McKinsey Live

At the current pace, it could take more than three centuries for the United States to achieve racial parity.

To lead others successfully, look inside first.

Despite a downturn in technology investment and hiring in 2023, frontier technologies have a promising future.

Global travel is back, and the industry is more dynamic and competitive than ever.

Invest in generative AI to catch the next productivity wave.

The potential of generative AI to create business value is enormous. To capture its full value, leaders must know how to harness and scale gen AI by making the right organizational shifts.

Managing organizations is more difficult than ever. Ongoing disruptions, as well as fresh opportunities, require CEOs to lead in whole new ways.

Conversations at this year’s gathering of global leaders focused on a wide variety of interconnected topics.

Global leaders will grapple with six major themes at this year’s meeting.

It’s game time for the climate. What can companies do to drive climate action and growth?

How much can productivity-driven growth deliver for both people and the planet?

A single capability can separate one company from the rest.

While their contributions might be overshadowed by those of upper management, middle managers can provide an immense amount of real value—but only if senior leaders provide the organizational context for their success.

Business leaders who understand the new technology and its potential effects are on the way to benefiting from the coming surge in global productivity.

Organizations today face ten significant shifts. Here’s what to do about them.

Governments and companies worldwide continue pledging to achieve net-zero emissions of greenhouse gases. But the drive to decarbonize is at an inflection point.

When accelerating change is the norm, deliberate calm could be a game changer.

Managing complex organizations is much harder today than it was just a few years ago. A CEO’s most difficult task is deciding what must be done now and what can wait.

During a special McKinsey Live, senior partners Daniel Pacthod and Kate Smaje answered audience questions about how leaders are navigating the toughest operating environment in recent memory—as well as what they’re looking forward to in the year ahead.

McKinsey’s chief marketing officer Tracy Francis and global Sustainability leader Daniel Pacthod explored five primary topics McKinsey partners will focus on during their time at Davos. Each topic poses challenges that will require global cooperation to address successfully.

The world is a different place, says the CFO of AB InBev. To meet the moment, companies need to create multiple options and react quickly to changes.

Global integration is here to stay, albeit with nuance.

The underappreciated and undervalued industrial-technology sector could be a future source of US economic prosperity and stability.

The metaverse revolution is coming soon, and companies must prepare today to seize the opportunities of tomorrow.

Global economies appear to be slowing. A company’s success both during and beyond the downturn will depend on the resilience it builds now—an effort that requires strong and effective leadership.

Two McKinsey senior partner reported on crucial insights from Davos.

The themes and topics expected to dominate this year’s meeting.

An organization’s top-down embrace of the transgender community goes a long way toward providing a safe and inclusive workplace in which all employees can thrive.

What can business leaders do amidst today’s uncertainty?

Scores of interviews reveal how the world’s top CEOs think and act.

Leaders can raise their organization’s odds of success by establishing and implementing five trends.

Leaders can create conditions for economic growth that supports environmental resilience and advances living standards for more people. Meeting this extraordinary challenge is critical to achieve broad-based prosperity around the world.

Despite important gains, women are still underrepresented in corporate America and women of color continue to lose ground at every job level. By following top companies’ example, US companies can accelerate women’s progress, improve the workplace, and become more competitive.

To gain a competitive edge in attracting and retaining talent, organizations need to truly understand what’s important to their employees today.

By taking into account a multitude of factors and developing some critical skills, corporate-travel players can be prepared for what is likely to be an uneven and complicated comeback from the devastating impact of the COVID-19 pandemic.

The pandemic emboldened companies to adopt new types of technology. Which ones will affect your industry and organization the most—and maximize your company’s competitive edge?

When businesses focus on dismantling barriers to racial equity, the result could be a more dynamic and resilient economy for all Americans.

Leaders across the globe are confronting a rapidly widening skills gap and need to rethink skill building at scale. Here are nine best practices to successful skill transformations.

New research reveals what employees want from their postpandemic workplace—and how companies can get started with hybrid transformations.

Designing great customer experiences is getting easier with the rise of predictive analytics—especially now that the pandemic has driven more of us online than ever before.

Good bosses matter—now more than ever. Here are a few ways to cultivate better leadership at scale and be better leaders ourselves.

