, leading with tech, and building capabilities for a sustainable, inclusive, growing future. Explore McKinsey’s curated collection on the business outlook for 2021 and beyond—plus insights about how companies can emerge stronger from the coronavirus crisis. McKinsey Health Institute (MHI) is founded on the conviction that humanity could add 45 billion extra years of higher-quality life over the next decade. In a McKinsey survey, around one in five respondents reported lower physical wellness than before the pandemic, while around one in three reported lower emotional wellness. Stock market performance reveals the impact of Covid-19 on capital markets--accelerating trends, growing gaps between the winners, and value to megaplayers. This McKinsey collection explores the development, rollout, and future of vaccines. Forty-one percent say that they are more productive than they had been before and 28 … COVID-19 crisis’s impact on cybersecurity spending CISOs responded to the pandemic by quickly instituting measures to maintain business continuity and protect against new cyberthreats. La crisis de la COVID-19 puso a las cadenas de suministro bajo los reflectores. People and places with the lowest … Based in Frankfurt, Achim Berg leads McKinsey’s Global Apparel, Fashion & Luxury group and is active in all relevant sectors including clothing, textiles, footwear, athletic wear, beauty, accessories and … Despite the unprecedented social and economic uncertainty and hardship created by COVID-19, Indonesia can take steps now to prepare for the … Changes in consumer behavior continue to ripple through the US food and agricultural supply chains. As the large scale rollout continues around the world, with 4. Organizations are standing up analytics capabilities in a matter of weeks to inform business responses to COVID-19 challenges and prepare for the future. Since 1964, McKinsey Quarterly has delivered our most distinctive, crosscutting insights. Comments and requests for copies or for permissions to republish an article can be sent via email to McKinsey_Risk@McKinsey. Savvy sales leaders are learning how to adapt to the next normal. COVID‐19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely … COVID-19 has affected every sector across the globe, and the hotel industry is among the hardest hit. COVID-19 will likely affect global freight flows more profoundly than any other recent crisis. 32 billion doses administered, new … If Indonesia can quickly return to prepandemic growth rates, the country may become the world’s 7th largest economy by 2030. We expect nine shifts to … We suggest near-term actions to save lives and safeguard livelihoods in rural communities as they manage the pandemic on three fronts: … The COVID-19 coronavirus pandemic led to a huge acceleration in the digital transformation businesses were already facing. School systems can respond across multiple horizons to help students get back on track. But more than half of those surveyed worry they might not be in business in 12 months. We’re delighted to mark its 60th birthday with a yearlong celebration featuring special issues, interactive experiences, and … 1 Q: How has the coronavirus (COVID-19) situation affected your (household) income over the past two weeks? and Brazil was from McKinsey & Company, COVID-19 Consumer Pulse … Sin embargo, nos disculpamos de antemano por cualquier falla de traducción que pueda notar. On March 23, 2020, McKinsey introduced the twin imperatives of safeguarding our lives and our livelihoods and a nine-scenario framework to … Explore McKinsey’s most popular, innovative insights from a year of tremendous change—2020’s top articles and reports, charts, images, podcasts, webinars, … Introduction It’s safe to say that for much of the world, the COVID-19 pandemic’s second year did not provide much of a reprieve from the tremendous uncertainty of its first. Superar la pandemia exige un esfuerzo coordinado sin precedentes de los sectores … EEUU % del empleo desplazado por las tendencias aceleradas por la Covid-19 Contribución como porcentaje del PIB (%) PIB Baleares Canarias Andalucía Cataluña Aragón C. Telehealth has helped expand access to care for patients restricted from seeing their doctors. Rarely have supply-chain leaders faced more complex, changing conditions than they have during the COVID-19 pandemic. While the pandemic has set back learning for all students, it has been especially cruel to Black, Hispanic, and Indigenous children. Agradecemos sus comentarios en reader_input@mckinsey. What can airlines do in response to deep changes in the sector? Las tecnologías de la Cuarta Revolución Industrial o Industria 4. Four trends could unlock opportunities that enable retailers, brands, and investors to shape the next normal. 0 technologies But the role of Industry 4. com El año pasado, la pandemia causada por la covid … COVID-19-vaccine stakeholders should agree upon common requirements and processes for generating and sharing threat intelligence. Las tecnologías de la Industria 4. 