Mckinsey trends 2021

January 2021
© Grant Faint / SeventyFour / Getty Images
The next normal arrives:
Trends that will define
2021—and beyond
The COVID-19 pandemic has changed the world, and its effects will
last. Here are some factors that business leaders should keep in mind
as they prepare for the next normal.
by Kevin Sneader and Shubham Singhal

Businesses have spent much of the past nine
months scrambling to adapt to extraordinary
circumstances. While the fight against the COVID-19
pandemic is not yet won, with a vaccine in sight, there
is at least a faint light at the end of the tunnel—along
with the hope that another train isn’t heading our way.
2021 will be the year of transition. Barring any
unexpected catastrophes, individuals, businesses,
and society can start to look forward to shaping their
futures rather than just grinding through the present.
The next normal is going to be different. It will not
mean going back to the conditions that prevailed in
2019. Indeed, just as the terms “prewar” and
“postwar” are commonly used to describe the 20th
century, generations to come will likely discuss the
pre-COVID-19 and post-COVID-19 eras.
In this article, we identify some of the trends that will
shape the next normal. Then we discuss how they
will affect the direction of the global economy, how
business will adjust, and how society could be
changed forever as a result of the COVID-19 crisis.
Part one: How the COVID-19 crisis
and the recovery are shaping the
global economy
The return of confidence unleashes a
consumer rebound
There are lines outside stores, but they are often due
to physical-distancing requirements. Theaters are
dark. Fashions are in closets rather than on display.
If the Musée du Louvre were open, the lack of
tourists might even create the opportunity for an
unobstructed view of the Mona Lisa. In these and
other ways, consumers have pulled back.
As consumer confidence returns, so will spending,
with “revenge shopping” sweeping through sectors
as pent-up demand is unleashed. That has been the
experience of all previous economic downturns. One
difference, however, is that services have been
particularly hard hit this time. The bounce back will
therefore likely emphasize those businesses,
particularly the ones that have a communal element,
such as restaurants and entertainment venues.
That isn’t to say that consumers will act uniformly.
McKinsey’s most recent consumer survey, published
in late October, found that countries with older
demographics, such as France, Italy, and Japan, are
less optimistic than are those with younger
populations, such as India and Indonesia. China was
an exception—it has an older population but is
conspicuously optimistic.
But China’s profile proves a larger point. The first
country to be hit by the COVID-19 pandemic, it was
also the first to emerge from it. China’s consumers are
relieved—and spending accordingly. On Singles Day,
November 11, the country’s two largest online retailers
racked up record sales. That wasn’t just a holiday
phenomenon. While manufacturing in China came
back first, by September, so had consumer spending.
Except for international air travel, Chinese consumers
have begun to act and spend largely as they did in
precrisis times. Australia also offers hope. With the
pandemic largely contained in that country, household
spending fueled a faster-than-expected 3.3 percent
growth rate in the third quarter of 2020, and spending
on goods and services rose 7.9 percent.1
How fast and deep confidence will recover is an
open question. In late September, for example, the
US consumers surveyed were more optimistic than
before but still cautious, reporting that they planned
to buy holiday gifts for fewer people and keep an eye
on discretionary spending.2
Only around a third had
resumed out-of-home activities, compared with
81 percent of consumers in China, 49 percent in
France—and just 18 percent in Mexico. New
lockdowns and, critically, the rollout of COVID-19
vaccines have and will affect those numbers. The
point is that spending will only recover as fast as the
rate at which people feel confident about becoming
mobile again—and those attitudes differ markedly
by country.
2 The next normal arrives: Trends that will define 2021—and beyond
1
Jamie Smyth, “Australia’s economy powers out of COVID-19 recession,” Financial Times, December 1, 2020, ft.com.
2
“Survey: US consumer sentiment during the coronavirus crisis,” December 2020, McKinsey.com.

