The document summarizes key findings from a McKinsey Global Institute report on poverty and empowerment in India. It finds that 680 million Indians, or 56% of the population, live below the empowerment line and lack minimum standards of living. Three key reasons for this are: 1) inadequate job creation and low productivity, especially in agriculture, 2) low productivity of most non-farm jobs, and 3) inadequate and inefficient provision of basic services by the government despite rising social spending. Over half of government social spending does not actually benefit the people. The report estimates the total empowerment gap cost and outlines reforms needed across jobs, agriculture, services, and governance to significantly reduce poverty and empower more Indians.
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
The prosperity that Australia enjoys today will be challenged in the next decade. Disruptive technology will create fewer but bigger winners and more losers. Business has to increase its risk appetite, discover new ideas, pursue more radical strategies, and take bigger steps. In the face of adversity, Australia must respond.
L.E.K. Consulting’s annual Media & Entertainment Study
was conducted between December 2018 and January
2019. We surveyed around 2,000 households on their
entertainment choices, preferences and viewing habits.
This Executive Insights analyzes key findings about
movie theater attendance and subscription services.
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Artificial intelligence could significantly boost productivity in the U.S. federal workforce, potentially providing $532 billion in annual benefits by 2028. However, federal workers will need training to take full advantage of AI's benefits. The study found AI could automate around 30% of average federal workers' tasks by 2028 if investment increases as projected. To maximize AI's benefits, the document recommends federal agencies prioritize reskilling workers, aligning AI with strategic objectives, and ensuring accessible and trusted data.
Cracking the Code on Consumer Fraud | Accentureaccenture
"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud – more intelligence-led,
proactive and collaborative."
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
This document summarizes the findings of a survey of 268 federal employees regarding interagency collaboration and addressing global challenges. Key findings include: 1) While agencies like Defense, State, and USAID share overlapping missions, collaboration is uneven and has not met expectations for some; 2) Budget pressures may increase the need for collaboration but managers are less optimistic it will reduce costs; 3) Smart power approaches remain applicable but support has decreased in some areas; 4) Agencies report having the tools needed but collaborating most effectively with other agencies compared to private/non-profit partners.
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
One in three goods crosses national borders, and more than one-third of financial investments are international transactions. And in the next decade, global flows could triple, powered by rising prosperity and participation in the emerging world. In a new McKinsey Global Institute (MGI) report, "Global flows in a digital age: How trade, finance, people, and data connect the world economy," scenarios show that global flows could reach $54 trillion to $85 trillion by 2025.
For ten years or more, China has been a uniquely powerful engine of the global economy, regularly posting high single-figure or even double-digit annual increases in GDP. More recently, growth has slowed, prompting sharp falls in international commodity prices and casting a shadow over the near-term prospects for developed and emerging markets.
What will happen next? Pessimists struggle to see what China can do for an encore after what they say was an extraordinary, one-off period of catching up. Optimists believe that during the next 10 to 15 years, China has the potential to continue to outperform the rest of the world and to take its place as a full-fledged advanced economy (see summary infographic, “What’s next for China?”).
No Ordinary Disruption: The four forces breaking all the trendsMcKinsey & Company
Out with the old assumptions, in with McKinsey Global Institute's new book on the four disruptive forces reshaping the world, "No Ordinary Disruption": http://bit.ly/1bCznva
The four forces are
1. Urbanization
2. Accelerating technological change
3. Aging populations
4. Increasing global interconnection
What does it all mean? Our infographics tell part of the story. For more, read the book: http://amzn.to/1BKhWiq
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
The document appears to be a listing of page numbers from a McKinsey & Company report numbered from 1 to 50, with the last modified date and time included. It provides page-by-page information about a McKinsey report without any other context or details.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
The document discusses four major global forces that will drive disruption over the next 20 years: 1) economic power shifting east and south, 2) accelerating technological change, 3) major demographic shifts, and 4) shifting to a "new" state of globalization. It notes that the world's economic center of gravity is shifting back to Asia, and the global middle class will grow significantly, especially in Asia-Pacific. By 2030, there will be 2.2 billion new middle class consumers, most of whom will be in Asia-Pacific. It also discusses the implications of these trends for businesses, including thinking about growth in granular terms, reallocating resources dramatically, digitizing, designing flexible organizations, having both a
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
From touchpoints to journeys: Seeing the world as customers doMcKinsey & Company
This document outlines the top 10 complaints from airport customers according to a survey on customer satisfaction. The number one complaint is having to wait with nothing to do. The other complaints include not knowing how long events will take, lack of seating after security, difficulty finding ground transportation, dirty bathrooms, unfriendly security personnel, an almost impossible layout to navigate, jammed check-in processes, lengthy security screenings, and a confusing security checkpoint layout. The document concludes that providing customers a distinctive experience requires understanding their true needs and can drive significant innovation.
Bain & Company is a global management consulting firm founded in 1973 in Boston by former BCG consultants. It provides advisory services to businesses, non-profits, and governments. Bain faces competition from other top-tier consulting firms like McKinsey, BCG, Monitor Company and LEK Partnership. To grow, Bain must determine whether to focus on traditional advanced markets or emerging developing markets, and whether to rely solely on organic growth or pursue external opportunities like acquisitions or joint ventures. Maintaining its unique "one firm" culture while expanding internationally is also a key challenge.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
The document discusses gauging long-term impact in the social sector. It outlines how SOS CV measures the impact of its programs to ensure effectiveness and quality improvements. Impact is assessed along three components: impact on individuals, communities, and society. Non-financial impact is measured through interviews with stakeholders, while financial impact is measured through social return on investment. A pilot study found that for every €1 invested, SOS CV programs return €4-€6 in benefits, demonstrating their positive long-term impact.
US manufacturers are adopting Industry 4.0 technologies at an uneven pace, with cybersecurity, big data and analytics seeing the highest levels of implementation. While most see Industry 4.0 as an opportunity to improve productivity, defining a strategy and changing company culture are major challenges. Adoption offers benefits beyond productivity like increased flexibility, quality and speed of production. Hiring talent and acquiring new capabilities are critical enablers for manufacturers to successfully adopt Industry 4.0.
Big Data and advanced analytics are critical topics for executives today. But many still aren't sure how to turn that promise into value. This presentation provides an overview of 16 examples and use cases that lay out the different ways companies have approached the issue and found value: everything from pricing flexibility to customer preference management to credit risk analysis to fraud protection and discount targeting. For the latest on Big Data & Advanced Analytics: http://mckinseyonmarketingandsales.com/topics/big-data
Bain & Company is a global strategic consulting firm established in 1973 with 49 offices worldwide and over 5,500 employees. It has a 31% market share and is ranked 4th among the top 15 employers. Bain provides consultancy services across various industries like financial services, healthcare, retail, technology, telecommunications, energy, and private equity. It offers services related to performance improvement, strategy, mergers and acquisitions, organization change management, IT, and customer strategy. Bain has a typical career progression where associates and consultants gain experience and take on greater responsibilities like case team leader, manager, principal, and partner roles.
This document provides guidance on creating an effective resume for applying to jobs at McKinsey, a large management consulting firm. It recommends including sections on personal information, education, professional experience, extracurricular activities, and additional skills. For each section, it provides examples of the type of information to include and how to structure it. It emphasizes highlighting achievements, results, and skills relevant to consulting like problem-solving and leadership. It also stresses using keywords from the job description that recruiters will be searching for. The goal is to concisely present your qualifications and fit for the role in the most effective way possible to get through the initial screening process.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
Lean Analytics for Intrapreneurs (Lean Startup Conf 2013)Lean Analytics
This document provides an introduction to Lean Analytics for intrapreneurs. It begins with two key lessons: companies die when they fail to adopt new business models, and the difference between a rogue agent and special operative is permission. It then discusses Lean Analytics fundamentals like good metrics being understandable, comparative, ratios or rates, and behavior changing. It covers qualitative vs quantitative data, exploratory vs reporting analytics, and examples of leading metrics. The document emphasizes focusing on one metric that matters for a given business model and stage. It provides examples of analytics baselines for growth, engagement, churn, and calculating customer lifetime value.