1 To understand these changes, McKinsey commissioned a survey of … COVID-19 is changing consumer behavior in at least six important ways. Our research suggests that recovery to pre-COVID-19 levels could take until 2023—or later. In a post–COVID-19 world, the potenti l to reduce real-estate costs could be significant. Consumer demand will change for years to come due to the pandemic, as longstanding habits and behaviors were upended during its height. The surveys, now fielded in 45 countries, are conducted … Experts in healthcare, pandemic response, finance, commerce, security, and innovation discuss new approaches to end the pandemic when vaccination measures alone may not be enough, and the enduring costs of … Car sales and production after COVID-19Consider car and truck buying. Learning delays, diminished mental health, absenteeism: US K–12 students face significant challenges in the wake of the pandemic. To manage continuity, they … Las crecientes disparidades en el desempeño y el aumento de la valoración de unas pocas empresas de élite demuestran una aceleración de las tendencias inducidas por la pandemia. The COVID-19 crisis has exposed vulnerabilities in operating models and the urgency to reimagine … The COVID-19 crisis has compelled many leaders to rethink ways of working. The COVID-19 crisis looks set to accelerate an overdue transformation of the world’s largest ecosystem. How can business continue to adapt in 2022? What is good for gender equality is good for the economy and society. Continue to meet the need for safety and security With the threat of a second wave of COVID-19 infections or other disruptions, leaders would be well served to codify an approach to mitigating … To lessen coronavirus' impact on India, they have moved quickly-- implementing a nationwide, 21-day lockdown, with a view plan and adequately … In a new survey, leaders say the pandemic has alerted them to the urgency of getting learning programs right. Since mid-March, McKinsey has fielded consumer surveys across the globe to understand the impact of COVID-19 on consumer sentiment and stated behavior. The document provides insights from a November 2020 consumer survey conducted across several European countries regarding the impact of the second COVID-19 lockdown. Some are essential for this site to function; others help us understand how you use the site, so we can improve it. American consumers are navigating a “new normal” of living with COVID-19, embracing at-home testing and the added convenience of virtual care, and seeking new options for how and … The COVID-19 pandemic forced a shift to remote learning overnight for most higher-education students, starting in the spring of 2020. Yet the demand for a data … Explore McKinsey’s most popular, innovative insights from a year of tremendous change—2020’s top articles and reports, charts, images, podcasts, webinars, newsletters, and more. Awareness of attacks on COVID-19-vaccine deployment will increase resilience … En un momento en que buena parte de la población mundial respeta la recomendación o la obligación de quedarse en casa y las normas de distanciamiento físico, los restaurantes y cafeterías permanecen vacíos. This regularly updated collection of articles draws together McKinsey’s … t @ 2020 McKinsey & Current as of June 1, 2020 COVID-19 is, first and foremost, a global humanitarian challenge. Six principles for leaders as they make decisions during the coronavirus pandemic … The COVID-19 pandemic has upended nearly every aspect of life, from the personal (how people live and work) to the professional (how … Supply-chain recovery in coronavirus times—plan for now and the future Actions taken now to mitigate impacts on supply chains from coronavirus can also build resilience against future shocks. COVID‐19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely … Sin embargo, nos disculpamos de antemano por cualquier falla de traducción que pueda notar. Según una nueva encuesta, la crisis desatada por la covid-19 ha acelerado los cambios operativos y una colaboración más intensa entre los consejos directivos y el equipo gerencial, lo cual es clave para el éxito de los consejos directivos. We expect nine shifts to radically change the construction value chain, and offer a blueprint for the next normal … Now is the time to think about retail M&A after COVID-19. ¿Cómo describirían la pandemia de la COVID-19 en relación con las crisis … En el último año, la pandemia de COVID-19 ha acelerado rápida y dramáticamente la necesidad de nuevas habilidades en la fuerza laboral. Players utilizing digital solutions are better-positioned … The coronavirus pandemic is a humanitarian crisis that continues to affect lives and livelihoods around the world. Production and costs could hinder what should be near-record … The pandemic has exacerbated issues around the mental health of healthcare workers. En la actualidad, la adopción se divide entre quienes las poseen o … According to McKinsey research, 80 percent of people questioned report that they enjoy working from home. Simply getting market-comparable lease rates and negotiating … Las tendencias aceleradas por COVID-19 pueden impulsar mayores cambios en la combinación de trabajos dentro de las economías de lo que estimamos antes de la pandemia. What should companies do now? Two-speed adoption of Industry 4. Consumer optimism varies by country depending on what stage each country is in the coronavirus contagion cycle. Twelve trends, accelerated by COVID-19, are disrupting the consumer good industry’s traditional success model. Inclusion and diversity are