Leisure travel bounces back but business
travel lags
People who travel for pleasure will want to get back
to doing so. That has been the pattern in China. The
CEO of one major travel company told us that,
beginning in the third quarter of 2020, business was
“pretty much back to normal” when referring to
growth. But it was a different normal: domestic
travel was surging, but international travel was still
depressed given pandemic-related border
restrictions and concerns about health and safety.
In China as a whole, hotel occupancy and the number
of travelers on domestic flights were more than
90 percent of their 2019 levels at the end of August,
and over the October Golden Week holiday, more
than 600 million Chinese hit the road, around
80 percent of last year’s figure.3
Because of
confidence in the country’s health and safety
measures, domestic travel is almost back to the
level seen prior to the pandemic, and high-end
domestic travel is actually ahead of it.
By definition, leisure travel is discretionary.
Business travel is less so. In 2018, business-travel
spending reached $1.4 trillion, which was more than
20 percent of the total spending in the hospitality
and travel sector.4
It also brings in a disproportionate
share of profits—70 percent of revenues globally for
high-end hotels, for example. During and after the
pandemic, though, there is a question about
business travel: Exactly when is it necessary? The
answer is almost certain to be not as much as before.
Video calls and collaboration tools that enable
remote working, for example, could replace some
onsite meetings and conferences.
The larger context is also informative. History shows
that, after a recession, business travel takes longer
than leisure travel to bounce back. After the 2008–
09 financial crisis, for example, international
business travel took five years to recover, compared
with two years for international leisure travel.
Regional and domestic business travel will likely
rebound first; some companies and sectors will want
to resume in-person sales and customer meetings
as soon as they safely can. Peer pressure may also
play a part: once one company gets back to face-to-
face meetings, their competitors may not want to
hold back. All told, however, a survey of business-
travel managers found that they expect business-
travel spending in 2021 will only be half that of 2019.5
While business travel will return at scale, and global
economic growth will generate new demand,
executives in the field think that it may never
recover to the 2019 level.
In short, leisure travel is driven by the very human
desire to explore and to enjoy, and that has not
changed. Indeed, one of the first things people do as
they grow more prosperous is to travel—first close to
2021 will be the year of transition.
Barring any unexpected catastrophes,
individuals, businesses, and society can
start to look forward to shaping their
futures rather than just grinding
through the present.
3
The next normal arrives: Trends that will define 2021—and beyond
3
Anniek Bao, “Travel rebounds over China’s national day holiday,” Caixin Global, October 9, 2020, caixinglobal.com; Monica Buchanan Pitrelli,
“More than 600 million people traveled in China during ‘Golden Week’,” CNBC, October 9, 2020, cnbc.com; Guang Chen, Will Enger, Steve
Saxon, and Jackey Yu, “What can other countries learn from China’s travel recovery path?,” October 2020, McKinsey.com.
4
World Travel & Tourism Council, wttc.org.
5
Seth Borko, Wouter Geerts, and Haixia Wang, The travel industry turned upside down: Insights, analysis, and actions for travel executives,
September 2020, McKinsey.com.

home and then further afield. There is no reason to
believe that the rise in global prosperity will reverse
itself or that human curiosity will diminish. But the
effective use of technology during the pandemic—
and the economic constraints that many companies
will face for years after it—could augur the beginning
of a long-term structural change in business travel.
The crisis sparks a wave of innovation and
launches a generation of entrepreneurs
Plato was right: necessity is indeed the mother of
invention. During the COVID-19 crisis, one area that
has seen tremendous growth is digitization, meaning
everything from online customer service to remote
working to supply-chain reinvention to the use of
artificial intelligence (AI) and machine learning to
improve operations. Healthcare, too, has changed
substantially, with telehealth and biopharma coming
into their own.
Disruption creates space for entrepreneurs—and
that’s what is happening in the United States, in
particular, but also in other major economies. We
admit that we didn’t see this coming. After all, during
the 2008–09 financial crisis, small-business
formation declined, and it rose only slightly during
the recessions of 2001 and 1990–91. This time,
though, there is a veritable flood of new small
businesses. In the third quarter of 2020 alone,
there were more than 1.5 million new-business
applications in the United States—almost double the
figure for the same period in 2019.6
Yes, many of those businesses are single-person
establishments that could well stay that way—think
of the restaurant chef turned caterer or the recent
college graduate with a cool new app. So it’s
intriguing that the volume of “high-propensity-
business applications” (those that are likeliest to
turn into businesses with payrolls) has also risen
strongly—more than 50 percent compared with
2019. Venture-capital activity dipped only slightly in
the first half of 2020.
