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Emerging-stronger-fitter-faster-The-rise-of-the-Asian-corporation-v2.pdf?shouldIndex=f

December 2020 Emerging stronger, fitter, faster: The rise of the Asian corporation Leading CEOs in Asia explain how COVID-19 has accelerated five business trends in the region and why they re confident that unprecedented opportunities lie ahead. by Faridun Dotiwala, Jatin Pant, and Joydeep Sengupta The best time to plant a tree, a Chinese proverb reminds us, was 20 years ago. The second best time is now. The lesson resonates today in Asia. Leading companies are turning pandemic-driven changes in McKinsey , asian companies , asia , companies , asian , chinese proverb reminds , samsung sds , company , asian corporation leading ceos , ceos , ceo , pandemic , india , chinese proverb , dbs bank , digital , leaders , percent , employees , sds , samsung , asian corporation , asian ceos , asian ceo , world 31-Jan-2021 auto-generated
preventing-future-waves-of-covid-19

Public & Social Sector Practice Preventing future waves of COVID-19 After seven months of responding to the pandemic, we have learned some things. Here are some of the key lessons and how to apply them. by Sarun Charumilind, Matt Craven, Jessica Lamb, and Matt Wilson August 2020 Morsa Images/Getty Images When history books one day recount the COVID-19 pandemic of 2020, it may well be a tale of human ingenuity and adaptiveness. Although the novel coronavirus (SARS-CoV-2), the virus that causes CO McKinsey , preventing future waves , preventing future , disease , cases , disease surveillance disease surveillance , testing , preventing , future waves , detecting disease surveillance disease , detecting disease , people , countries , exhibit , disease surveillance , pandemic , transmission , vulnerable 31-Jan-2021 auto-generated
Organizing-for-the-future-Nine-keys-to-becoming-a-future-ready-company-v3.pdf?shouldIndex=f

Organization Practice Organizing for the future: Nine keys to becoming a future-ready company To better organize for a postpandemic future, leaders should embrace nine imperatives that collectively explain who we are as an organization, how we operate, and how we grow. by Aaron De Smet, Chris Gagnon, and Elizabeth Mygatt January 2021 V_alex/Getty Images The prospect of successful vaccines for COVID-19 has given business leaders everywhere hope that the pandemic may be finally nearing a turning p McKinsey , employees at us companies , companies see that talent , companies such as netflix , companies have a strategy , purpose into their decision , company into the future , decisions that all future-ready , future of the company , future for most organizations , companies in the top , organizations kno 31-Jan-2021 auto-generated
practice-test-C

McKinsey Problem Solving Test Practice Test C 2006 APTMetrics, Inc. 1 McKinsey Problem Solving Test Practice Test Overview and Instructions This practice test has been developed to provide a sample of the actual McKinsey Problem Solving Test used for selection purposes. This test assesses your ability to solve business problems using deductive, inductive, and quantitative reasoning. This practice test contains a total of 26 questions. The actual test contains 26 questions and you will be given 6 McKinsey , average in these months , cost for the orlando , items by the total , brokers in each class , businesses are of ngi , test contains a total , week in which christmas , class and the average , garbage from both ngi , ngi and so response , december with the average , mail sent in december , december 31-Jan-2021 auto-generated
WEF_Ramping_up_operations_and_business_activity_post_COVID19

Ramping up operations and business activity post-COVID-19 Advanced Manufacturing Action Group B R I E F I N G P A P E R J U N E 2 0 2 0 In collaboration with McKinsey & Company The COVID-19 crisis continues to disrupt manufacturing and global supply chains around the world, with severe consequences for society, businesses, consumers and the global economy. Recognizing this urgency, the Advanced Manufacturing Action Group, which brings together leading voices in the advanced manufacturing space, McKinsey , teams are using advanced , operations and of business , companies in the advanced , advanced manufacturing action group , advanced manufacturing , advanced manufacturing companies , advanced manufacturing action , advanced manufacturing technologies , forum advanced manufacturing action , manufact 31-Jan-2021 auto-generated
The-next-normal-arrives-Trends-that-will-define-2021-and-beyond-Final.pdf?shouldIndex=f

The next normal arrives: Trends that will define 2021 and beyond The COVID-19 pandemic has changed the world, and its effects will last. Here are some factors that business leaders should keep in mind as they prepare for the next normal. by Kevin Sneader and Shubham Singhal January 2021 Grant Faint / SeventyFour / Getty Images 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 McKinsey , travel took five years , sneader is the global , companies are three times , percent of a year , china and the united , percent of the global , united states , percent , crisis , business , travel , global , business travel , united , united kingdom , normal arrives , companies , mckinsey global i 31-Jan-2021 auto-generated
Reskilling-China-Transforming-the-worlds-largest-workforce-into-lifelong-learners-Report-FINAL.pdf?shouldIndex=f