at risk during COVID-19—but are critical for business recovery, resilience, and reimagination. He aquí cómo utilizar esas lecciones para elaborar un mejor enfoque de cómo … COVID-19 is changing how B2B buyers and sellers interact. The COVID-19 crisis and the related levels of burnout that people are experiencing at work remain pervasive problems, especially among employed parents, according to a new McKinsey survey. Con las perspectivas de la inmunidad de rebaño desvaneciéndose, la COVID-19 endémica nos ha alcanzado y se necesitan nuevos enfoques de “toda la sociedad”. Minority-owned small businesses could be disproportionately affected by COVID-19. Five actions show a way forward. In this McKinsey webinar, experts highlight four … The pandemic has accelerated operational changes and stronger collaboration between boards of directors and management that are key to a board’s success. Traffic will return to the roads when the coronavirus pandemic abates, but the automotive aftermarket will be fundamentally changed. These figures are in line with what beauty-product consumers are reporting in McKinsey COVID … Survey results show employees are feeling anxious about post-pandemic working arrangements and the future of remote work, even if you don’t yet know what to tell them. McKinsey: La COVID-19 no es la primera pandemia y, por desgracia, probablemente no será la última. And they’re gradually getting back on the road, whether by car or other means. McKinsey’s evolving perspectives on when will the COVID-19 pandemic end in the United States updated to examine how timing will vary around the world. En primer lugar, la sociedad tendrá que llegar a un consenso sobre lo que es una carga de enfermedad … This issue is available online at McKinsey. Cell and gene therapy promises life-changing treatments, but COVID-19 has hit the sector hard. Understanding which changes are likely to stick will help … The COVID-19 crisis looks set to accelerate an overdue transformation of the world’s largest ecosystem. How quickly will US consumers feel comfortable eating out again? COVID-19 has not only been a devastating public-health crisis; it has also been the restaurant industry’s greatest challenge to date. En el último año, los líderes de las cadenas de suministro han tomado medidas decisivas en respuesta a los retos de la pandemia: adaptarse eficazmente a … The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. McKinsey's "Empty spaces and hybrid places" study looks at how the pandemic has affected the global real estate market and what we can expect to see next. 1 Q: How has the coronavirus (COVID-19) situation affected your (household) income over the past two weeks? and Brazil was from McKinsey & Company, COVID-19 Consumer Pulse surveys, conducted … US consumers exhibited strong optimism and spend in October, driven by consumers across the age and income spectrum. Will your strategy keep you ahead of the accelerated pace of change? Liz Harrison is a partner in McKinsey’s Charlotte office, Dennis Spillecke is a senior partner in the Cologne office, Jennifer Stanley is a partner in the Boston office, and Jenny Tsai is an associate partner in the New York office. Even before the pandemic … The COVID-19 pandemic has affected the gold-mining industry and its workers. com La pandemia causada por la covid-19 cambió la … Beyond the pandemic, decisive action is vital to accelerate vaccine innovation across the full range of infectious diseases. In these interviews, experts and executives talk about how they are addressing the coronavirus pandemic. Focus on digital strategy now -- during the coronavirus crisis -- to provide near-term help to employees, customers, and the broad set of stakeholders. com. How will these changes ultimately affect the semiconductor industry, and how can leaders respond? COVID-19 and education: An emerging K-shaped recovery As US students return to classrooms, some are catching up on unfinished learning, but others are falling further behind, widening prepandemic … Leading oil and gas companies will use the COVID-19 crisis to redefine their reasons for being and their basis for distinctiveness. 6 percent in 2022. Customer experience in the next normal after COVID-19 Companies that adapt to the changing needs of customers will recover more rapidly and be … Decision making is hard under the best circumstances. How quickly COVID-19 vaccine production can ramp up will depend on “technology transfer”—the capabilities and processes that can speed … Since early March, when COVID-19 began its global spread, McKinsey has published 350 articles, surveys, reports, and conversations on the impact of … The COVID-19 crisis is creating an extraordinary strain on society, which must deal with the infection, the fear of infection, and the physical, emotional, and financial implications of physical distancing. Winter is coming, and COVID-19 cases are spiking again. Here’s how companies can manage through the crisis and build resilience against future … By acting quickly, real estate industry leaders can best serve end-users and ensure their own viability during-and after-the COVID-19 humanitarian challenge. Learn more about potential economic outcomes of the COVID-19 crisis and how global executives rate the likelihood of each one. 6 million jobs, or 24 percent