The European Union has not seen anything like this
response, perhaps because its recovery strategy
tended to emphasize protecting jobs (not income, as
in the United States). That said, France saw 84,000
new business formations in October, the highest ever
recorded,7
and 20 percent more than in the same
month in 2019. Germany has also seen an increase in
new businesses compared with 2019; ditto for Japan.
Britain is somewhere in between. A survey published
in November 2020 of 1,500 self-employed people
found that 20 percent say they are likely to leave self-
employment when they can.8
At the same time,
however, the number of new businesses registered in
the United Kingdom in the third quarter of 2020 rose
30 percent compared with 2019, showing the largest
increase seen since 2012.9
On the whole, the COVID-19 crisis has been
devastating small business. In the United States, for
example, there were 25.3 percent fewer of them
open in December 2020 than at the beginning of
the year (the bottom was in mid-April, when the
figure was almost half).10
US small-business revenue
fell more than 30 percent between January and
December 2020.11
But we’ll take good news
where we can get it, and the positive trend in
entrepreneurship could bode well for job growth
and economic activity once recovery takes hold.
Digitally enabled productivity gains accelerate
the Fourth Industrial Revolution
There’s no going back. The great acceleration in
the use of technology, digitization, and new forms of
working is going to be sustained. Many executives
reported that they moved 20 to 25 times faster
than they thought possible on things like building
supply-chain redundancies, improving data security,
and increasing the use of advanced technologies
in operations.12
6
“Business and industry: Time series/trend charts,” US Census Bureau, December 15, 2020, census.gov.
7
Valentina Romei, “Pandemic triggers surge in business start-ups across major countries,” Financial Times, December 30, 2020, ft.com.
8
“Hours and incomes of self-employed workers stayed low over summer,” LSE, November 10, 2020, lse.ac.uk.
9
Andy Bounds and Chris Tighe, “Starting a business in the midst of a pandemic,” Financial Times, November 26, 2020, ft.com.
10
Opportunity Insights Economic Tracker, November 30, 2020, tracktherecovery.org.
11
Gwynn Guilford and Charity L. Scott, “Is it insane to start a business during coronavirus? Millions of Americans don’t think so,”
Wall Street Journal, September 26, 2020, wsj.com.
12
“How COVID-19 has pushed companies over the technology tipping point—and transformed business forever: McKinsey Global Survey
results,” October 2020, McKinsey.com.

How all that feeds into long-term productivity will
not be known until the data for several more
quarters are evaluated. But it’s worth noting that US
productivity in the third quarter of 2020 rose
4.6 percent, following a 10.6 percent increase in
the second quarter, which is the largest six-month
improvement since 1965.13
Productivity is only one
number, albeit an important one; the startling figure
for the United States in the second quarter was
based in large part on the biggest declines in
output and hours seen since 1947. That isn’t an
enviable precedent.
More positively, in the past, it has taken a decade or
longer for game-changing technologies to evolve
from cool new things to productivity drivers. The
COVID-19 crisis has sped up that transition in areas
such as AI and digitization by several years, and
even faster in Asia. A McKinsey survey published
in October 2020 found that companies are three
times likelier than they were before the crisis to
conduct at least 80 percent of their customer
interactions digitally.14
That evolution has not always been a seamless or
elegant process: businesses had to scramble to
install or adapt new technologies under intense
pressure. The result has been that some systems
are clunky. The near-term challenge, then, is to move
from reacting to the crisis to building and
institutionalizing what has been done well so far. For
consumer industries, and particularly for retail, that
could mean improving digital and omnichannel
business models. For healthcare, it’s about
establishing virtual options as a norm. For insurance,
it’s about personalizing the customer experience.
