Posts tagged ‘McKinsey & Company’

06/03/2014

* India’s path from poverty to empowerment | McKinsey & Company

India has made encouraging progress by halving its official poverty rate, from 45 percent of the population in 1994 to 22 percent in 2012. This is an achievement to be celebrated—yet it also gives the nation an opportunity to set higher aspirations. While the official poverty line counts only those living in the most abject conditions, even a cursory scan of India’s human-development indicators suggests more widespread deprivation. Above and beyond the goal of eradicating extreme poverty, India can address these issues and create a new national vision for helping more than half a billion people attain a more economically empowered life.

MGI senior fellow Anu Madgavkar and McKinsey director Rajat Gupta discuss India’s prospects for raising living standards and ending extreme poverty.

To realize this vision, policy makers need a more comprehensive benchmark to measure gaps that must be closed and inform the allocation of resources. To this end, the McKinsey Global Institute (MGI) has created the Empowerment Line, an analytical framework that determines the level of consumption required to fulfill eight basic needs—food, energy, housing, drinking water, sanitation, health care, education, and social security—at a level sufficient to achieve a decent standard of living rather than bare subsistence.

In applying this metric to India, we found that in 2012, 56 percent of the population lacked the means to meet essential needs. By this measure, some 680 million Indians experienced deprivation, more than 2.5 times the population of 270 million below the official poverty line. Hundreds of millions have exited extreme poverty but continue to struggle for a modicum of dignity, comfort, and security. The Empowerment Gap, or the additional consumption required to bring these 680 million people to the level of the Empowerment Line, is seven times higher than the cost of eliminating poverty as defined by the official poverty line (exhibit).

via India’s path from poverty to empowerment | McKinsey & Company.

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25/02/2014

Indian E-Commerce to Become $8 Billion Industry – India Real Time – WSJ

The outlook for India’s economy may be gloomy for now, but one sector looks set to boom: online retail.

As more and more Indians use the internet, revenues of e-commerce companies could triple over the next three years to 504 billion rupees ($8.13 billion), according to Crisil Research, a unit of division of Mumbai-based ratings firm Crisil Ltd.

There are around 200 million internet users in India currently and the number could grow to 500 million by 2015, according to consulting firm McKinsey & Co.

Over the last few years, dozens of websites have been launched in India to sell everything from books and appliances, to baby care products and flight tickets.

Online retail companies earned revenues of around 139 billion rupees ($2.24 billion) in the financial year that ended on March 31, 2013, according to the Crisil report. Though this is just 0.5% of the total revenues of brick-and-mortar retail companies, online retail sales have been growing much faster.

Revenue of e-commerce firms grew by 56% annually between the financial year that ended March 31, 2008, and the year ended March 31, 2013, according to Crisil.

The scope for growth in this sector has already attracted a lot of interest from venture capital investors.

Earlier this month, online retailer Jabong.com raised around $100 million from CDC Group PLC, a U.K. government-backed private-equity fund-of-funds that invests in some emerging markets, according to The Economic Times.

Clothing and accessories-seller Myntra.com also raised $50 million, this month.

Foreign companies have also been looking to get a piece of the action in India. Amazon.com Inc. launched its India website in June.

via Report: Indian E-Commerce to Become $8 Billion Industry – India Real Time – WSJ.

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20/02/2014

A New Way to Measure Poverty in India – India Real Time – WSJ

How should you measure poverty?

It is a question that has generated enormous controversy in India. The country’s government says that since the mid-1990s, the number of people living below the official poverty line has dropped by more than half, hitting 270 million, or 22% of the population, in 2012.

Still, India continues to rank extremely low in United Nations’ measures of well-being. India ranked 136 out of 186 countries in the 2012 U.N. Human Development Index and 94 out 119 in the U.N. World Food Programme’s Global Hunger Index.

The Indian government sets its official poverty line at 816 rupees per person per month in rural areas and 1,000 rupees per person per month for city dwellers. That works out to about 40 cents a day in the countryside and 50 cents a day in the city.

A new study by the McKinsey Global Institute – the research arm of consulting company McKinsey – says that such a gauge of extreme poverty has its place. But it argues India should focus instead on a more comprehensive measure of what it would take to satisfy a person’s basic needs for food, energy, housing, drinking water, sanitation, healthcare, schooling and social security.

McKinsey calls its new measure an “empowerment line.” It is the level where the report’s authors conclude that India’s citizens can get out of poverty and have the resources to build better lives for themselves, rather than scrape along at subsistence levels. McKinsey set its empowerment line at 1,336 rupees a month – roughly 50% above the government poverty line.

“It’s an expanded definition of poverty and aims to calculate the escape velocity needed to get people sustainably out of poverty,” said Anu Madgavkar, a senior fellow at the institute in Mumbai.

According to McKinsey’s calculations, about 680 million people, or 56% of Indians, now live below the empowerment line. Insufficient and ineffective public programs, poor agricultural productivity and a lack of better jobs all conspire to keep people poor.

via A New Way to Measure Poverty in India – India Real Time – WSJ.

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20/11/2013

Reimagining India | McKinsey & Company

India’s rising economy and burgeoning middle class have earned it a place alongside China as one of the world’s indispensable emerging markets. But what is India’s true potential? And what can be done to unlock it?