Here are five actions organizations can take to address the rise in mental and substance-use disorders precipitated by the pandemic.

How has COVID-19 affected the future of work? Which job categories will increase, which will decline, and how can businesses and communities successfully adapt to the next normal?

A small proportion of companies use AI to capture the value they are getting from data analytics at scale. What are they doing right?

New research reveals how critical launching new businesses has become for postpandemic renewal.

The COVID-19 vaccines have arrived but pressing questions remain on development, implications for the new strains, rollout challenges and the role companies can play in the worldwide vaccination effort.

Leaders can recharge their organizations by intervening in four ways.

As companies continue to navigate the health-related and economic difficulties of the COVID-19 crisis, leaders worldwide can expect eight key forces to shape business in the future.

Organizational purpose must go beyond lip service to being authentic and embedded in a company’s DNA.

Find out how the COVID-19 crisis has disrupted the way we learn and what it takes for organizations to accelerate and make a sustained impact by cultivating new capabilities and learning mindsets.

Research shows that most transformations fail. And yet, as organizations adapt to the next normal, many CEOs will launch transformations in the coming months. Learn how some organizations have beaten the odds and achieved long-term transformational success.

Leaders can learn from the last global recession and plan for several economic outcomes, including, as McKinsey senior partners Cindy Levy and Bob Sternfels suggest, taking thoughtful actions to balance growth, margins, and optionality.

When the current uncertainty dissipates, economic momentum will accelerate. What can you do to prepare for a successful exit from the COVID-19 crisis?

The rapid migration to digital technologies driven by the pandemic is likely to continue. This McKinsey Live webinar covers the four elements of a digital agenda for recovery.

India is at a decisive point in its journey toward prosperity. Our experts explore how the country can raise incomes and productivity, while keeping India in the ranks of the world’s emerging economies.

Advanced analytics and AI are invaluable to organizations managing uncertainty in real time, but most predictive models rely on historical patterns. How can companies account for a crisis and get more from their analytics strategy?

This discussion of the sixth annual Women in the Workplace report covers the effects of COVID-19 on US working women and the need for both companies and individuals to help deter women from exiting the workforce.

By accelerating changes all along the value chain, the industry will be able to substantially reduce, and ultimately minimize, its contribution to global warming.

It may take business travel a long time to return to prepandemic levels, and the new normal will differ from the past. Here’s what corporate travel providers need to know.

The adverse impact of COVID-19 on behavioral health—which comprises both mental health and substance use—presents additional challenges and opportunities for industry leaders.

Education leaders, teachers, and parents are faced with myriad decisions about students’ futures, and the stakes are high. Their choices must be informed by facts—reliable data and lessons learned from experience.

The costly COVID-19 crisis provides an opportunity to dramatically advance worldwide health and prosperity.

It’s more important than ever that companies, as well as individual countries, boost the resilience of their value chains.

Many small businesses have closed as a result of the COVID-19 crisis. In this McKinsey Live webinar, partner Deepa Mahajan discusses innovations and support mechanisms that could help keep more small companies in business.

The rapid migration to digital technologies driven by the pandemic is likely to continue. This McKinsey Live webinar covers the four elements of a digital agenda for recovery.

As companies bring workers back to offices and plants, they can learn from organizations that have kept their facilities open during the COVID-19 crisis. This McKinsey Live webinar looks at the most important adjustments for safety in various work environments.

Black Americans face longstanding economic challenges. The COVID-19 crisis could make these challenges worse. McKinsey partner Jason Wright discusses ways to support the health and wealth of Black businesses and households.

Companies have mobilized to address the COVID-19 crisis through bold experiments and new ways of working. In this McKinsey webinar, Mary Meaney, global coleader of McKinsey’s Organization practice, discusses how leaders can not only make their companies faster but better for stakeholders.

Operations executives are seeking to take what they have learned during the COVID-19 crisis and achieve new levels of performance. This McKinsey Live webinar covers five focal themes for these efforts.

The muscles that companies can build to bring back revenues amid the COVID-19 crisis can also help accelerate growth. This McKinsey Live webinar covers the fundamentals of achieving new levels of speed and agility.

Although executives express uncertainty about how long the economy will take to recover from the COVID-19 crisis, they can begin to prepare their organizations for the “next normal.”