And for semiconductors, it’s about identifying and
investing in next-generation products. For everyone,
there will be new opportunities in M&A and an
urgent need to invest in capability building.
The COVID-19 crisis has created an imperative for
companies to reconfigure their operations—and an
opportunity to transform them. To the extent that
they do so, greater productivity will follow.
Part two: How businesses are adjusting
to the changes prompted by the
COVID-19 crisis
Pandemic-induced changes in shopping behavior
forever alter consumer businesses
In nine of 13 major countries surveyed by McKinsey,
at least two-thirds of consumers say they have tried
new kinds of shopping.15
And in all 13, 65 percent or
more say they intend to continue to do so. The
implication is that brands that haven’t figured out
how to reach consumers in new ways had better
catch up, or they will be left behind. We expect that,
The COVID-19 crisis has created an
imperative for companies to reconfigure
their operations—and an opportunity to
transform them. To the extent that they
do so, greater productivity will follow.
5
13
“Productivity and costs: Third quarter 2020, revised,” US Bureau of Labor Statistics, December 8, 2020, bls.gov.
14
Laura LaBerge, Clayton O’Toole, Jeremy Schneider, and Kate Smaje “How COVID-19 has pushed companies over the technology tipping
point—and transformed business forever,” October 2020, McKinsey.com.
15
Surveyed countries were Brazil, China, France, Germany, India, Indonesia, Italy, Japan, Mexico, South Africa, Spain, United Kingdom, and
the United States. The countries where fewer than two-thirds of respondents had tried new shopping behaviors were the United Kingdom
(63 percent), France (56 percent), Germany (50 percent), and Japan (30 percent).

in developing markets—Brazil and India, for
example—the pandemic will accelerate digital
shopping, albeit from a low base. Consumers in
continental Europe have bought more online but
aren’t as enthusiastic as those in Britain and the
United States to continue doing so.
Specifically, the shift to online retail is real, and much
of it will stick. In the United States, the penetration
of e-commerce was forecast in 2019 to reach
24 percent by 2024; by July 2020, it had hit
33 percent of total retail sales.16
To put it another
way, the first half of 2020 saw an increase in
e-commerce equivalent to that of the previous ten
years.17
In Latin America, where the payments and
delivery infrastructure isn’t as strong, e-commerce
use doubled from 5 to 10 percent. In Europe, overall
digital adoption is almost universal (95 percent),
compared with 81 percent at the start of the
pandemic. In normal times, getting to that level
would have taken two to three years. Strikingly, the
biggest increases came in countries that had
previously been relatively cautious about shopping
online. Germany, Romania, and Switzerland, for
example, had the three lowest online-penetration
rates prior to the COVID-19 crisis; since then, usage
increased 28, 25, and 18 percentage points,
respectively—more than in any other markets.
Dig a little deeper, though, and there are some
cautionary notes, such as the conspicuous lack of
brand loyalty among online buyers. Perhaps most
telling, in a recent McKinsey survey, only 60 percent
of consumer-goods companies say they are even
moderately prepared to capture e-commerce-
growth opportunities.18
As one executive told us,
“when it comes to selling directly to consumers, we
don’t really know where to start.” That concern is
certainly valid. Direct-to-consumer selling requires
the development of new skills, capabilities, and
business and pricing models. But the trend is clear:
many consumers are moving online. To reach them,
companies have to go there, too.
Supply chains rebalance and shift
Think of it as “just in time plus.” The “plus” stands for
“just in case,” meaning more sophisticated risk
management. The COVID-19 pandemic revealed
vulnerabilities in the long, complicated supply chains
of many companies. When a single country or even a
single factory went dark, the lack of critical
components shut down production. Never again,
executives vowed. So the great rebalancing began.
As much as a quarter of global goods exports, or
$4.5 trillion, could shift by 2025.
Once businesses began to study how their supply
chains worked, they realized three things. First,
disruptions aren’t unusual. Any given company can
expect a shutdown lasting a month or so every
3.7 years. Such shocks, then, are far from shocking:
they are predictable features of doing business that
need to be managed like any other.
