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.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
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.
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
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
The Diversity Imperative: 14th Annual Australian Chief Executive StudyPwC's Strategy&
This report provides insight into the 2013 Australian Chief Executive Study findings, compares the results to the global market and identifies trends. Our analysis looks at trends relating to performance and tenure; reasons for CEO turnover; and the number of insider appointments versus outsider appointments.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
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.
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
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
The Diversity Imperative: 14th Annual Australian Chief Executive StudyPwC's Strategy&
This report provides insight into the 2013 Australian Chief Executive Study findings, compares the results to the global market and identifies trends. Our analysis looks at trends relating to performance and tenure; reasons for CEO turnover; and the number of insider appointments versus outsider appointments.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
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.
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."
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.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
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.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Infrastructure Victoria - AZ/ZEV International ScanL.E.K. Consulting
InfrastructureVictoria for released the Evidence Base that will inform its advice to the Victorian Government on the infrastructure required to support automated and zero emissions vehicles. The Evidence Base includes the findings of ten projects to address key areas, including transport, energy, ICT and urban design. L.E.K. Consulting contributed to this work program, undertaking an international scan of the regulation and technical standards relating to automated and zero emission vehicle technologies.
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.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
China Exit or Co-Investment Opportunities for German PE InvestorsL.E.K. Consulting
L.E.K.'s Karin von Kienlin recently presented at BVK on a study conducted by L.E.K. Munich and Shanghai. They wished to:
- Understand developments in Chinese equity investments in both the domestic China / pan-Asian market and cross-border investments between China and Germany / Europe
- Identify trends in likely future investment behavior and its drivers
- Defining success factors both for Chinese and German investors / corporates as to how to benefit from the potential opportunities of cross-border investments and cooperation
Learn more in the presentation here.
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.
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
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?”).
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
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.
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."
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.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
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.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Infrastructure Victoria - AZ/ZEV International ScanL.E.K. Consulting
InfrastructureVictoria for released the Evidence Base that will inform its advice to the Victorian Government on the infrastructure required to support automated and zero emissions vehicles. The Evidence Base includes the findings of ten projects to address key areas, including transport, energy, ICT and urban design. L.E.K. Consulting contributed to this work program, undertaking an international scan of the regulation and technical standards relating to automated and zero emission vehicle technologies.
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.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
China Exit or Co-Investment Opportunities for German PE InvestorsL.E.K. Consulting
L.E.K.'s Karin von Kienlin recently presented at BVK on a study conducted by L.E.K. Munich and Shanghai. They wished to:
- Understand developments in Chinese equity investments in both the domestic China / pan-Asian market and cross-border investments between China and Germany / Europe
- Identify trends in likely future investment behavior and its drivers
- Defining success factors both for Chinese and German investors / corporates as to how to benefit from the potential opportunities of cross-border investments and cooperation
Learn more in the presentation here.
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.
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
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
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
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
Airport complaints are an excellent lens through which to view the new emphasis we need to bring to the entire customer journey, rather than focusing on single – often disjointed – touchpoints.
For our full article on the customer journey, please visit: http://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/from-touchpoints-to-journeys-seeing-the-world-as-customers-do
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
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
McKinsey looks for applicants who can resolve problems, create personal impact, communicate well, and think logically. These qualifications must be conveyed by your resume if you want to get an employment offer from this consulting firm.
Read this presentation for surefire tips and samples that will help you land a job in McKinsey. For additional input, download our free consulting guide at http://www.consultingfact.com/guides/land_a_consulting_job/
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Lean Analytics for Intrapreneurs (Lean Startup Conf 2013)Lean Analytics
Lean Analytics for Intrapreneurs workshop by Alistair Croll, based on Lean Analytics book and research done with dozens of large organizations on how they're using data, analytics and Lean principles to innovate and improve.
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.
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)
Accelerated economic growth and the interlinked expanding processes of economic, social and institutional transformations require social protection policies in Uzbekistan being also transformed. The new system must not just protect, but also help people to get adapted to the rapidly changing socio-economic environment, bring marginal strata of the population into the mainstream and economic activity, thereby changing the portrait of society and shaping new values and behavioral stereotypes.
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.
Objectives and strategies of 12th Five Year plan. Second generation reforms-Corporate Governance, CSR, External sector and Capital account convertibility
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.
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
Materials from the Women in the Workplace presentation with The Press Forward. Includes the Media and Entertainment talent pipeline, insights on how COVID has influenced representation, and action items for leaders to drive fundamental change.
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
This presentation offers a comprehensive review of the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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