The document discusses India's 12th Five Year Plan and its focus on inclusive growth. Some key points:
1) The 12th Five Year Plan aims to accelerate economic growth to 9% through private sector investment while also focusing on inclusive growth and reducing regional disparities.
2) It identifies four critical challenges: managing energy, water, urban transformation, and ensuring environmental protection alongside growth.
3) Inclusiveness will require a focus on scheduled castes, scheduled tribes, and minorities, as well as improving access to education, health, water and sanitation for all.
Christian_ Ketels_Will_the_Indian_Giant_Emerge_The_India_Dialog_2024.pptxDr. Amit Kapoor
Presentation done by Christian Ketels, Senior Advisor, Stockholm School of Economics on "India:Will the giant Emerge" at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Growth vs development in Indian perspectiveKaran Rohokale
The document discusses growth versus development from an Indian perspective. It defines economic growth as increases in goods and services production over time, while development refers to improving people's well-being. India has experienced strong growth rates but development indicators like literacy and life expectancy still lag. The debate centers around whether growth alone can reduce poverty or if targeted development policies are also needed. While growth has lifted many from poverty, inequalities remain as benefits have not reached all Indians.
The document discusses the differences between economic growth and development in the context of India. It defines growth as a quantitative increase in production over time, while development refers to improving economic, social, and political well-being. Key indicators of India's growth include rising GDP, GDP per capita, GNP, and per capita income between 1990-2016. However, development indicators like the HDI, literacy rates, and life expectancy show that not all citizens have benefited equally from growth. The debate around prioritizing growth vs development in India is also summarized.
The document summarizes key aspects of India's 2016-17 budget as it relates to social sectors like healthcare, education, and welfare. Some highlights include:
- Revenue deficit projected at 2.3% of GDP and fiscal deficit at 3.5% of GDP.
- Increased central government outlay on social sectors by 0.03% of GDP over previous budget.
- Funding allocated for healthcare initiatives like a new family health insurance scheme and national dialysis program, as well as education programs targeting skills training and digital/rural literacy.
- Government social spending remains lower than average among OECD countries at around 7% of GDP.
TechEmerge Webinar, Understanding the Basics: HealthTech in Indiahealth2dev
This document provides an overview of the healthcare industry in India through presentations from various experts. It discusses that while insurance penetration and health statistics are currently low in India, there are significant opportunities for innovation to address problems. The healthcare industry is large and growing, with increasing private sector investment and expansion into rural areas. Major trends include a shift to non-communicable diseases, emerging telemedicine, and growing private equity interest. The document breaks down spending on various healthcare segments and technologies such as hospitals, diagnostics, medical devices, and healthcare IT. It also outlines challenges foreign companies face in understanding and entering the Indian market successfully.
This document discusses India's economic reforms and their impact on social sectors. It summarizes that while economic growth post-reforms exceeded pre-reform levels, achievements in social sectors have been mixed. Poverty has declined but many issues remain, with 1/3 of the global poor living in India. Literacy and health indicators are improving but disparities exist across regions and demographics. Infrastructure in rural areas, education and healthcare still face shortages of resources and personnel. Overall, reforms have benefited India but more focus is needed on social development to ensure benefits reach all citizens.
The document discusses ensuring world-class civic amenities in urban India. It covers several topics:
1) Traditional roles of municipal bodies in providing basic services like water, sanitation, and waste management. Additional regulatory functions are also discussed.
2) Issues around education, healthcare, malnutrition, and corruption that negatively impact inclusive growth in India.
3) Opportunities for India's urbanization by 2030, including population growth, economic growth, and infrastructure needs.
4) Specific recommendations around improving water supply, sanitation, solid waste management, and developing education frameworks.
The document discusses ensuring world-class civic amenities in urban India through inclusive growth. It notes that traditional municipal bodies have focused on basic services like water, sanitation, roads, and waste management. However, some amenities are often neglected due to issues like lack of education, healthcare access, malnutrition, corruption and flaws in public service systems. Improving education, healthcare infrastructure, and addressing corruption could help reduce inequalities. Urban development must also ensure sufficient housing, transportation, and employment opportunities as India's urban population grows dramatically in the coming decades.
Inclusive growth in India- prospects and challenges Jagriti Rohit
India’s government has made “inclusive growth” a key element of their policy platform, stating as a goal: “Achieving a growth process in which people in different walks in life… feel that they too benefit significantly from the process.” (Ahluwalia, 2007)
This document discusses the need to transform Uzbekistan's social protection model to align with its changing economic and social goals. The current model effectively supported the population during economic transition but now risks sustaining outdated structures. Future development goals require a more targeted model to facilitate economic transformation in sectors like industry and services. Transforming the economy, education system and social assistance can help ensure fiscal sustainability of the social protection system and support for citizens in an evolving Uzbekistan.
This document provides a task force report on economic reforms in India authored by students and faculty at Dartmouth College. The report makes recommendations in several key areas:
1. Fiscal policy reforms like implementing a unified Goods and Services Tax, replacing subsidies with direct cash transfers, and cautiously privatizing state-owned enterprises.
2. Infrastructure reforms such as streamlining land acquisition and urban development, increasing public-private partnerships, and separating rural power grids.
3. Education reforms to reduce teacher absenteeism, improve pedagogy, and expand access to higher education.
4. Labor reforms including modifying restrictive labor laws and regulations to make India more competitive for manufacturing.
5. Governance reforms such
Innovative financial Advisors Pvt. Ltd - Sources to ResourcesFiinovation
Innovative financial Advisors Pvt. Ltd. - Innovative financial Advisors Pvt. Ltd works with a warranty. The project which will be designed and submitted by Innovative financial Advisors Pvt. Ltd to donor organization will get funded within 8 months.
Demographic profile of INDIA - Opportunity or ThreatVijeth Karthik
Demographic change in India is opening up new economic opportunities. As in many countries, declining infant and child mortality helped to spark lower fertility, effectively resulting in a temporary baby boom. As this cohort moves into working
ages, India finds itself with a potentially higher share of workers as compared with dependent. If working-age people can be productively employed, India’s economic growth stands to accelerate. Theoretical and empirical literature on the effect of demographics on labour supply, savings, and economic growth underpins this effort to understand and forecast economic growth in India. Policy choices can potentiate India’s realisation of economic benefits stemming from demographic change. Failure to take advantage of the opportunities inherent in demographic change can lead to economic stagnation.
India is projected to have strong GDP growth of 7.8% in 2016, however poverty and inequality remain barriers to achieving its full potential. The document outlines four areas that could help India reach the next phase of economic maturity and social equality: harnessing disruptive digital technologies to deliver low-cost services, unlocking women's potential to contribute more to the economy, achieving energy independence through renewable resources, and accelerating reforms to improve the business environment and attract more investment. Collaborating across sectors on these four dimensions could help India become a global economic leader.
The 12th five year plan aimed to renew India's economy through high investment and a targeted GDP growth rate of 8.2% annually. Key objectives included better agricultural performance, job creation, industrial growth, and strengthening infrastructure, education, health, and other social services. Strategies to achieve these objectives involved higher investment, market development, rural development, decentralization, technological innovation, and reforms in various sectors like energy, education, and healthcare. Reforms around corporate governance, corporate social responsibility, liberalizing the external sector, and moving towards capital account convertibility were also seen as important to drive faster and more inclusive economic growth.
This document discusses the changing nature of rural livelihoods in India. It notes that while India's economy has grown, poverty and hunger remain problems, especially in rural areas. Agriculture's share of GDP and employment has declined as industry and services have grown. There has been a shift from staple crops to more cash crops, which has contributed to food insecurity. Rural livelihoods now involve a variety of activities beyond just agriculture due to these economic changes.
Microfinance and strategy of financial inclusion in indiaAlexander Decker
This document discusses microfinance and financial inclusion in India. It notes that while India has made progress in expanding access to banking, many rural and low-income populations still lack access to formal financial services. Microfinance institutions like self-help groups have played an important role in promoting financial inclusion. The document examines different approaches to financial inclusion in India, the role of banks and microfinance, and challenges remaining around expanding access in a sustainable way.