Reskilling China Transforming the world s largest workforce into lifelong learners January 2021 McKinsey Global Institute Since its founding in 1990, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. As the business and economics research arm of McKinsey & Company, MGI aims to help leaders in the commercial, public, and social sectors understand trends and forces shaping the global economy. MGI research combines the disciplines of ec McKinsey , workforce to be lifelong , china could have access , shift to different skills , people according to government , technology during the school , high value of social , percent of the average , students is the high , changes to these systems , companies on a national , percent of the figure , servi 31-Jan-2021 auto-generated
MGI-Climate-Risk-and-Response-in-Asia-Report-November-2020.pdf?shouldIndex=f

Climate risk and response in Asia Future of Asia November 2020 McKinsey Global Institute Since its founding in 1990, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. As the business and economics research arm of McKinsey & Company, MGI aims to help leaders in the commercial, public, and social sectors understand trends and forces shaping the global economy. MGI research combines the disciplines of economics and management, employing McKinsey , yields of some crops , defined as the flood , infrastructure across the region , modeled as the flood , increase in the australian , countries comes from natural , probability of both yield , damage from the floods , impacts for the annual , year with an increase , temperature in the indian , emis 31-Jan-2021 auto-generated
WEF_Global_Lighthouse_Network

White Paper Global Lighthouse Network: Insights from the Forefront of the Fourth Industrial Revolution In collaboration with McKinsey & Company December 2019 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: contact@weforum.org www.weforum.org 2019 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and reco McKinsey , technologies across its manufacturing , technologies throughout their production , teams with an agile , platform across all systems , electric s nine smart , companies in the global , plants in their manufacturing , development and new production , otosan s whole organization , automation in its 31-Jan-2021 auto-generated
IHSMarkitGermanMarketReview2020

Germany: Looking Ahead to the 2021 AGM Season Through an ESG Lensihsmarkit.com/corporate Executive Summary The phrase expect the unexpected accurately describes the happenings of the 2020 Annual General Meeting season. This year has seen companies trying to navigate their way through a global pandemic, with workforces being forced to abandon their offices and work from home, large organisations suffering unexpected losses, and national lockdowns that have impacted not just balance sheets but als IHS Markit , companies for which climate , boards to be climate , germany through an esg , companies and their shareholders , elections at several german , companies , supervisory board elections , german companies , board , annual general meeting season , investors , supervisory board , german , key superviso 31-Jan-2021 auto-generated
kpmg-2020-ceo-outlook

KPMG 2020 CEO Outlook: COVID-19 Special Edition KPMG International home.kpmg/CEOoutlook Foreword Bill Thomas Global Chairman and CEO KPMG International The global pandemic has redefined leadership. The COVID-19 crisis is making demands of CEOs that few people could have predicted just months ago, and in many ways, has already redefined leadership. Every person, business and country has somehow been impacted by this pandemic, and all are at different stages. For many, uncertainty is the only cert KPMG , purpose while the pandemic , percent say the pandemic , ceos say their organization , ceos that few people , ceos see the pandemic , pandemic has given ceos , ceos believe that purpose , firms or to kpmg , firms of the kpmg , kpmg international cooperative , kpmg international , special edition kp 31-Jan-2021 auto-generated
kpmg-2020-ceo-outlook

KPMG 2020 CEO Outlook: COVID-19 Special Edition KPMG International home.kpmg/CEOoutlook Foreword Bill Thomas Global Chairman and CEO KPMG International The global pandemic has redefined leadership. The COVID-19 crisis is making demands of CEOs that few people could have predicted just months ago, and in many ways, has already redefined leadership. Every person, business and country has somehow been impacted by this pandemic, and all are at different stages. For many, uncertainty is the only cert KPMG , purpose while the pandemic , percent say the pandemic , ceos say their organization , ceos that few people , ceos see the pandemic , pandemic has given ceos , ceos believe that purpose , firms or to kpmg , firms of the kpmg , kpmg international cooperative , kpmg international , special edition kp 31-Jan-2021 auto-generated
pulse-of-fintech-h1-2020

Pulse of Fintech H1 2020 September 2020 home.kpmg/fintechpulse Welcome message Welcome to the H1 20 edition of Pulse of Fintech, a biannual report showcasing major activities and trends within the fintech market globally and in key regions around the world. H1 20 was unlike any time period ever seen before. The rapid emergence of COVID-19 was a major black swan event, sending ripples throughout public markets and driving changes in customer and business behaviors on an unprecedented scale. Given KPMG , investment in the blockchain , services especially in lending , firms that use technology , kong has many banks , technology with the financial , investment here in hong , singapore s new payment , investment by these banks , banks and other financial , fintechpulse about us kpmg , investment in t 31-Jan-2021 auto-generated
WEF_Net_Zero_Challenge_The_Supply_Chain_Opportunity_2021

