The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers than previously estimated potentially needing to switch occupations.
The COVID-19 pandemic disrupted labor markets globally during 2020. The short-term consequences were sudden and often severe: Millions of people were furloughed or lost jobs, and others rapidly adjusted to working from home as offices closed. Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus.
The future of work after COVID-19
This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. The others look at the pandemic’s long-term influence on consumption and the potential for a broad recovery led by enhanced productivity and innovation. Here, we assess the lasting impact of the pandemic on labor demand, the mix of occupations, and the workforce skills required in eight countries with diverse economic and labor market models: China, France, Germany, India, Japan, Spain, the United Kingdom, and the United States. Together, these eight countries account for almost half the global population and 62 percent of GDP. READ MORE
By Susan Lund, Anu Madgavkar, James Manyika, Sven Smit, Kweilin Ellingrud, Mary Meaney, and Olivia Robinson
Source: mckinsey.com
Sustainable Aviation Fuels (SAFs) are a hot talking point as they’re able to be used without changing any elements of the aircraft currently in use. However, they are not a net zero option. Aviation accounts for 2.5% of global CO2 emissions – Capgemini & Chalmers University of Technology are exploring if hydrogen fuel could be the solution.
As the global spotlight on environmental sustainability intensifies, the food and beverage industry is committed to adopting greener manufacturing practices. Across all facets, from production to packaging, the industry pursues the integration of sustainable energies, affirming a steadfast commitment to a responsible and eco-friendly future. FoodBev explores.
Human connections drive everything of value to an organization, including revenue, innovation and intellectual property, efficiency, brand relevance, productivity, retention, adaptability, and risk. Yet organizations’ current efforts to prioritize these connections are falling short—in part because many organizations are stuck in a legacy mindset that centers on extracting value from people rather than working with them.