The document outlines India's Vision 2020 plan to transform into a developed nation by 2020. It discusses key goals of the vision, including improving quality of life, increasing GDP share, and reducing population growth rate. It describes prerequisites like strong political and public commitment. Operations research models could help with planning, implementation, and optimizing resource allocation for projects across sectors like infrastructure, agriculture, manufacturing, and services to achieve the vision. The document provides examples of how OR has evolved and could be applied in three stages to help assess options, optimize efficiency and effectiveness, and guide competitive decision making.
Similar to MGI: From poverty to empowerment: India’s imperative for jobs, growth, and effective basic services (20)
This document provides a summary of McKinsey & Company's 2022 research on women in the workplace. Some key findings include:
- Women remain underrepresented in leadership roles, though representation has increased slightly over time. Women of color continue to lose representation at higher levels.
- Women leaders, especially women of color, are leaving their jobs at higher rates than in previous years due to factors like lack of flexibility, advancement opportunities, and burnout.
- Barriers like unequal promotion rates for women persist, with women and particularly women of color less likely to be promoted to manager compared to men.
- Remote and hybrid work models may help address issues like microaggressions that some women, especially women with disabilities
This document summarizes findings from McKinsey & Company and LeanIn.org's seventh annual research on women in the workplace. Some key findings include:
- 423 companies participated with over 12 million employees surveyed on their workplace experiences.
- Women's representation has declined year-over-year in news and media companies across most levels. Women of color continue to lose ground.
- Women, especially women of color, report higher rates of burnout and are more likely to experience disrespectful microaggressions. They also lack effective allies.
- Women leaders have taken on greater responsibilities supporting employee wellbeing and diversity, though this important work often goes unrecognized.
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
This document discusses the myths and realities of cloud adoption. It presents 7 myths about cloud computing and rebuts each with realities based on research. It then estimates that adopting cloud technologies could provide $1 trillion in value for Fortune 500 companies through cost savings, innovation, and growth. Lastly, it provides examples of banking use cases that could leverage cloud technologies.
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
The Press Forward Discussion: Pipeline to Leadership for Women in NewsMcKinsey & Company
This document summarizes the findings of the 2020 Women in the Workplace report by McKinsey & Company and LeanIn.org, which surveyed over 40,000 employees from 317 companies. It finds that while there has been some progress for women in senior roles, the "broken rung" at the manager level remains. COVID-19 has exacerbated challenges like childcare responsibilities and burnout, particularly for women like mothers and senior-level women. It also highlights difficulties for groups like Black women. Companies are encouraged to offer more flexible work policies and support employee well-being and diversity to help address these issues.
The 2nd lockdown in Europe is perceived as less challenging and disruptive than the 1st lockdown in spring. Purchase intent for new cars has dropped 13 percentage points since September across EU markets, while used car purchase intent has only dropped 2 points. Respondents plan to delay car purchases and spend less by requiring discounts on smaller cars. Mobility usage is down 7 points since September, with French and Italian respondents most affected. The aftermarket is also impacted, with a decrease in planned maintenance work. Overall, the automotive industry is experiencing reduced demand in response to the 2nd lockdown.
New horizons in transportation: mobility, innovation, economic development an...McKinsey & Company
New technologies are creating opportunities across various asset classes. Six trends are driving changes: 1) assets will be operated and monetized in real-time through data and connectivity, 2) automation is accelerating and expanding, 3) consumers are shifting to new mobility options, 4) logistics demand speed and transparency, 5) cybersecurity risks are growing, and 6) assets must be flexible, resilient and sustainable for environmental changes. These trends could significantly impact transport, energy, water, waste, and telecom assets. Technology offers public benefits like economic savings, sustainability, and safety, while also creating private investment opportunities.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
Like other prosperous American cities, greater Seattle currently finds itself in the unenviable position of possessing both enormous amounts of wealth and staggering levels of homelessness. These slides accompany the McKinsey & Company report that looks at homelessness in King County, published in January 2020.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
Women in the Workplace: Travelers Conference presentation April 2019McKinsey & Company
The document summarizes findings from a 2018 McKinsey report on women in the workplace in the insurance industry. It finds that while the insurance industry starts with better gender diversity at entry levels compared to other industries, the pipeline leaks for women at higher levels. Specifically, women of color face the steepest drop-off in representation between entry levels and the C-suite. External hiring and promotions also favor men, contributing to the gender gap. The report also examines themes of microaggressions experienced more by women, networks that are less helpful for women's careers, and negative impacts of being a "only" for gender or racial minorities in meetings.
Changing the Trajectory: How Companies Can Lean In TooMcKinsey & Company
This document summarizes findings from McKinsey & Company's 2018 study on women in the workplace. Some key findings include:
- Women face challenges advancing in their careers, with promotion rates to manager being 21% lower than men. Black women face even greater challenges, with a 40% lower promotion rate.
- While most employees want to stay at their companies, 81% of women who plan to leave cite taking a role at another company as the reason.
- Gender diversity in companies is linked to improved performance, with diverse companies being 15% more likely to outperform industry averages. However, only 28% of women see their companies as adequately representing women in leadership.
Women remain underrepresented in corporate leadership. While women earn 57% of college degrees, they hold only 20% of senior roles. They face challenges including unequal pay, lack of support from managers, carrying a larger burden of household work, and perceiving their gender as a disadvantage. However, companies that focus on accountability, flexible work policies, and fair hiring/promotions see faster progress getting more women into management and leadership. Individual actions like calling out bias, sponsoring women, and changing biased language can also help close the gender gap.
AI and Best Use Cases for Your Personal Life.pptxBrian Frerichs
THIS SLIDE PROVIDES A BRIEF OVERVIEW OF THE TOPIC AND THE KEY AREAS THAT WILL BE COVERED IN THE PRESENTATION ON HOW AI CAN BE LEVERAGED FOR PERSONAL LIFE APPLICATIONS.
Maximise your Business Potential: Annual Planning Workshopchris908327
Are you striving to elevate your business to new heights? Prepare to transform your aspirations into actionable plans with our exclusive 90-Day Planning Workshop, meticulously designed for owners and managers of family and privately owned businesses. Led by Russell Cummings, Australia’s premier business coach from Shifft, this online workshop is your golden ticket to crafting a focused roadmap for the April to June 2024 quarter.
Network Observability – 5 Best Platforms for ObservabilityGauriKale30
Constant changes in network traffic and configurations require understanding the IT network for reliability. Network observability with telemetry, AI/ML, and AIOps gathers and analyzes data, predicts issues, and automates responses
Qatar Airways Kuwait Office serves as a crucial hub for travelers in Kuwait seeking premium air travel services. Located conveniently in the heart of Kuwait City, the office offers a range of services including flight bookings, ticketing, and assistance with itinerary planning. Dedicated staff are available to provide personalized support, ensuring a seamless travel experience. The office also offers information on Qatar Airways' extensive network, luxury amenities, and special offers. Known for its exceptional customer service, the Qatar Airways Kuwait Office is committed to delivering a high standard of service and addressing any travel-related inquiries promptly. For business and leisure travelers alike, it’s the gateway to exploring global destinations with ease.