In collaboration with Boston Consulting Group Net-Zero Challenge: The supply chain opportunity I N S I G H T R E P O R T J A N U A R Y 2 0 2 1 Contents Preface: Why we need a next level of climate action Executive summary 1 A game changer for global climate action 2 The big eight 3 Encouraging economics 4 Overcoming barriers 5 Decarbonizing supply chains: a corporate guide 5.1 Create transparency 5.2 Optimize for CO2 5.3 Engage suppliers 5.4 Push ecosystems 5.5 Enable your organization 6 Time to WEF , action at the industry , impact across the supply , opportunity even where companies , opportunity that all companies , products with less carbon , carlsberg has a target , suppliers to use renewable , energy across its supplier , sector and their supply , action with their suppliers , companies m 1-Feb-2021 auto-generated
WEF_The_Future_of_the_Corporation_2021

In collaboration with Baker McKenzie The Future of the Corporation Moving from balance sheet to value sheet W H I T E P A P E R J A N U A R Y 2 0 2 1 Contents Preface Introduction 1 The journey to a value-based set of financials 2 Practical considerations for implementing a stakeholder governance framework 3 Reflections on stakeholder governance: catalysing sustainable value creation 4 Legal summary Contributors Acknowledgements Endnotes 3 4 5 9 16 22 25 26 27 2021 World Economic Forum. All righ WEF , impact on their companies , ensure that the stakeholder , society can use companies , companies but with society , sustainability into the corporate , international and the director , strategy of the company , stakeholders and the impact , purpose to our strategy , considerations for a sustainable 1-Feb-2021 auto-generated
WEF_FutureAvailabilityNaturalResources_Report_2014

World Scenario Series Resource scarcity The Future Availability of Natural Resources A New Paradigm for Global Resource Availability November 2014 World Economic Forum 2014 - All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. The views expressed are those of certain participants in the discussion and do not necessarily reflect the views of all part WEF , underestimated for other resources , report from the economics , paradigms to the scenarios , risks to the global , research at the university , paradigms to help stakeholders , management of such resources , demand at a global , state of the world , risks in the forum , availability in the time , 1-Feb-2021 auto-generated
WEF_Cybersecurity_Guide_for_Leaders

The Cybersecurity Guide for Leaders in Today s Digital WorldShaping the Future of Cybersecurity and Digital TrustOctober 2019 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: contact@weforum.org www.weforum.org 2019 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information sto WEF , threats and best practices , resilience in the digital , cybersecurity and our partners , executives within the organization , crisis if the organization , access to an organization , usa from the world , leader needs to develop , risks in their organization , risk to your organization , risks ass 2-Feb-2021 auto-generated
WEF_Recycling_our_Infrastructure_for_Future_Generations_report_2017

Recycling our Infrastructure for Future Generations Prepared in collaboration with Atkins Acuity Contents 3 Preface 4 Forewords 5 Executive summary 10 Context 10 Infrastructure outlook 10 Government budget constraints 14 The mismatch between investor appetite and government needs 15 Brownfield infrastructure stock 16 Public perception of private participation in infrastructure 18 Introducing infrastructure asset recycling 18 The asset recycling process 18 Step 1 Divest existing assets 20 Step 2 WEF , investors such as pension , level than at state , investors through their pension , assets through the local , benefit twice from infrastructure , capital from the fund , capital from these investors , services instead of assets , recycling is to reinvest , recycling has two steps , support for th 2-Feb-2021 auto-generated
3917466_3917429_0.1

Global PMI Global growth accelerates as COVID-19 restrictions ease, but price pressures hit 12 year high March 12th 2021 2021 IHS Markit. All Rights Reserved. 2016 IHS Markit. All Rights Reserved. 2016 IHS Markit. All Rights Reserved. 2 Global PMI at second-highest since August 2018 Global economic growth accelerated in February, according to the worldwide PMI surveys conducted by IHS Markit, with growth falling just short of last October s peak to signal the second-strongest expansion since Aug IHS Markit , ihs markit , ihs , markit , reserved , ihs markit limited , pmi , global pmi , global , ihs markit makes , ihs markit s pmi , global pmi global growth , ihs markit s global , china , pmi global growth accelerates , february , services , growth , global pmi global , global sector pmi output , condu 21-Apr-2021 auto-generated
Better%20Recovery%2C%20Better%20World%20FINAL

