Lithium is needed to produce virtually all batteries currently used in electric vehicles (EVs) as well as consumer electronics.Here are other key findings from our research this week: Among the most significant changes to the role is the demand for CFOs to help promote capability building and talent development within their organizations. A pair of articles featuring McKinsey and outside experts explore how the CFO’s role is also rapidly evolving-expanding in scope, requiring new capabilities, and demanding greater collaboration with C-suite peers. Procurement organizations need to take a leading role in protecting enterprise margin and growth, invest in proven technology and process automation, and build deep expertise in supply market dynamics, among other fundamental changes. Procurement leaders, for example, are facing one of the toughest market environments of their careers. In spite of these challenges, healthcare continues to outperform other sectors in the representation of women, who make up more than two-thirds of entry-level employees and 53 percent of employees in roles at the senior-manager level or above, which is 18 percentage points higher than the average across all sectors.Įach sector, industry, and function will have to reinvent itself to achieve maximum growth and sustainability. These problems can be more acute for women in healthcare, who have fewer opportunities to work remotely and report feeling greater pressure to prioritize work over family. In the COVID-19 era, women across all sectors have shouldered more household responsibilities, and more women report feelings of burnout. Sustainable, inclusive growth will require changing the workplace to maximize the contributions of all people. Companies should consider implementing a portfolio-synergistic strategy in which planning is top down, a major business challenge requiring savvy stakeholder management, capital markets expertise, and an understanding of complex approval processes. But few organizations are prepared to deliver on this capital influx with the speed and efficiency it demands. This surge of roughly $130 trillion in investment will flood into projects to decarbonize and renew critical infrastructure. Much near-term growth will arise from a once-in-a-lifetime wave of capital spending on physical assets between now and 2027. Companies can accelerate inclusivity and sustainability by having real awareness, committing to change, rewarding the change, and providing coaching and development to make the change happen.Īfter more than two years of reporting on a destructive force, we look forward to sharing our research and thoughts on how people and organizations can build a better world. Customers and consumers want to be associated with companies that are making a positive difference. McKinsey Global Institute director and senior partner Kweilin Ellingrud and senior partner Greg Kelly discuss how leading companies can use the pandemic recovery as an opportunity to accelerate prosperity for more Americans. McKinsey is already exploring how to achieve sustainable and inclusive growth, the topic of the inaugural episode of the new Future of America podcast. After more than two years of reporting on a destructive force, we look forward to sharing our research and thoughts on how people and organizations can build a better world.

Our new theme will be sustainable and inclusive growth. In a few weeks, we will relaunch this weekly report with links to the latest McKinsey publications. COVID-19 has gone from being a fresh emergency to a fact of life. All of McKinsey’s published work now intrinsically accounts for the pandemic, even if it is not directly mentioned. COVID-19 news seems less urgent than at any time in the past two years. But in what is perhaps a hopeful sign, we now feel the time is right to stop. It’s painful to reflect on these 100 editions, on the millions of lives lost, the suffering and grief, and the myriad disruptions to lives and livelihoods.

We did not expect to continue for more than two years, nor to ever publish briefing note #100, as we have today. Our plan was to publish an update on the virus’s implications for business for as many weeks as the news felt urgent. On March 2, 2020, just over a week before a global pandemic was declared, we published COVID-19: Briefing note #1.

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