How Do Flange Adapters Work and Why Are They Essential?Texas Flange
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MGI: From poverty to empowerment: India’s imperative for jobs, growth, and effective basic services
1. From poverty to empowerment
MGI INDIA | February, 2014
India’s imperative for jobs, growth and
effective basic services
The full report can be found at http://bit.ly/McKIN-MGI-Pov2Emp
2. 1
The McKinsey Global Institute (MGI) – an overview
▪ Help leaders in the private, public,
and social sectors develop a deeper
understanding of the evolution of the
global economy
▪ Provide a fact-base and ideas that
contributes to decision-making on
critical management and policy issues
▪ Focus on long-term fundamental
research and maintain very high
standards of peer review and intellectual
rigor in its work
▪ Build deep knowledge in core areas:
productivity, competitiveness and growth
and key markets – technology, labour,
natural resources, finance
MGI Mission & Aspirations
OVERVIEW
▪ Founded in 1990 as McKinsey’s
business and economics research arm
▪ Distinctive “micro to macro” approach
combines real business experience
with the rigor of world-class economic
analyses
▪ Project teams are led by MGI senior
fellows and draw from top-performing
consultants around the world
▪ Leading global economists, including
Nobel laureates, act as advisers
▪ Research is funded by the partners of
McKinsey independent from any
business, government, or other
institution
4. 3
Leadership team for MGI’s India ‘poverty to empowerment’ report
Rajat Gupta Shirish Sankhe
Director,
Mumbai office
Director,
Mumbai office
Richard Dobbs Jonathan Woetzel
Director,
London office
Director,
Shanghai office
Anu Madgavkar Ashwin Hasyagar
Senior Fellow,
McKinsey
Global Institute
Fellow,
McKinsey
Global Institute
5. 4
Some 680 million people, or 56% of India, live below MGI’s Empowerment Line and lack
acceptable minimum standards of living; the Empowerment Gap is 4% of GDP in value terms
(about 7 times the official poverty gap)
From 2005 to 2012, 75% of the improvement in living standards was due to rising
incomes, the rest due to government spending; to reduce the gap faster, India needs more
productive jobs and higher effectiveness of government spending (e.g., 85 million people
below the official poverty line could have been lifted to minimum living standards just by
improving delivery of public services)
Almost 40% of the Empowerment Gap comes from health care, drinking water and
sanitation; in addition, hunger is a major issue for the poorest segments, and housing for
the urban vulnerable
Apart from lacking the means, Indians also lack access to 46% of the basic services they
need, with significant variations in the pattern of access deprivation across districts
A path of Stalled Reforms would leave 36% of India below the Empowerment Line and
12% below the Poverty Line in 2022, but the path of Inclusive Reforms can bring these
down to 7% and 1% respectively – while achieving fiscal consolidation and reducing
access deficit in basic services to 17%, from 46% currently. Raising government spending
on subsidies alone delivers just 8% of the total impact. 4 themes are critical
▪ Non-farm jobs deliver >50% of impact; 115 million jobs are needed (38 million more
than Stalled Reforms) through 6 broad-ranging reforms and investments in 70-100 job
creation engines
▪ Agricultural yield growth delivers ~20% of impact, needing 9 farm sector initiatives
and investment rebalancing towards rural infrastructure, research and extension
▪ Public spending on basic services should grow at 7% p.a. in real terms and share of
health, water and sanitation to rise from 20% to nearly 50%
▪ Government spending effectiveness must improve from 50% to 75%, by working with
private and social sector, community involvement and tight monitoring using technology
Six themes are essential to improve governance across the board (raise institutional
capacity and strengthen external accountability)
1
2
3
4
6
5
KEYMESSAGES
6. 5
Contents
▪ The path from poverty to empowerment
▪ What keeps India poor?
▪ Access to basic services
▪ Understanding the empowerment gap
▪ The empowerment line
7. 6SOURCE: Planning Commission of India; McKinsey Global Institute analysis
India performance on reducing extreme poverty has been encouraging
45
2004-05
22
2009-10
30
1993-94
37
2011-12
Headcount ratio of population below India’s official poverty line
Percent
Headcount below
official poverty line
Million
India’s total
population
Million
404 407 354 270
890 1,090 1,190 1,230
8. 7
We ask what it would take to economically empower every Indian – at
the very least, through the fulfillment of eight basic needs
SOURCE: McKinsey Global Institute analysis
2,100-2,400 calories, including
60 grams protein and 40 grams fat1,
per capita per day for rural-urban
215-275 square feet of
acceptable housing in rural-
urban areas
Access to clean cooking fuel
and electricity for lighting needs,
based on minimum energy
consumption levels
ENERGY
FOOD
HOUSING
70-135 litres per capita per
day of piped water supply in
rural-urban areas
DRINKING WATER
Sanitary latrine in rural households,
and underground sewerage with
wastewater treatment in urban
SANITATION
Access to primary education,
and secondary education
(substitutable with vocational
training), for all children based
on accepted norms
EDUCATION
Access to an essential basket of
health-care services across
primary, secondary, and tertiary
health care
HEALTHCARE
Insurance to cover income loss
based on 2% premium-to-coverage
ratio
SOCIAL SECURITY
1 Protein and fat norms for adults
Basic
services
9. 8
MGI’s ‘Empowerment Line’ is the cost of eight basic services, less goods
and services paid for by the government that actually reach the people
SOURCE: McKinsey Global Institute analysis
Normative consumption requirement and Empowerment Line
INR per capita per month, 2011–12; 2011–12 prices
1 Includes clothing, footwear, travel, entertainment, communication, domestic appliances, etc.
2 Includes primary, and secondary education (substitutable with vocational training), costs
3 Includes health care, drinking water and sanitation
154
128
221
221
25
14
Food
Health4
Education3
Housing2
Social security
Others1
Empowerment
line
1,336
580
Energy
203
106
82
16
Effective public
spend on basic
services
208
37 29
89
14
Normative
consumption
required
1,544
617
232
195
96
30
This means
INR 6,700 Per family of
five
INR 1,692
Urban
Empowerment
Line
INR 1,228
Rural
Empowerment
Line
10. 9SOURCE: Report of the Expert Group to Review the Methodology for Estimation of Poverty – Planning Commission (2009), McKinsey Global Institute analysis
1 Includes clothing, footwear, travel, entertainment, communication, domestic appliances, etc.; corresponding category in official poverty line does not include travel
2 Corresponding category in official poverty line includes travel costs
3 Includes primary and secondary education costs; corresponding category in official poverty line includes all education costs
4 Includes healthcare, drinking water, and sanitation; corresponding category in official poverty line includes healthcare only
5 Subcomponents calculated based on of Tendulkar poverty estimation methodology used in 2004-05
Official poverty line and Empowerment Line
INR per capita per month, 2011–12; 2011–12 prices
The Empowerment Line has relatively higher requirements for heath,
drinking water and sanitation, and education
128
185
221
107
0
874
Food
Health4
Fuel
Education3
Housing2
Social security1.5x
Others1
Empowerment
Line (EL), 2012
1,336
580
203
106
82
16
Official Poverty
Line5 (2011-12)
472
37
28
46
1.2x
1.8x
3.8x
1.2x
5.5x
1.2x
36
36
78
22
166
108
Difference
between EL
& PL
INR
Ratio of EL
to PL
11. 10
1 The Empowerment Gap and the Poverty Gap are defined as the aggregate differential between actual private consumption expenditure and the consumption
requirements of the Empowerment Line and the poverty line, respectively
2 Using average exchange rate of $1 = INR 48.0769 for April 2011–March 2012
Average monthly consumption expenditure
INR per capita per month, 2011-12, in 2011-12 prices
SOURCE: National Sample Survey Office survey, 68th round; McKinsey Global Institute analysis
680 million Indians are below the Empowerment Line, against
270 million who are below the official poverty line
Empowerment line
Official poverty line
0
500
1,000
1,500
2,000
2,500
3,000
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90
Percentile of population (percent)
INR 874
INR 1,336
Empowerment Gap1
INR 332,000 crore ($69 billion)2
4% of GDP
Poverty Gap1
INR 50,000 crore ($10 billion)2
0.6% of GDP
12. 11
171 million Urban Indians and 509 million Rural Indians are below the
Empowerment Line
SOURCE: McKinsey Global Institute analysis
1 BEL – Below Empowerment Line
2011-12
BEL1 population
Million
BEL1 Headcount
ratio
Percent
Empowerment
line (average)
INR per capita
per month
All India 680
Rural 509
Urban 171
61
56
44 1,692
1,228
1,336
13. 12
Urban and Rural India are equally disadvantaged, on a relative basis
SOURCE: McKinsey Global Institute analysis
1 MPCE – Monthly Per Capita Expenditure, average; BEL = Below Empowerment Line
2 Empowerment gap defined as a the monetary value of the difference between actual private consumption expenditure and the consumption required under Empowerment line
Empowerment line and per capita empowerment gap, 2012
INR per month
RuralUrban
Per capita
empowerment gap
521
(31%)
MPCE of
BEL population1
1,171
Empowerment
line
1,692
Per capita
empowerment gap
370
(30%)
MPCE of
BEL population1
859
Empowerment
line
1,228
BEL population
%
Million
44
171
61
509
14. 13
Contents
▪ The empowerment line
▪ What keeps India poor?