DISCLAIMER AND COPYRIGHT This work is a product of the Coalition of Finance Ministers for Climate Action. The findings, interpretations, and conclusions expressed in this paper are entirely those of the author(s). The boundaries, colors, denominations, and other information shown on any map or infographics in this work do not imply any judgment on the part of the Coalition of Finance Ministers for Climate Action concerning the legal status of any territory or the endorsement or acceptance of su IHS Markit , resilience through better risk , challenge for all finance , partnerships and new market , crisis and to work , impact on a government , impacts of the global , ensure that all investment , support to the fossil , partnership and the global , impact of a stimulus , resilience of the recovery , ris 21-Apr-2021 auto-generated
2021_investment_stewardship_annual_report

Investment Stewardship Investment Stewardship 2020 Semiannual Report December 31, 2020 2020 Annual Report An introduction from our chairman and CEO A letter to our fund shareholders Our four principles Our program Investment Stewardship at a glance Regional roundup Engagement case studies Pandemic Climate risk Diversity Executive compensation Human rights Key votes Proxy voting history Company engagements 1 2 3 4 5 6 10 11 14 20 22 25 26 35 36 An introduction from our chairman and CEO Tim Buckle IHS Markit , united under the siemens , risks from becoming governance , management as some industries , company s new strategy , resources to our international , change placed the company , funds did not support , risks associated with duke , support and any concerns , changes to the executive , engagements w 21-Apr-2021 auto-generated
3942150_3942143_0.1

Global PMI US leads global growth to highest since August 2014 as service sectors revive April 13th 2021 2021 IHS Markit. All Rights Reserved. 2016 IHS Markit. All Rights Reserved. 2016 IHS Markit. All Rights Reserved. 2 Global PMI at highest since August 2014 Global economic growth accelerated in March, buoyed by a rejuvenated service sector accompanying further manufacturing growth. At 54.8, up from 53.2 in February, the JPMorgan Global PMI (compiled by IHS Markit), hit its highest since Augus IHS Markit , ihs markit , ihs , markit , global pmi , reserved , pmi , global , ihs markit limited , service sector , growth , services , global sector pmi output , global sectors pmi prices , compiled by ihs markit , ihs markit makes , march , manufacturing , sector , global sector pmi , ihs markit s global , 21-Apr-2021 auto-generated
Fuelling-the-Future

Fuelling the Future Hydrogen s role in supporting the low-carbon economy Joshua Burke and Matt Rooney Foreword by Ben Houchen, Mayor of the Tees Valley Fuelling the Future Hydrogen s role in supporting the low-carbon economy Joshua Burke and Matt Rooney Foreword by Ben Houchen Policy Exchange is the UK s leading think tank. We are an independent, non-partisan educational charity whose mission is to develop and promote new policy ideas that will deliver better public services, a stronger society IHS Markit , production such as steam , potential use of hydrogen , reductions from using hydrogen , production and those technologies , heat used in services , challenges for the power , market such as price , hubs the uk government , rtfo under three price , emissions through the european , assessment by the 22-Apr-2021 auto-generated
WEF_GCR_Report_2011-12

Schwab T h e G o b a l l The Global Competitiveness Report 2011 2012 C o m p e t i t i v e n e s s R e p o r t 2 0 1 1 2 0 1 2 Klaus Schwab, World Economic Forum The Global Competitiveness Report 2011-2012 2011 World Economic Forum World Economic Forum Geneva, Switzerland 2011 Professor Klaus Schwab World Economic Forum Editor The Global Competitiveness Report 2011 2012 Professor Xavier Sala-i-Martin Columbia University Chief Advisor of the Centre for Global Competitiveness and Performance The G WEF , weight on those areas , impact on other areas , low and the quality , company and the sector , convention on the law , result of other countries , information on these data , vietnam must also continue , debt in a number , outlook for this trend , tion q within country , association of the philipp 5-May-2021 auto-generated
WEF_Risk_Mitigation_Instruments_in_Infrastructure

Global Agenda Risk Mitigation Instruments in Infrastructure Gap Assessment July 2016 World Economic Forum 2016 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. REF 200716 Case: 00016817 Contents Preface 3 Preface 4 Foreword 5 Executive Summary 6 Introduction 8 Provision of Risk Mitigation Instruments: Expert Survey Results 10 Emerging and Develop WEF , market is in countries , capital in the world , markets that are perceived , complexity and of low , provision and the market , provision on a global , project for the public , product s in emerging , products across all emerging , complexity is a factor , assessment of the institutions , insuranc 5-May-2021 auto-generated
WEF_GAC_RoleBusiness_Report_2012

Global Agenda Global Agenda Council on the Role of Business March 2012 World Economic Forum 2012 - All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. The views expressed are those of certain participants in the discussion and do not necessarily reflect the views of all participants or of the World Economic Forum. REF260312 Executive Summary The env WEF 5-May-2021 auto-generated