of the UK workforce, are at risk because of COVID-19-related lockdowns. Investors are providing similar … COVID 19 has accelerated existing trends with a few elite companies extending their performance lead over the rest of the field. Leaders should prepare along three horizons—safeguarding patients and … What leadership needs in a crisis is not a predefined response plan but behaviors and mindsets that will prevent them from overreacting and help … Pharma operations leaders are shaping the workforce of the future in the post-COVID-19 path to recovery. Introduction It’s safe to say that for much of the world, the COVID-19 pandemic’s second year did not provide much of a reprieve from the tremendous uncertainty of its first. US states and districts have the opportunity to not only help students catch up on unfinished learning from the pandemic but also tackle long-standing historical inequities in education. COVID‐19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. Este es el momento de construir a partir del desempeño en modo crisis y de aprovechar los aprendizajes de este período – trabajo … The airline sector needs to grapple with five new realities—and devise strategies to adapt. Actions taken today will determine if its full potential is realized after the crisis is over. Providers can develop an integrated framework promoting … The industrial IoT can help companies navigate the current crisis and emerge stronger once operations ramp up again. Schools must … Two McKinsey experts offer their perspectives on how businesses can develop business strategies for the new normal after the COVID0-19 … For example, as of February 2022, 90 percent of McKinsey COVID-19 Hospital Insights Survey respondents said workforce shortages were a … For more on the pandemic and the world’s response to it, see McKinsey Global Publishing’s full collection of insights on the next normal … The rapid development of COVID-19 vaccines has had a profound effect on the world. COVID-19’s impact on women puts that into stark relief and raises critically important choices. COVID-19 persists. Navegue por la colección Este artículo es fruto de la colaboración de Sven Smit, Martin Hirt, Ezra Greenberg, Susan Lund, Kevin Buehler y Arvind Govindarajan, en representación de las opiniones del McKinsey Global Institute y de las … Consumer behavior had to change radically in response to the COVID-19 lockdown. Organizations must reimagine their work and the role of offices in creating safe, productive, and enjoyable jobs and lives for employees. In the face of new challenges, finishing … Perspectives on the coronavirus outbreak and how organizations can prepare for the next normal, comprising several dozen briefing notes published throughout 2020. McKinsey Academy, for instance, has updated its Ability to Execute platform with a COVID-19-related edition that provides a series of training … So what are companies doing to meet the reskilling challenge? During a McKinsey Live webinar, partners Florian Pollner and Angelika Reich discussed … To best respond to the changes driven by the coronavirus pandemic, pharma companies should consider reorienting their commercial models to … The ongoing crisis holds profound lessons that can help us address climate change post-coronavirus—if we make greater economic and … The COVID-19 pandemic is contracting in some countries while expanding in others, shaping the attitudes and behaviors of financial decision … As COVID-19 continues to affect lives and livelihoods around the world, we can already see that the pandemic and its economic fallout are having a regressive effect on gender equality. Yet companies are falling short in … COVID-19 has severely disrupted pharma and medtech R&D. Las medidas que se tomen ahora para mitigar el impacto del coronavirus en la cadena de suministro también crean resiliencia contra shocks futuros. Descubrimos que puede surgir una … 12 Sapana Agrawal, Aaron De Smet, Sébastien Lacroix, and Angelika Reich, “To emerge stronger from the COVID‐19 crisis, companies should start reskilling their workforces now,” May 2020, McKinsey. Yet the demand for a data … In many cases, the network of teams will include an integrated nerve center covering four domains: workforce protection, supply-chain stabilization, customer engagement, and financial stress testing … This latest global survey looks at the impact of COVID-19 on frontline nurses and the factors contributing to them leaving or staying in the … The global COVID-19 pandemic has presented executives with the most challenging times in their careers. In China, McKinsey research has seen online revenues for beauty-industry players rise 20 to 30 percent during the outbreak. Understanding where … Months into the COVID-19 pandemic, which continues to affect a growing number of countries and people,1 the responses to our newest McKinsey Global Survey on economic sentiment confirm the … With prospects of herd immunity fading, endemic COVID-19 is upon us, and new “whole of society” approaches are needed. The COVID-19 crisis has reminded business leaders that a more capable workforce creates more resilient companies. To thrive in the next normal, B2B companies will need to continue … The COVID-19 pandemic has caused major disruption to our working lives in the short term, and is likely to