▪ Understanding the empowerment gap
▪ Access to basic services
▪ The path from poverty to empowerment
15. 14
74% of the past reduction in Empowerment Gap was attributable to
higher incomes, the rest to more government spending
SOURCE: National Sample Survey Office survey, household consumption survey, 61st (2005) and 68th (2012) rounds; McKinsey Global Institute analysis
Empowerment
gap, 2011–12
332
Additional public
spend reaching
the people1
111
Private
consumption
growth due to
higher incomes
321
Gap (2011–12)
holding per capita
consumption
constant
764
Impact of increase
in population
168
Empowerment
gap, 2004–05
597
1 Public spending reaching the people is ~20% of monthly per capita expenditure (MPCE) for below Empowerment Line (BEL) population in 2012.
Empowerment Gap, 2005–12
%; INR thousand crore 1
Share of past
poverty
reduction
%
For Below
Empowerment Line
For Below
Poverty Line
74%
66%
26%
34%
56%78%
xx% BEL population
16. 15
Two reasons why India’s poor have not been able to meet their basic
consumption needs, despite fast GDP growth
Inadequate and inefficient
provision of basic servicesB
Low productivity improvement and a
poor job creation engineA
Agriculture is plagued by low
productivity, high underemployment
(20%) and slow productivity growth
(2.3% p.a. between 2000-10) and
houses 60% of India’s “working poor”
Non-farm job creation has been
inadequate: India created just 65
million new non-farm jobs in the last
decade, not enough to move workers
out of agriculture
Low productivity of jobs: 65-75% of
non-farm jobs are in the unorganised
sector, 84% of manufacturing
employment in tiny enterprises of less
than 50 workers
Low workforce skills: almost 70% of
the workforce is not educated beyond
primary school
Effectiveness of
government spending is
low, with 50% of what is
spent not translating into
real benefits for people
Despite rapid overall
growth, public spending is
insufficient in critical areas
such as healthcare, water
and sanitation
There is wide variation in
public spending, and
hence outcomes, across
states and sectors (urban
vs. rural)
17. 16
Over half the workforce (and 60% of the working poor) are in agriculture
where productivity is one-third to one-half that of the next two sectors
955550
800
1001050 45403530252015
Productivity per worker
INR ‘000 per worker
1,000
200
400
600
Share of employment
Percentage
0
Banking & insurance
Real estate & business services
Transport, storage & communications
Public administration & defense
Trade, hotels & restaurants
Unregistered manufacturing
Construction
Agriculture
SOURCE: NSSO 66th Round; MOSPI website; McKinsey Global Institute analysis
Registered manufacturing
Productivity and employment by sector
2010 ServicesIndustryAgriculture
50 million more non-farm jobs by 2012 could
have lifted 100 million more people above
the Empowerment Line
Other services
18. 17
Even in the non-farm sector, India’s glut of low-productivity small
enterprises kept average worker incomes low
SOURCE: Asian Development Bank; “Enterprises in Asia: Fostering Dynamism in SMEs,”Key Indicators for Asia and the Pacific (2009),
McKinsey Global Institute analysis
70
46
25
65
841-49 employees
50-199 employees
200+ employees
China
23
52
Thailand
13
42
Indonesia
6
29
Philippines
8
23
India
6
11
1.5 15.15.72.33.2
13.1 31.113.112.414.0
1 Both manufacturing & non-manufacturing businesses
2 Productivity data is only for small enterprises (i.e., 5-49 employees) and does not include micro enterprises (i.e., 1-4 employees)
Share of manufacturing employment by business size
Percent
Value add per worker
for 200+ employee
businesses1
2005, USD ‘000 per year
Value add per worker
for 5-492 employee
businesses1
2005, USD ‘000 per year
19. 18
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2,250,000
2,500,000
Interest
Payments
Administrative
expenses
Expenditure
for growth
Other social
expenses
Basic
services2
2011-1232007-082003-042000-01
SOURCE: Indian Public Finance Statistics; Budget documents of Government of India and State governments; IMF
Note:
• Data for 01-02 and 02-03 was not available, so their values have been calculated by interpolating along the graph
• Data for 11-12 is as per revised estimates
• Values differ slightly from calculations for 2009-10 shown previously, as this only takes into account fiscal expenditures; also tertiary education is included in basic
services head for this graph
Government social spending for basic services has risen faster
than GDP over the past decade to INR 570,000 crore ($118 billion)
Government (Centre and state) fiscal expenditure
INR crore
9% 15% 17%
CAGRxx
9%
17%
7%
13%
16%
16%
16%
9%
20%
20%
19%
14%
Nominal GDP CAGR
20. 19
Half of government social spending (or INR 285,000 crore)
does not benefit the people
SOURCE: NSSO, government fiscal statistics, MGI analysis
1 Estimated by comparing actual government spend to benefits reported as received in NSSO’s consumption surveys
2 Estimated by comparing best performing states on health and education outcomes per rupee of spend to average performing states across India
2011-12 government spending
INR ’000 crore
Estimated efficiency/effectiveness of government spending
% of spending that typically reaches the people
Health,
drinking water
and sanitation
36
Fuel1
47
Education2
51
NREGA1
52
Food1
64
If subsidies were 75% efficient in reaching
intended beneficiaries, 85 million more people
would be above the official poverty line today
Spend
reaching people
Inefficiencies
and leakages
50
50
INR 285,000 crore not reaching
the intended beneficiaries
21. 20
Contents
▪ The empowerment line
▪ What keeps India poor?
▪ Understanding the empowerment gap
▪ Access to basic services
▪ The path from poverty to empowerment
22. 21
Health and food are 60% of the Empowerment Gap; housing is a large
unmet need for the urban poor
SOURCE: NSSO 68th round, McKinsey Global Institute
9
25 20
10
332
($69)
-1
39
19
17
7
Rural
226
($47)
-1
40
18
9
Urban
107
($22)
Health2
Others
Education
Food
Housing
Fuel
Total
21
37
-1
32
1
Empowerment Gap by service and sector, 2011–12
%; INR thousand crore ($ billion1)
1 Using average exchange rate of US $1 = INR 48.0769 for 1 April 2011 to 31 March 2012.
2 Includes health care, drinking water, and sanitation.
23. 22
There are three distinct segments below the Empowerment Line
SOURCE: National Sample Survey Office survey, 68th round; Oanda; McKinsey Global Institute analysis
India’s population and Empowerment Gap1 by segment, 2011–121
Percent
1 The Empowerment Gap is defined as the aggregate differential between actual private consumption expenditure and the Empowerment Line
2 Using average exchange rate of US$ 1 = INR 48.0769 for April 2011-March 2012
3 Monthly per capita expenditure
1.9x
1.4x
2.6x
Ratio of Empowerment
Line to average MPCE3
44
100% =
Excluded
Impoverished
Vulnerable
Empowered
Empowerment
gap1
INR 332,000 cr
($69 billion2)
17
46
38
0
Population below
the Empowerment
Line
1.2 billion
8
17
34
24. 23
Needs are very different for each segment – absolute gap
SOURCE: National Sample Survey Office survey, 68th round; McKinsey Global Institute analysis
Consumption gap by segment and service, 2011–12
INR per capita per month
1 Includes healthcare, drinking water and sanitation.
292
161 285
163 25
63
Health1
Food
Education
Housing
Energy
Vulnerable
278
138
24
60
32
Impoverished
477
160
72
36
46
Excluded
638
173
79
38
Vulnerable
415
184
-20
100
158
-7
Impoverished
724
216
136
187
23
Excluded
910
227
149
196
46
Consumption gap
% of Empowerment
Line
66 53 30 63 47 27
Urban
Population by
segment
Million
12 42 118 45 169 295
Rural
25. 24
Contents
▪ The empowerment line
▪ What keeps India poor?