Second, cost differences among developed and
many developing countries are narrowing. In
manufacturing, companies that adopt Industry 4.0
principles (meaning the application of data,
analytics, human–machine interaction, advanced
robotics, and 3-D printing) can offset half of the
labor-cost differential between China and the
United States. The gap narrows further when the
cost of rigidity is factored in: end-to-end
optimization is more important than the sum of
individual transaction costs. That’s one reason why
agencies such as the US Department of Defense are
diversifying their networks of suppliers for
essentials, such as in healthcare manufacturing and
microelectronics.
And third, most businesses do not have a good idea
of what is going on lower down in their supply
chains, where subtiers and sub-subtiers may play
small but critical roles. That is also where most
disruptions originate, but two-thirds of companies
say they can’t confirm the business-continuity
16
Eric Lamarre and Kate Smaje, “Accelerating digital capabilities to recover from the COVID-19 crisis,” July 21, 2020, McKinsey.com.
17
Arun Arora, Hamza Khan, Sajal Kohli, and Caroline Tufft, “DTC e-commerce: How consumer brands can get it right,” November 2020,
McKinsey.com.
18
Ibid.

arrangements with their non-tier-one suppliers.
With the development of AI and data analytics,
companies can learn more about, audit, and
connect with their entire value chains.
None of those things means that multinationals are
going to ship all or most of their production back to
their home markets. There are good reasons to take
advantage of regional expertise and to be in place to
serve fast-growing consumer markets. But
questions on security and resiliency mean that
those companies are likely to be more thoughtful
about the business cases for such decisions.
The future of work arrives ahead of schedule
Before the COVID-19 crisis, the idea of remote
working was in the air but not proceeding very far or
fast. But the pandemic changed that, with tens of
millions of people transitioning to working from
home, essentially overnight, in a wide range of
industries. For example, according to Michael Fisher,
president and CEO of Cincinnati Children’s Hospital
Medical Center, there were 2,000 telehealth visits
recorded at the organization in all of 2019—and
5,000 a week in July 2020.19
Fisher thinks telehealth
could account for 30 percent of all healthcare visits
in the future. In Japan, fewer than 1,000 institutions
offered remote care in 2018; by July 2020, more
than 16,000 did.
The McKinsey Global Institute (MGI) estimates that
more than 20 percent of the global workforce (most
of them in high-skilled jobs in sectors such as
finance, insurance, and IT) could work the majority of
its time away from the office—and be just as
effective. Not everyone who can, will; even so, that is
a once-in-several-generations change. It’s
happening not just because of the COVID-19 crisis
but also because advances in automation and
digitization made it possible; the use of those
technologies has accelerated during the pandemic.
Microsoft CEO Satya Nadella noted in April 2020
that “we’ve seen two years’ worth of digital
transformation in two months.”20
There are two important challenges related to the
transition to working away from the office. One is to
decide the role of the office itself, which is the
traditional center for creating culture and a sense of
belonging. Companies will have to make decisions
on everything from real estate (Do we need this
building, office, or floor?) to workplace design (How
much space between desks? Are pantries safe?) to
training and professional development (Is there such
a thing as remote mentorship?). Returning to the
office shouldn’t be a matter of simply opening the
door. Instead, it needs to be part of a systematic
reconsideration of what exactly the office brings to
the organization.
The other challenge has to do with adapting the
workforce to the requirements of automation,
digitization, and other technologies. This isn’t just
the case for sectors such as banking and telecom;
The McKinsey Global Institute estimates
that more than 20 percent of the global
workforce could work the majority of its
time away from the office—and be just
as effective.
19
“Making a daily ‘to be’ list: How a hospital system CEO is navigating the coronavirus crisis,” McKinsey Quarterly, July 23, 2020, McKinsey.com.
20
Jared Spataro, “2 years of digital transformation in 2 months,” Microsoft, April 30, 2020, microsoft.com.