change the way that we work in the long term. Testing is considered critical to containing COVID-19, yet many countries have encountered diagnostic-supply shortages. McKinsey: The Pfizer–BioNTech vaccine is the first to receive US EUA for adolescents aged 12 to 15 years. Leaders in the fashion industry must take quick action while also planning for post-crisis realities as millions of people in North America rely on … As lockdowns begin to loosen, resources need to be directed with care to aide European economic recovery post COVID-19. Semiconductor companies that begin revising their long-term strategies to consider semiconductor demand in 2021 may emerge stronger in … In McKinsey’s early April survey of nearly 700 respondents in Indonesia, 49 percent said they believe the Indonesian economy will rebound within 2 to 3 months and grow at a similar or even faster clip than … The coronavirus is shifting demand patterns for major semiconductor end markets. Here are strategies to navigate the … In this article, we explore six new pharmaceutical industry trends that are reshaping operations strategy in the face of rising costs, complexity, and risks. For more on the pandemic and the world’s response to it, see McKinsey Global Publishing’s full collection of insights on the next normal beyond the coronavirus. Sixty-nine percent of respondents say that their organizations do more skill building now than they did before the COVID-19 crisis (Exhibit 1), a much more dramatic increase than they report for the other four actions. Amid the COVID-19 pandemic, the way companies buy from and sell to each other now looks very different than it used to—perhaps permanently. This collection focuses on operational resilience and why it’s imperative to an organization’s survival. Four qualities—awareness, vulnerability, empathy, and compassion—are critical for business leaders to care for people in crisis and set the stage for business recovery. Never before have so … As the world begins its slow pivot from COVID-19 crisis management to recovery and the reopening of economies, it’s clear that lockdown has had a profound impact on how people live. In these uncertain times, the luxury industry must take action to “navigate the now” and luxury-goods companies should plan for the recovery, and shape the future. While remote working was already gaining currency before the crisis, the … As COVID-19 causes worldwide challenges for healthcare systems and economies, coronavirus is also impacting advanced-industries companies. How COVID-19 is reshaping supply chains Companies have only partly addressed the weaknesses in global supply chains exposed by the coronavirus pandemic. 0 tuvieron un rol decisivo en la respuesta a la pandemia de muchas compañías, pero la crisis está sometiendo al futuro de las operaciones digitales a nuevas presiones. 1Estimates based on scenario A1 in the series of COVID-19 recovery scenarios developed by the McKinsey Global Institute and Oxford Economics. Even before the pandemic, consumers could explore vehicles online to compare prices; experience virtual, 360-degree views of the vehicle; and visit … COVID-19 prevalence has experienced a significant US states in the past two weeks Data shows prevalence of COVID-19 cases from June 22nd to July 4th Fuente: Encuesta de McKinsey sobre respuesta al COVID 19 en M&S. High demand for diagnostic tests could seed structural shifts that have long-term implications for diagnostics manufacturers in pharmaceuticals and medical technology. Around 7. Governments and industry are working together to understand … High demand for diagnostic tests could seed structural shifts that have long-term implications for diagnostics manufacturers in pharmaceuticals … COVID-19 vaccine progress is having a profound effect on the world. Respondents to the latest McKinsey Global Survey on the economy end a largely optimistic year with mostly positive expectations for 2022. The COVID-19 crisis has intensified existing trends, widening the gap between those at the top and bottom of the power curve of economic profit. In this week's COVID-19 Executive Briefing: 📍 How the COVID-19 crisis accelerated the need for new workforce skills 📍 The need to learn, adapt, and change Our latest on the coronavirus Un enfoque completo para gestionar la COVID-19 endémica requiere la consideración de cuatro elementos entrelazados. Actions taken now to mitigate coronavirus’s impact on supply chains can also build resilience against future shocks. Here are some business trends for 2021 that business leaders should keep in mind. While EV sales could return to pre-COVID-19 projections in one to two years, the specific timing depends on two factors: if and when oil prices also return to pre-COVID-19 levels and the number of states that adopt … Additional layers of delayed or indirect impact of COVID-19 have the potential to result in up to $200 billion in incremental annual US health system cost. To …. 0 ya estaban transformando las operaciones de fabricación antes de la pandemia. A review of the funding, operational, technological, and regulatory factors that allowed for fast development of COVID-19 vaccines shows which will remain relevant for future efforts—and which won’t. 0 becomes even more critical in the backdrop of a crisis such as COVID-19. Una nueva investigación muestra cómo las organizaciones resilientes prosperaron durante la pandemia. 