▪ Understanding the empowerment gap
▪ Access to basic services
▪ The path from poverty to empowerment
26. 25
In addition to purchasing power, people needs access to basic services
– we constructed Access Deprivation Score (ADS) to assess access
SOURCE: McKinsey Global Institute analysis
1 Oral Rehydration Solution; 2 High Level Expert Group; 3 Liquefied Petroleum Gas (used as cooking fuel).
Electricity
usage
LPG3
usage
Drinking
water and
sanitation
access
Good or
liveable
housing
Education
infra with
regard to
norms
Net
enrolment
ratio
ORS1
usage
during
diarrhoea
Extent of
full immu-
nisation
Health infra
with regard
to HLEG2
norms
Energy deprivation
score
Water and
sanitation
deprivation
score
Housing
deprivation
score
Education
deprivation score
Healthcare
deprivation score
Household services
deprivation score
Community services
deprivation score
Access Deprivation
Score
Overall basic
services
Two types of
basic services
Six basic
services
Nine
dimensions
27. 26
An average Indian lacks access to 46% of services
SOURCE: McKinsey Global Institute analysis
1 Healthcare metrics include ORS, immunisation and infrastructure; education metrics include net enrolment and classroom and teacher availability;
energy includes electricity and LPG usage
2 LPG penetration is taken as a proxy
3 ADS is a population-weighted average of district-level access deprivation score
Average deprivation scores by basic service (percent)
Based on 9 parameters across these
6 basic services, we find that the Access
Deprivation Score (ADS)3 for India is 46%
i.e., on average, Indians do not have access
to 46% of basic services
Two types
of basic
services
Six basic
services
Community
level services
Healthcare1
Education1
Household
level services
Energy
59
Drinking Water
18
Sanitation
57
Housing
523
53
46
Overall
ADS3
28. 27
0
10
20
30
40
50
60
70
80
0 1,000 2,000 3,000 4,000 5,000
Household services Deprivation Score1
Percent
Monthly per capita expenditure
(average for district)
INR
0
10
20
30
40
50
60
70
80
0 1,000 2,000 3,000 4,000 5,000
Community services Deprivation Score2
Percent
Monthly per capita expenditure
(average for district)
INR
Access to health and education are relatively less responsive to income,
while access to energy, water and sanitation seem correlated to income
SOURCE: National Sample Survey Office survey, 2011-12; McKinsey Global Institute analysis
R2 = 0.05R2 = 0.66
District data, 2011
1 Household services Deprivation Score = distance of each district from the point of no deprivation in household services.
2 Community services Deprivation Score = distance of each district from the point of no deprivation in common services.
29. 28
Access deprivation has substantial district-level variations (1/2)
SOURCE: Census 2011, District-Level Health Survey 2007-08, DISE 2009-10, MGI analysis
MOST DEPRIVED
(Extremely deprived on all services)
HOUSEHOLD SERVICES DEPRIVED
(Extremely deprived on all except health & education)
MODERATELY DEPRIVED
(Moderately deprived on all services)
COMMUNITY SERVICES DEPRIVED
(Deprived on health and education; less so on others)
1 Monthly Per Capita Expenditure
126
DISTRICTS
27%
POPULATION
SHARE
59%
ADS
1,083
MPCE1 (INR)
177
DISTRICTS
18%
POPULATION
SHARE
49%
ADS
1,177
MPCE1 (INR)
127
DISTRICTS
26%
POPULATION
SHARE
41%
ADS
1,653
MPCE1 (INR)
59
DISTRICTS
27%
POPULATION
SHARE
37%
ADS
2,761
MPCE1 (INR)
LEAST DEPRIVED
(Least deprived on health & education; moderately on
others)
126
DISTRICTS
27%
POPULATION
SHARE
34%
ADS
1,855
MPCE1 (INR)
30. 29
Access deprivation has substantial district-level variations (2/2)
SOURCE: Census 2011; District-Level Health Survey, 2007–08; DISE, 2009–10; National Sample Survey Office survey, 2011–12; Forest Survey of India 2011;
McKinsey Global Institute analysis
1 Household services deprivation score = distance of each district from the point of no deprivation in household services.
2 Community services deprivation score = distance of each district from the point of no deprivation in community services.
3 Monthly Per Capita Expenditure
Averages
Categories
HDS1
Percent
CDS2
Percent
ADS
Percent
MPCE3
INR
Most
Deprived
62 56 59 1,083
Household
Services
Deprived
57 39 49 1,177
Moderately
Deprived
41 41 41 1,653
Community
Services
Deprived
20 46 37 2,761
Least
Deprived
38 31 34 1,855
All-India
average
46 44 46 1,627
10
20
30
40
50
60
70
10 20 30 40 50 60 70
HDS
Percent
CDS
Percent
Districts
Category
31. 30
Contents
▪ The empowerment line
▪ What keeps India poor?
▪ Understanding the empowerment gap
▪ Access to basic services
▪ The path from poverty to empowerment
32. 31
We have developed two scenarios to see how rapidly India can move
people from poverty to empowerment
SOURCE: McKinsey Global Institute
Stalled reforms
▪ Low job creation and
productivity growth in both
farm and non-farm sectors
would persist
▪ Low tax revenue base would
constrain the government’s
ability to spend on social
services
▪ Inefficiency in service delivery
would remain unaddressed
Inclusive reforms
▪ Stimulate job creation and
productivity growth across the
economy (with particular
emphasis on the most labour-
intensive sectors)
▪ Rising incomes would support
higher tax revenues that
enable increased public
spending on basic services
▪ A concerted push for more
efficient delivery by the
government machinery would
make public spending yield
greater results
33. 32
3.9
2.8
2.3
352
312
237
1,088
771
570
2022 – inclusive
reforms
2022 – stalled
reforms
2012
75
5050
2022 – inclusive
reforms
2022 – stalled
reforms
2012
Inclusive reforms in four key areas
Inclusive reforms are needed in four key areas
SOURCE: McKinsey Global Institute analysis
Create new non-farm jobs Increase farm productivity
Million Yield (tonnes per hectare)
Increase public spending on basic services Improve effectiveness of public spending
INR ’000s crore, 2012 Percent
2.0%
p.a.
5.5%
p.a.+115
+75
6.7%
p.a.
3.1%
p.a.
25
p.p.