7

instead it’s a challenge across the board, even in
sectors not associated with remote work. For
example, major retailers are increasingly automating
checkout. If salesclerks want to keep their jobs, they
will need to learn new skills. In 2018, the World
Economic Forum estimated that more than half of
employees would need significant reskilling or
upskilling by 2022.
Evidence shows that the benefits of reskilling
current staff, rather than letting them go and then
finding new people, typically costs less and brings
benefits that outweigh the costs. Investing in
employees can also foster loyalty, customer
satisfaction, and positive brand perception.
Workforce development was a priority even before
the pandemic. In a McKinsey survey conducted in
May 2019, almost 90 percent of the executives and
managers surveyed said their companies faced skill
gaps or expected to in the next five years.21
But only
a third said they were prepared to deal with the
issue. Successful reskilling starts with knowing what
skills are needed, both right now and in the near
future; offering tailored learning opportunities to
meet them; and evaluating what does and doesn’t
work. Perhaps most important, it requires
commitment from the top that inculcates a culture
of lifelong learning.
The biopharma revolution takes hold
The announcement of several promising COVID-19
vaccines has been a much-needed shot of good
news. There will be challenges to rolling out these
vaccines on the scale needed, but that does not
lessen the accomplishment.
Unlike previous vaccines, many of which use an
inactivated or attenuated form of a virus to create
resistance to it, the vaccines created by Moderna
and the BioNTech–Pfizer partnership use mRNA.
This platform has been under development for years,
but these are the first vaccines that have secured
regulatory approval. The “m” is for “messenger”
because the molecules carry genetic instructions to
the cells to create a protein that prompts an immune
response. The body breaks down mRNA and its lipid
carrier within a matter of hours. (WHO lists 60
candidate COVID-19 vaccines that have advanced to
clinical trials; many don’t use mRNA.)
Just as businesses have sped up their operations in
response to the COVID-19 crisis, the pandemic
could be the launching point for a massive
acceleration in the pace of medical innovation, with
biology meeting technology in new ways. Not only
was the COVID-19 genome sequenced in a matter of
weeks, rather than months, but the vaccine rolled
out in less than a year—an astonishing
accomplishment given that normal vaccine
development has often taken a decade. Urgency
has created momentum, but the larger story is how a
wide and diverse range of capabilities—among them,
bioengineering, genetic sequencing, computing,
data analytics, automation, machine learning, and
AI—have come together.
Regulators have also reacted with speed and
creativity, establishing clear guidelines and
encouraging thoughtful collaboration. Without
relaxing safety and efficacy requirements, they have
shown just how quickly they can collect and evaluate
data. If those lessons are applied to other diseases,
they could play a significant role in setting the
foundation for the faster development of treatments.
The development of COVID-19 vaccines is just the
most compelling example of the potential of what
MGI calls the “Bio Revolution”—biomolecules,
biosystems, biomachines, and biocomputing. In a
report published in May 2020, MGI estimated that
“45 percent of the global disease burden could be
addressed with capabilities that are scientifically
conceivable today.”22
For example, gene-editing
technologies could curb malaria, which kills more
than 250,000 people a year. Cellular therapies
could repair or even replace damaged cells and
tissues. New kinds of vaccines could be applied to
noncommunicable diseases, including cancer and
heart disease.
21
“Beyond hiring: How companies are reskilling to address talent gaps,” February 12, 2020, McKinsey.com.
22
“The Bio Revolution: Innovations transforming economies, societies, and our lives,” McKinsey Global Institute, May 13, 2020, McKinsey.com.

The potential of the Bio Revolution goes well beyond
health; as much as 60 percent of the physical inputs
to the global economy, according to MGI, could
theoretically be produced biologically. Examples
include agriculture (genetic modification to create
heat- or drought-resistant crops or to address
conditions such as vitamin-A deficiency), energy
(genetically engineered microbes to create biofuels),
and materials (artificial spider silk and self-repairing
fabrics). Those and other applications feasible
through current technology could create trillions of
dollars in economic impact over the next decade.