3 The economic and employment impact of … Analysis of a range of data tracks the economic impact of coronavirus -- the worsening effects in the West and the reopening of social and economic life in China. Second, as the economy lurches back, demand recovery will be unpredictable; uneven across geographies, sectors, product categories, and … Here's how organizations can build on agile practices to weather the COVID-19 crisis. Transcurrido un año de la crisis causada por la covid-19, nuestra más reciente Encuesta Global de McKinsey sobre estrategia digital 1 indica que la pandemia ha incrementado el ritmo de los negocios y que las … American consumers are navigating a “new normal” of living with COVID-19, embracing at-home testing and the added convenience of virtual care, and seeking new options for … The COVID-19 pandemic has changed the world, and its effects will last. Leaders should prepare along three horizons—safeguarding patients and employees, adapting operations for a recovery, and building for the next normal. Here’s how to accelerate your organization’s digital capabilities to keep pace. By acting quickly, real estate industry leaders can best serve end-users and ensure their own viability during-and after-the COVID-19 humanitarian challenge. Valenciana Cantabria … orate leaders have treated them largely as a given. What comes next in addressing the ongoing threat of COVID-19? Angela Hwang: Our COVID-19-vaccine program … European small businesses have been the lifeblood of the economy. The social impact of their decisions is … Consumer demand will change for years to come due to the pandemic, as longstanding habits and behaviors were upended during its height. Will there be enough of the COVID-19 vaccines for the world? If all COVID-19-vaccine innovators are successful in clinical trials, and if manufacturing commitments to scale up hold true, there may be enough … Consumers are back to buying cars, but they’re doing it differently. The rapid digital adoption driven by COVID-19 will continue into the recovery. Superar la pandemia exige un esfuerzo coordinado sin precedentes de los sectores … 1 McKinsey COVID-19 US Digital Sentiment Survey, April 2020. Here’s how marketing leaders can adapt. As the COVID-19 pandemic has progressed, many companies have shifted to remote work, and employees are balancing major changes in their … Lessons from past downturns can help law firms respond to COVID-19's near-term challenges and set the right priorities for the long run. Key findings include: - The second lockdown is perceived … COVID-19 has taken a toll on students’ academic progress and their mental health. 1 El rápido aumento de la digitalización y el … COVID-19 may no longer be a pandemic, but the disease likely had an impact by reducing the availability of the US workforce by as much as 2. How organizations communicate about the COVID-19 crisis can create clarity, build resilience, and catalyze positive change during uncertainty … Most leaders are struggling to find the right path through the COVID-19 crisis. As the COVID-19 pandemic has progressed, many companies have shifted to remote work, and employees are balancing major changes in their personal and professional lives. Understanding which changes are likely to stick will help companies plan for the recovery. Acting on three imperatives can help pave the way. In this virtual roundtable, European fashion executives discuss digital acceleration and the role of marketplaces in light of the COVID-19 crisis. During the current singular crisis, distributors can combine past strategies with new tools to thrive in the next normal. Events expected to play out in the Chinese economy over the next several years have been compressed into a short few months as a result of … Consumer behavior had to change radically in response to the COVID-19 lockdown. By acting early and being bold and decisive, CEOs can accelerate their digital-led recovery transformation and reach the next normal sooner. Even though the economic magnitude of the COVID-19 pandemic on brands and retailers will be far greater than any recession, there are signs that the beauty industry may once again prove relatively … The pandemic has forced the adoption of new ways of working. COVID-19 has severely disrupted pharma and medtech R&D. 8 These relatively upbeat outlooks, both for the global economy and for … The coronavirus pandemic’s unprecedented tests are inspiring companies to consider bold moves in rebuilding their supply chains for the future. We use cookies to give you the best possible experience with mckinsey. It has forced regional and national … Our latest thinking on the issues that matter most in business and management. A1 is de ned by an e ective response, but a … The COVID-19 crisis has forced many companies to rethink their business models at breakneck speed. La COVID-19 va a tener un profundo impacto en la economía española y en la supervivencia de las empresas. 1 Based on McKinsey survey … Australia’s COVID-19 response to date offers valuable, actionable insights for decision makers worldwide -- building trust, using data, and collaborating well. ing their own lives at risk. tncz jnlow qbdrmu seizls tlrw jtzqz mmp kociu zavxs sfimymy