34. 33
10
9
8
7
6
5
0
Inclusive
reforms
Stalled
reforms
202220172013
… which will result in faster poverty reduction and GDP growth
SOURCE: McKinsey Global Institute analysis
1 Below Empowerment line
2 Below official poverty line
7
36
1
12
22
2022 – inclusive
reforms
2022 – stalled
reforms
2012
56
BPL2
BEL1
Head-count ratio
% of population
GDP growth rate
Percent
Compound Annual
Growth Rate
7.8%
5.5%
35. 34
Non-farm job creation and farm productivity will drive almost 75% of
poverty reduction
SOURCE: McKinsey Global Institute analysis
Contribution
to poverty
reduction
74% 26%
Population
share 2022
7
Improve
effectiveness
of public
spending
9
Increase
public
spending on
basic services
4
Increase farm
productivity
10
Create new
non-farm jobs
25
Population
share 2012
56
Reduction in BEL population – Inclusive reforms
36. 35
84% 16% Contribution
to poverty
reduction
Percentage of population
Even for the extremely poor, non-farm job creation and farm
productivity will contribute to about 60% of poverty reduction
SOURCE: McKinsey Global Institute analysis
4
Increase farm
productivity
1
Create new
non-farm jobs
6
Population
share 2012
6
Population
share 2022
18
Improve
effectiveness of
public spending
34
Increase public
spending on
basic services
Impoverished
and Excluded
Below the official
poverty line
Vulnerable
Above the official
poverty line but
below the
Empowerment
line
1
5
3
4
822
59% 41% Contribution
to poverty
reduction
37. 36
India can create 115 million additional non-farm jobs by 2022,
but the stalled reforms scenario will fall 40 million short
SOURCE: National Sample Survey Office survey, 68th round; United Nations Population Division; McKinsey Global Institute analysis
35220
26
69
237
2012 –
non-farm
jobs
Change in
working-age
population1
2022 –
non-farm
jobs
Farm to
non-farm
shift3
Change in
labour force
participation
rate2
Non-farm job potential, Inclusive reforms
Million
1 Working-age population, defined as 15 years and above, assumed to grow at 1.4% per annum based on demographic profile
2 Labour force participation rate assumed to rise by 2.6 percentage points
3 Share of farm sector in total employment assumed to fall from 49% to 37%
+115 40
115
75
Non-farm
jobs
2012–22
Stalled
reforms
Non-farm
job creation
gap
1
38. 37
India’s industrial sector will need to lead the way on job creation,
especially in construction and manufacturing
Incremental job creation in Inclusive Reforms scenario, 2012–22
Headcount, million
Compound annual
growth rate
SOURCE: McKinsey Global Institute analysis
3.8%
3.9%
7.4%Construction1
Manufacturing1
Others1,2
80
50
27
3
95Total
Agriculture 20
Services 35-40
Industry 75-80 5.6%1
2.4%1
-0.9%
1.9%
NOTE: Numbers may not sum due to rounding
1 Calculated assuming 80 million new industry and 35 million new services jobs
2 Includes mining and quarrying, electricity, gas and water supply
1
39. 38
Reforms that remove barriers to competitiveness and attract
investment are key to generating jobs
SOURCE: McKinsey Global Institute analysis
1
Build multiple self-sustaining
job creation engines
Non-farm job creation reforms
B Reduce administrative and compliance
burden, especially for MSMEs, in all
government and judicial interface
Reform land markets and land
acquisition process to reduce time and
improve predictability
D
C Implementation of GST and removal of
specific product-market barriers (policy,
taxation)
A Improve process for timely approval and
execution of infrastructure investments
E Make the labor market more flexible,
along with boosting income security for
workers
F Build skills for poor workers to enable
them to move into more productive work
▪ Make focused public
investment in centres for job
creation – build trunk
infrastructure, skills and
market linkages in greenfield
and brownfield locations
focused on labour-intensive
sectors e.g., industrial
clusters, tourism, food
processing
▪ Plough back the resources
generated from such
government investments into
development
40. 39
Potential shape of a National Infrastructure Delivery Unit
SOURCE: McKinsey Global Institute analysis
1
▪ Permanent
institutionalised support
to the CCI
▪ Reporting to the prime
minister
▪ Specifically accountable
for infrastructure
outcomes
▪ Empowered to resolve
bottlenecks.
▪ Governed by an
outcomes-based MoU
▪ Led by an empowered
and accountable ‘chief
executive’
Key functions
1 Actively coordinate various arms
of government and entities
involved in project implementation
2 Plan for critical linkages across
ministries and functions, set and
monitor schedules, and facilitate
implementation
3 For projects above a certain size,
evaluate feasibility and contain
costs
4 Actively shape portfolio of large
and critical infrastructure projects
to ensure optimisation and balance
Potential structure
41. 40
Step-wise change in administrative reforms
SOURCE: Expert interviews; McKinsey Global Institute analysis
1
LONG-TERM (>5 yrs.)
MEDIUM-TERM (2-4 yrs.)
NEAR-TERM (<2 yrs.)
Create transparency
▪ Launch single website that con-
solidates all rules and
regulations businesses face,
organized by type of enterprise
and state
▪ Clarify which inspectorates are
responsible for which
regulations, penalties per rule,
and rights of business during
inspections
▪ Make case judgments
(i.e., precedent) in contractual
disputes publicly available
Reduce direct cost to do business
▪ Allow new businesses to be registered with no paid-in minimum
capital
▪ Streamline the tax system to simplify number of different taxes
and reduce overall tax take
Reinforce property rights
▪ Make cadastral information (i.e., land ownership) available online
through a central website
▪ Reinstate property rights as a fundamental right in the
constitution
Optimize interactions with
government
▪ Allow self-assessment for
corporate taxes
▪ Create a framework for self- &
third-party certification for
inspections deemed less critical
to the public good
▪ Institute risk-based inspections
for import & export cargoes
…
▪ Establish specialized commercial
court for contractual disputes
▪ Create single government
window for starting a business
and getting a construction
permit
▪ Launch electronic platform for
sub-mitting & processing trade
docs
…
▪ Reform inspections regime –
e.g., focus inspections on
highest-risk businesses, institute
expedited redressal
mechanisms, reinforce
punishments for bribe-taking, etc.
ILLUSTRATIVE
42. 41
Step-wise flexibility in labour laws
SOURCE: Expert interviews; McKinsey Global Institute analysis
1
Catalyze enterprise
growth
Make life simpler for
MSMEs
Create transparency
▪ Launch a single user-
friendly website that
consolidates all labor
regulations, organized
by type of enterprise
▪ Clarify which
inspectorates are
responsible for which
regulations, penalties
per rule, and rights of
business during
inspections
▪ Remove restrictions
on female work at
night, daily work
hours, and weekly
work hours
▪ Remove requirement
of government
approval and union
consultation for
changes in terms of
work (i.e., standing
orders)
▪ Streamline excessive
regulations related to
working environment
(e.g., wall painting,
lighting, spittoons,
creches, etc.)
▪ Remove requirement
of government
approval for
retrenchment in the
case of industrial
enterprises with 100+
employees
▪ Reduce time for filing
of unfair dismissal
claim from 3 years to
3 months
▪ Pair with direct
unemployment
assistance requiring
registration with a job
placement agency and
actively seeking work
▪ Strengthen employ-
ment exchanges
ILLUSTRATIVE
43. 42
Job creation engines can generate 11 million jobs, almost one-third
of the incremental jobs required over the Stalled Reforms case
SOURCE: Expert interviews; McKinsey Global Institute analysis
1
Industrial
clusters/
towns
▪ High value-add
manufacturing
with good growth
potential and
significant impact
on productivity
▪ INR 15,000 per
year (INR
~484,000 cr.
investment over
25 years) with
IRR of 25%
▪ 4.2 million jobs through
35 industrial towns in steady
state; 2.0 million jobs by
2022
▪ Average salary of INR
450,000 p.a.
Tourism ▪ Pro-poor growth-
enabling sector
and potential to
include informal
participation
▪ INR 2,000 cr.
over 5 years
with IRR of 28%
▪ 7.7 million jobs through
5 mega tourism circuits
▪ Average salary of INR
80,000 p.a.
Food
processing
▪ Labour-intensive
sector in rural
areas and impact
farmers through
improved
productivity
▪ INR 3,400 cr.
over 5 years
with IRR of 37%
▪ 1 million jobs through
30 food parks
▪ Average salary of INR
300,000 p.a.
▪ 1.5 million farming
households with income
increase of 20-80%
Case study Rationale Outlay Impact
44. 43
Building industrial clusters is self-sustaining and can yield
government IRRs in excess of 20% per year
SOURCE: McKinsey Global Institute analysis
Setting the aspiration Economic profile
▪ ~4.2 mn jobs
created in steady
state, supporting a
population of
~15.8mn
▪ Cumulative Gov’t
capex of INR
484,000 cr. over
25 years (INR
286,000 cr. by
2022)