Reimagining India

In Reimagining India: Unlocking the Potential of Asia’s Next Superpower, McKinsey brings together leading thinkers from around the world to explore and debate the challenges and opportunities facing the country. The book’s contributors include CNN’s Fareed Zakaria; Microsoft cofounder Bill Gates; Google chairman Eric Schmidt; Mukesh Ambani, the CEO of India’s largest private conglomerate; Harvard Business School dean Nitin Nohria; and Nandan Nilekani, cofounder of Infosys and chairman of the Unique Identification Authority of India, as well as a host of other leading executives, entrepreneurs, economists, foreign-policy experts, journalists, historians, and cultural luminaries.

As the foreword notes, “While McKinsey consultants have contributed a few essays to this volume, Reimagining India is not the product of a McKinsey study; neither is it meant as a ‘white paper’ nor coherent set of policy proposals. Rather, our aim was to create a platform for others to engage in an open, free-wheeling debate about India’s future.”

via Reimagining India | McKinsey & Company.

20/10/2013

The Balance of Global Corporate Power Is Sliding Eastward – Businessweek

… a new report from the McKinsey Global Institute forecasts the economic future not of nations, but of dominant global companies. Today there are roughly 8,000 companies worldwide with annual revenues exceeding $1 billion. Together these heavy hitters generate consolidated global revenue equivalent to 90 percent of global gross domestic product, or $57 trillion. Three out of four of these leading companies are located in developed countries, but McKinsey predicts the balance of power will gradually shift eastward and southward.

Half of all large global corporations are headquartered in the U.S., Canada, and Western Europe, which together account for 11 percent of global population. Meanwhile, only 2 percent of large global corporations are based in South Asia, where 23 percent of the world’s population lives.

By 2025, McKinsey predicts another 7,000 companies will surpass annual revenues of $1 billion, and that 7 out of 10 of these emerging companies will be headquartered in the developing world. In particular, the report names Chinese telecommunications giant Huawei, Brazilian aircraft manufacturer Embraer (ERJ), and Indian industrial conglomerate Aditya Birla Group as examples of emerging titans.

The impacts of the gradual shift won’t be felt only in corporate boardrooms. “This geographic rebalancing … will shift more of the world’s decision making, capital, standard setting, and innovation to emerging markets,” the report says. Perhaps in the future, professionals in the U.S. and Europe may have reason to worry if Alibaba or Tencent (700:HK) halt services unexpectedly for a week.

via The Balance of Global Corporate Power Is Sliding Eastward – Businessweek.

29/07/2013

Capability building in China

Abbreviated from: http://www.mckinsey.com/insights/asia-pacific/capability_building_in_china?cid=china-eml-alt-mip-mck-oth-1307

Article|McKinsey Quarterly

Capability building in China

 

Skill building must be rewards-based, rooted in real work, and tailored to local conditions.

 
July 2013 | byKarel Eloot, Gernot Strube, and Arthur Wang
 

Capability building—leadership, managerial, and team-based skills rather than technical ones—has become an urgent imperative for many companies in China. As the country loses its extreme low-cost-labor advantage, businesses must look for ways to increase productivity and internal collaboration, to better understand consumers, and to develop a more sophisticated appetite for risk.

Companies in China face many of the same challenges—a lack of up-front planning and inadequate resources—that bedevil capability-building exercises everywhere. But certain “China factors” stand out. For starters, the demand for managers with strong leadership skills and international experience is growing significantly faster than the supply of qualified candidates. That imbalance makes it more difficult to pull off successful skill-building efforts, even for multinationals that typically invest more in training than Chinese companies do. (Indeed, one implication of China’s white-hot war for talent is that outside trainers brought in by multinational companies to set up and run new programs often move on before relevant tools and internal processes are in place.) Another perennial challenge for multinationals: the Chinese context and culture, which may require local tailoring of global approaches.

Then, of course, there are China’s state-owned enterprises. Many of them only recently converted from government departments into commercial entities and are still working to adapt to a competitive environment and adopt a true business mind-set. These companies generally lack a systematic approach to nurturing employees moving up the organizational ladder. They misconstrue capability building as a classroom activity, missing the impact of linking it to actual business. And they are too inflexible either to fire underperformers or to reward and promote employees, including managers, who change their behavior and adopt the necessary mind-sets.

While the challenges facing multinationals and state-owned enterprises differ, our experience with leaders at both kinds of organizations (as well as with private-sector Chinese companies) has highlighted the importance of some common, broadly applicable principles. In this article, we describe three that should help companies overcome many of the obstacles that have frustrated capability-building efforts in the past.

1. Relate capability building to real activities

2. Instill incentives and create opportunities for promotion

3. Don’t forget China’s unique culture

The solutions may sound obvious: developing Chinese teaching materials to help solve problems, building day-to-day business problems around products that participants would find in the Chinese market, and localizing global training materials through culturally appropriate metaphors and examples. But we know from experience how easy it is to overlook these issues. In our own work, we routinely use a case involving a coffee machine to teach managers about the seven types of waste and how a “lean” perspective can address them. When we recently used this case at a Chinese state-owned enterprise, however, the managers couldn’t make sense of the story, because they had never used a coffee machine. We have now adapted the context to tea making.

About the authors

Karel Eloot is a director in McKinsey’s Shanghai office; Gernot Strube is a director in the Hong Kong office, where Arthur Wang is a principal.

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