Governments have launched unprecedented public-health and economic responses. Demand recovery will depend on a slowing of case growth, the most likely cause of which would be “seasonality”—a reduction in transmissions similar to that seen with influenza in the northern hemisphere as the weather warms. tab. The earth’s population is 7.8 billion. Speaking of reading, our special collection, The Next Normal: The recovery Will Be Digital, has a 172-page curated volume that you can download—the first of five edited collections produced to accompany Our New Future, a multimedia series we created with CNBC. Along with employee burnout and anxiety has come a lot of soul-searching. These measures, written and delivered at speed, have succeeded in many ways. Start with the McKinsey Download Hub to find McKinsey’s latest research, perspectives, and insights on the management issues that matter most, from leading through the COVID-19 crisis to managing risk and digitizing operations. Monoclonal antibodies and some drugs also have the potential to prevent COVID-19 cases. More simply put, it’s our turn to answer a question that many of us once asked of our grandparents: What did you do during the war? Vulnerable populations are less likely to have access to healthcare in most countries and are more likely to have underlying health conditions. 5 Our industry research this week looked at fintech, where the news is not altogether bad, though fintech companies may have to find a detour on the road to profitability. The answer is not encouraging. Make use of pooled testing to boost capacity where needed, especially in low-prevalence settings. Readers interested in banking should also see our interview with the chairman of the State Bank of India, India’s largest lender and the world’s largest digital bank. In the second, we look closely at private equity, in which gender and racial diversity are stronger in entry-level positions than in more senior roles. In The future of work after COVID-19, 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. Matt Craven is a partner in McKinsey’s Silicon Valley office, Mihir Mysore is a partner in the Houston office, Shubham Singhal is a senior partner in the Detroit office, Sven Smit is a senior partner in the Amsterdam office, and Matt Wilson is a senior partner in the New York office. In our latest public-health research, we assess the prospects for an end to the pandemic. Industrial companies can’t make payments on their equipment leases. Some of this may be advisable anyway, absent the current crisis, to ensure resilience in their supply chain—an ongoing challenge that the COVID-19 situation has clearly highlighted. The pandemic continues to expand. Asian countries peak earlier; epidemics in Africa and Oceania are limited. Also this week, the McKinsey Global Institute published the first of three reports that examine the postpandemic economy. For an overview, read our latest briefing materials (July 6, 2020). COVID-19 is also serving as an accelerant for companies to make strategic, longer-term changes to supply chains—changes that had often already been under consideration. Simply put, these are techniques to increase carbon storage and avoid emissions—through better conservation, restoration, and management of our priceless natural resources. John Waldron of Goldman Sachs discussed business priorities in the postpandemic era with global managing partner Kevin Sneader and senior partner Carolyn Dewar. But the balance is still tilted toward a positive outlook, especially where profits and customer demand are concerned. A physician by training, he has more than 18 years of experience in public health, including five years spent leading infectious disease programs in sub-Saharan Africa. Filmographie Cinéma. Critical-care capacity was a bottleneck, given that one in five patients, initially, were dependent on ventilators. (We’re also collaborating with WEF on the Davos Agenda, the first of two events being held in place of its usual annual meeting.). The outbreak is most concentrated in four transmission complexes—China (centered in Hubei), East Asia (centered in South Korea and Japan), the Middle East (centered in Iran), and Western Europe (centered in Italy). In the pandemic, demand has soared for many of these products—even as supply chains have faltered and geopolitical tensions have risen. The first two installments—a 172-page report on technology and data transformation, and a 130-page report on the path to true transformation—are available now. For more perspectives, please see the full collection of our coronavirus-related content, visual insights from our “chart of the day,” a curated collection of our first 100 articles related to the coronavirus, our suite of tools to help leaders respond to the pandemic, and how our editors choose images that help readers visualize the impact of an invisible threat. And Twilio CEO Jeff Lawson talked about how to close the communication gaps between business leaders and software developers in a conversation with senior partner Paul Roche and partner Shivam Srivastava. The next few weeks will be critical tests of our ability to “bend the curve” in more countries with varying contexts and healthcare capacity. For more of the latest information on COVID-19, please see reports from the European Centre for Disease Control and Prevention, the US Centers for Disease Control and Prevention, and WHO; and the live tracker of global cases from Johns Hopkins University. In fact, automation is among the key themes that can lift India to prosperity. Also consider our special collection The Next Normal: The Recovery Will Be Digital, featuring a 172-page curated volume that you can download—the first of five edited collections that accompany Our New Future, a multimedia series we created with CNBC. This week, we reported on dozens of our new research efforts, including the emerging themes dominating boardrooms; the post-COVID-19 future for US rail and trucking companies; the lessons learned from Asia’s manufacturing and supply chains; a new approach to tracking demand for travel; the potential for telehealth; and the safety protocols that hospitals, grocery stores, and others have used to stay open. Unleash their potential. the day is, When will the economy return to its 2019 level and trajectory of growth? Andrew Joseph, “First Covid-19 reinfection documented in Hong Kong, researchers say,” STAT, August 24, 2020, statnews.com. The exodus might include as many as two million women. Finally, our researchers offer new views on the post-COVID-19 future of the global travel industry, graphic-paper producers, and the global gold industry. And we interviewed a leading UK dealmaker on the potential to restart major capital projects through standby agreements and other moves that keep projects on track. There’s a lot of green between this particular ball and the pocket, but the news was most welcome. In each of these, the COVID-19 spread is eventually controlled, and catastrophic structural economic damage is avoided. Are reckoning with the crisis has accelerated to more than 90 percent a month ago to less one. Rise in productivity world may be critical research to the pandemic as fashion and retail and is as! One year ago this month ’ s resilience researchers documented the shortage of oxygen... Most likely to be, either incrementally or radically, as measured by the end of next... 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