▪ Cashflow
positive in year 9
▪ Nominal payback
in year 13
▪ Ramp-up of township
launches
– 1 launched in 2014
– 2 in 2015
– 3 in 2016
– 4 in 2017
– 5 in 2018
– 5 per year
thereafter
▪ ~50% brownfield and
~50% greenfield
▪ 35 new job creation
engines launched until
2022
Cashflows
‘000 INR crore
54
40
60
120
-20
20
0
100
80
-40
-60
-7
-17
Net cashflow
Revenue
Opex
Capex
3.0
2.5
2.0
1.5
1.0
0.5
0
2.8
2.4
2022
0.1
2013
0
2.0
0.7
0.7
0.5
1.7
2020
1.3
0.9
0.7
0.5
0.3
2015
0.2
Construction
Indirect
Direct
24%IRR
1
45. 44
To improve yields, there is a need to focus on all aspects of the
agriculture value chain
SOURCE: McKinsey Global Institute analysis
2
Technical levers Enablers
Input
Farm
Market
Price
support
Precision
farming
Post-harvest
management
Soil fertility
Irrigation
and water
management
Market access
Credit
Research
and
extension
Land
tenure and
governance
Seed quality
46. 45
By 2022, India can increase farm yields to 4 tonnes per hectare,
comparable to current yields in other emerging economies
SOURCE: UN Food and Agriculture Organization; McKinsey Global Institute analysis
1 Includes post-harvest infrastructure and rural roads.
4.00.3
0.4
0.20.3
0.5
2.3
+72%
2022 yield
target
Market
access1
Precision
farming
Seed
quality
IrrigationSoil fertility2012 yield
2
Yield (tonnes per hectare)
India
Other
countries,
2011–12
7.4
5.5
5.0
4.2
3.7
3.1
ChinaVietnamMalaysiaIndonesiaMexicoThailand
47. 46
The technical levers need to be supported by nine ‘enabler’ ideas
SOURCE: McKinsey Global Institute analysis
2
Enable private trade by reforming APMC Acts1
Re-balance price support3
Reform the crop insurance program4
Research and
Extension
Overhaul the Research & Extension network6
Credit Improve farmers’ access to credit7
Land tenure Reform land markets to promote leasing8
Price support
Incentivize new technology adoption5
Governance Integrate governance at grass roots9
Market access
Leverage technology for better price discovery2
48. 47SOURCE: Planning Commission (2012); McKinsey Global Institute analysis
13%
Support to agriculture has emphasised input subsidies over
investment in productive assets
1 Does not include electricity subsidy accruing to agriculture and subsidy to indigenous urea production
2 A part of the food subsidy is actually a consumer subsidy rather than a producer subsidy, but a break-up is unavailable
Expenditure on subsidies and investments in agriculture
INR thousand crore
21%
17%
2
Compound
annual
growth rate
Percent
0
30,000
60,000
90,000
120,000
Output support
(food subsidy2)
Input subsidy1
Fertilizer
Irrigation
Gross capital formation
Research and extension
Post-harvest infrastructure
Irrigation infrastructure
2010-112008-092006-072004-052002-03
49. 48
Basic services spending should double in real terms over 10 years,
shifting towards healthcare, drinking water and sanitation
SOURCE: IPFS; McKinsey Global Institute analysis
1 Not accounting for inefficiencies and leakages.
NOTE: Numbers may not sum due to rounding.
3
571
+517
(+91%)
2022 1,08840% 9% 23% 11%
9%
4%
3%
2012
15%
6%
42%
13%
14%
7%
4%
HousingFuel
Social
Security
Food
Education
DW+S
Healthcare
Public spend on basic services
Percent; INR ’000 crore, 2011-12
Per capita1
INR per month,
2011-12
390
662
50. 49
Effective public spending can significantly improve access to basic
services across all areas
4
SOURCE: McKinsey Global Institute analysis
1 LPG penetration is taken as a proxy.
2 ADS is a population-weighted average of district-level access deprivation score.
Sub-
centres
Primary
health centres
Community
health
centres
District
hospitals
Students per
classroom
Pupils per
teacher
Enrolment
Electrification
Modern
Fuel2
Toilet
penetration
Piped
water in the
community
Healthcare
Per capita
Education
Ratio
Energy
Percent
Water and
sanitation
Percent
0.0
0.2
0.4
0.6
0.8
1.0
Access to basic services Current levels
Potential levels in 2021-22
(inclusive reforms)
Access Deprivation Score2
-63%
0.26
0.46
0.17
2022
Stalled
reforms
2022
Inclusive
reforms
2012
51. 50
Several modes of benefit delivery are available for basic services4
SOURCE: Government of India programs; McKinsey Global Institute analysis
through producers …
Fortified food production
to consumers …
Subsidised low-cost private/
PPP schools in urban/rural
areas
In-kind transfer
▪ Midday meals in schools
▪ Public Distribution
System (PDS)
▪ Government-run
healthcare institutions
Cash transfer
▪ Conditional scholarships
for girls and women
▪ Community grants
through Nirmal Gram
Puraskar
Voucher
▪ Food vouchers
▪ Skills vouchers system
with accredited providers
Insurance
▪ Micro-insurance for
hospitalisation,
e.g., Rashtriya Swasthya
Bima Yojana (RSBY)
BENEFITS
52. 51
Government programmes should be made more effective by using
3 themes: external agents, community involvement and tight
performance monitoring
SOURCE: McKinsey Global Institute analysis
4
Education Health Food
Leverage
external service
providers
(for profit
and NGOs)
▪ Cash transfers –
service providers will
be private
▪ NGOs, for-profits to
run FPS
▪ Health vouchers
funded by the Govt.
▪ Contracting out (to
for-profits, NGOs)
▪ PPP and tech-
enabled PHCs
▪ School vouchers
funded by the Govt.
▪ Low – cost private
schools
▪ PPP schools
(e.g., charter schools)
▪ Gram panchayat to
identify beneficiaries
and monitor FPS
performance
▪ Women SHGs to run
FPS
▪ Community health
workers
▪ Village health
committees
▪ Dispensaries in
micro-entrepreneurs’
homes
▪ School management
committees
▪ Low-cost, semi-
skilled teachers
trained intensively
▪ Nationwide
assessment system
▪ Alternate teacher
certification methods
▪ Digital attendance
recording
▪ Digital tracking of
supply chain
▪ Surprise audits
▪ Web-based portal for
grievance redressal
▪ Online medicine
availability database
▪ SMS-based tracking
of patients based on
biometric
identification
Involve the
community,
especially
women
Create
performance
monitoring
mechanisms
53. 52
Innovations along 3 dimensions, along with the 3 themes, are
essential to drive more effective social services
SOURCE: Literature review; web and press search; McKinsey Global Institute analysis
Khan Academy
(Global)
Chunampet
Diabetes
Program (India)
SughaVazhvu
(India)
MediCall
(Mexico)
HMRI
(India)
Bridge Academy
(Africa)
opAsha
(India)
Charter Schools
(USA)
Ignition Process
(Bangladesh)
Pratham
(India)
Living Goods
(Uganda)
YMCA Diabetes Prevention
Program (USA)
Arogya Ghar
(India)
Health Services Point
(India)
BRAC schools
(Bangladesh)
Satya Bharti schools
(India) Escuela Nueva Project
(Vietnam)
Minas Geiras
Assessment System
(Brazil)
Swastha Slate
(India)
Jordan Educational
Initiative (Jordan)
Eklavya Foundation
(India)
Presbyterian healthcare
services (USA)
Smile on wheels
(India)
Home-based care for
HIV/AIDS and TB
(Zambia)
Greenstar
(Pakistan)
Rapid SMS
(Malawi)CARE Rural Health
Mission (India)
Kriti Clinics
(India)Healthkeepers
(Ghana)
Government
Private
▪ New ways to reach
consumers
▪ Better supplier capability
▪ New products to
enhance effectiveness
and efficiency
▪ Leveraging
existing skills in
the community
▪ Creating low-cost
skills in community
▪ New ways of reaching consumers
and providing services
▪ New ways of managing
resources
4
Technology
Human
Resources
Operating model
innovations
54. 53
To strengthen governance, each government role needs both more
capacity building and a stronger sense of accountability
SOURCE: McKinsey Global Institute analysis
Accountabilities
Government roles
Policy
making
PeopleRegulatory
oversight
Service
delivery
Dispensation
of justice
Transactional
Reputational
Reputational
Reputational
Political
Legal
Political Political
Regulatory
Legal
Legal
Legal
Democratic
55. 54
Top 6 themes for governance
Transparency
in public information and
service effectiveness,
backed by rights-based
entitlements to business
and citizen services
Decentralisation
of funds, functions and functionaries
Talent and
performance
management in
the bureaucracy
Robust anti-corruption
framework
Simpler laws and
greater judicial
capacity to enforce the
rights of households and
enterprises
Empowered agencies
for high-priority initiatives, given
operational flexibility but held strictly
accountable for outcomes
1
2
34
5
6