Effective Philanthropy in Brazil

Brazil is a country with a large low-income population. It has one of the world largest income disparities, and increasing elite of business people and upper-middle class with significant wealth. However, even considering all the relevant improvements in the past decades, philanthropic levels are still low.Why are giving levels so low? What would have to be done to increase donation levels significantly?With the aid of McKinsey Social Sector Office, we launched a study on Brazil donation habits and barriers, as part of the McKinsey Global Philanthropy Initiative, aiming at a debate on the topic. This document summarizes the findings and recommendations of our study

Urban world: Mapping the economic power of cities

Until now, a lack of global data at the city level has prevented companies and policymakers from tracking the evolving role of cities in the global economy and positioning their business and policy activities accordingly. To help close this "white space" in our understanding of the global economy, the McKinsey Global Institute (MGI), McKinsey & Company's business and economics research arm, has built on its extensive body of research on the urbanization of China, India, and Latin America to develop the MGI Cityscope, a database of more than 2,000 metropolitan areas around the world that we believe is the largest of its kind. By analyzing demographic, income, and household trends in these cities, the database offers actionable insights on the choices facing companies looking for new markets and policy makers seeking to improve their urban management and the alignment of their diplomatic efforts with their countries' trade interests

Is the Unemployment Rate in Sweden Really 17 Percent?

This report finds the U.S. unemployment rate would be 13 percent using a methodology frequently cited in critiques of Sweden's "real" unemployment rate. The McKinsey Global Institute's calculations of Sweden's "de-facto" unemployment rate as 17 percent - more than three times the official rate (2004) - has been cited in news publications such as the Financial Times and The Economist. Using McKinsey's approach and unofficial definitions of the "unemployed," CEPR's report calculated that the U.S. unemployment rate for the same year would be 13.8 percent (more than double the official rate of 5.5 percent). If the U.S. prison and jail populations are also included, something that McKinsey did not do in their original study of Sweden, the U.S. unemployment rate would rise to 15.2 percent. A better approach for making international unemployment comparisons is to use the OECD's standardized unemployment rates. For the first quarter of 2007, the OECD measure puts the U.S. unemployment rate at 4.5 percent and Sweden's at 6.7 percent

Revisiting McKinsey's 'Syntactical' Construction of Modality

In 1945 J.C.C. McKinsey produced a ‘semantics’ for modal logic based on necessity defined in terms of validity. The present papers looks at how to update F.R. Drake’s completeness proof for McKinsey’s semantics by comparing McKinsey ‘models’ with the now standard Kripke models. It also looks at the motivation behind the system McKinsey called S4.1, but which we now call S4M; and use this motivation to produce a McKinsey semantics for that system. One lesson which emerges from this work is an appreciation of the superiority of the current possible worlds semantics based on frames and models, both in terms of an intuitive understanding of modality, and also in terms of the ease of working with particular systems

The McKinsey Study and the Future of Library Work

Reviews the prospects for the library workforce in light of the McKinsey Global Institute study, A Future That Works: Automation, Employment, and Productivity, on automation and its effect on various jobs and job activities. The McKinsey report projects that library jobs can be automated to a large extent. The paper argues that while the McKinsey report may over estimate the extent that library jobs can be automated, this should be a concern to librarians and libraries

Revisiting McKinsey's 'Syntactical' Construction of Modality

In 1945 J.C.C. McKinsey produced a ‘semantics’ for modal logic based on necessity defined in terms of validity. The present papers looks at how to update F.R. Drake’s completeness proof for McKinsey’s semantics by comparing McKinsey ‘models’ with the now standard Kripke models. It also looks at the motivation behind the system McKinsey called S4.1, but which we now call S4M; and use this motivation to produce a McKinsey semantics for that system. One lesson which emerges from this work is an appreciation of the superiority of the current possible worlds semantics based on frames and models, both in terms of an intuitive understanding of modality, and also in terms of the ease of working with particular systems

Management practices: the impact on company performance.

There are wide and persistent differences in productivity across firms and countries. A new CEP study - conducted jointly with McKinsey & Company - uses a pioneering approach to measure management practices and assess their importance in driving these variations in economic performance.

Formulation of the enterprise development strategy by improving the investment attractiveness

У статті розглянуто практичні аспекти формування стратегії підприємства. Досліджено основні напрямки формування стратегії підвищення інвестиційної привабливості підприємства та представлено методику прийняття стратегічних рішень. Розглянуто особливості застосування матриці стратегічного планування бізнесу (McKinsey matrix) та уточнено процес її побудови. Узагальнено стратегії та напрями діяльності для бізнес-одиниць промислового підприємства. Проаналізовано оцінку параметрів, що впливають на відносні конкурентні переваги стратегічних господарських одиниць і обґрунтовано привабливість сегментів ринку. Запропоновано матрицю McKinsey для конкретного промислового підприємства, яке функціонує на ринку.В статье рассмотрены практические аспекты формирования стратегии предприятия. Исследованы основные направления формирования стратегии повышения инвестиционной привлекательности предприятия и представлена методика принятия стратегических решений. Рассмотрены особенности применения матрицы стратегического планирования бизнеса (McKinsey matrix) и уточнен процесс ее построения. Обобщены стратегии и направления деятельности для бизнес-единиц промышленного предприятия. Проанализирована оценка параметров, влияющих на относительные конкурентные преимущества стратегических хозяйственных единиц и обоснована привлекательность сегментов рынка. Предложена матрица McKinsey для конкретного промышленного предприятия, функционирующего на рынке.The article reveals the practical aspects of formulation of the enterprise strategy. The main directions of formulation of the strategy of increasing the investment attractiveness of an enterprise are investigated and the methodology for strategic decision-making is presented. The features of the strategic business planning matrix (McKinsey matrix) application are investigated in the article. The process of construction of the matrix is specified. The strategies and directions of business units’ activity at the industrial enterprise are generalized. The parameters influencing the relative competitive advantages of strategic business units is analyzed and the attractiveness of market segments is justified. The McKinsey matrix for a particular industrial enterprise, which operates on the market, is proposed

2017 India Think Tank Forum

The Second India Think Tank Forum, with a focus on The potential and Power of National, Regional and Global Partnerships, was organized in New Delhi by Observer Research Foundation (ORF), Think Tanks and Civil Societies Program, University of Pennsylvania (TTCSP) and the McKinsey Global Institute, McKinsey & Company on 19 June

Explaining the success of the world's leading education systems: the case of Singapore

International comparative data on student performance has led McKinsey & Company, among others, to suggest that education systems will inexorably converge in their developmental trajectories with principals and schools enjoying more autonomy. This article challenges these assumptions through referencing Singapore where schools and professionals are still tightly controlled in key resources, curricula and assessment, and where other key factors contribute to its success – thereby evidencing multiple pathways to success