Portfolio restructuring accelerates
The COVID-19 crisis provoked divergent, even
dramatic, reactions, with some industries taking off
and others suffering badly; the effect was to shake
up historic norms. When the economy settles into its
next normal, such sectoral differences can be
expected to narrow, with industries returning to
somewhere around their previous relative positions.
What is less obvious is how the dynamics within
sectors are likely to change. In previous downturns,
the strong came out stronger, and the weak got
weaker, went under, or were bought. The defining
difference was resilience—the ability not only to
absorb shocks but to use them to build competitive
advantage. Over the course of a decade, companies
can expect losses of 42 percent of a year’s profits
from disruptions.23
In October 2020, McKinsey evaluated 1,500
companies by “Z-Score,” which measures the
probability of corporate bankruptcy. The higher the
score, the stronger the company’s financial position.
The research found that the top 20 percent of
companies (the “emerging resilients”) that had
improved their Z-Scores during the current
recession had increased their earnings before
interest, taxes, depreciation, and amortization by
5 percent; the others had lost 19 percent.24
The
emerging resilients, the evidence shows, are pulling
away from the pack.
The implication is that there is a resiliency premium
on recovery. Top performers won’t sit on their
strengths; instead, as in previous downturns, they
will seek out ways to build them—for example,
through M&A. That’s why we expect to see
substantial portfolio adjustment as companies with
healthy balance sheets seek opportunities in a
context of discounted assets and lower valuations.
In fact, that may already be happening: deal making
began to pick up midyear.
A second factor that tilts the odds in favor of
portfolio restructuring is the availability of private
capital. Special-purpose acquisition companies,
which merge with a company to take it public, are
“having a moment” in 2020, as McKinsey recently
noted.25
Through August 2020, they had accounted
for 81 out of 111 US IPOs.
Much more important is private equity (PE). Globally,
PE firms are sitting on almost $1.5 trillion of “dry
powder”—unallocated capital that’s ready to be
invested. The COVID-19 crisis has hurt in some ways,
with global deal value down 12 percent compared
with the first three quarters of 2019 and deal counts
down 30 percent.26
On the other hand, global fundraising has stayed
strong—$348.5 billion through September 2020, on
par with the previous five years—and deal making in
Asia has more than doubled.27
The PE industry has a
reputation of zigging when others are zagging,
making deals in difficult times. And it has history on
its side: returns on PE investments made during
global downturns tend to be higher than in the good
times. Put it all together, and we don’t think the PE
industry is going to keep its powder dry for much
longer; there are simply going to be too many new
investment opportunities.
23
“Risk, resilience, and rebalancing in global value chains,” McKinsey Global Institute, August 6, 2020, McKinsey.com.
24
Cindy Levy, Mihir Mysore, Kevin Sneader, and Bob Sternfels, “The emerging resilients: Achieving ‘escape velocity’,” October 6, 2020,
McKinsey.com.
25
Kurt Chauviere, Alastair Green, and Tao Tan, “Earning the premium: A recipe for long-term SPAC success,” September 23, 2020, McKinsey.com.
26
Alex Lynn, “Asia’s dealmakers spend big during pandemic, get little back,” PEI Media, November 23, 2020, privateequityinternational.com.
27
Alex Lynn, “Covid-19 adds fuel to India’s private equity explosion,” PEI Media, November 30, 2020, privateequityinternational.com; Carmela
Mendoza, “Flight to familiarity intensifies with fewer funds,” PEI Media, October 19, 2020, privateequityinternational.com.
9

Green, with a touch of brown, is the color
of recovery
All over the world, the costs of pollution—and the
benefits of environmental sustainability—are
increasingly recognized. China, some of the Gulf
States, and India are investing in green energy on a
scale that would have been considered improbable
even a decade ago. Europe, including the United
Kingdom, is united on addressing climate change.
The United States is transitioning away from coal
and is innovating in a wide array of green
technologies, such as batteries, carbon-capture
methods, and electric vehicles.
To cope with the 2008–09 financial crisis, there
were substantial government stimulus programs,
but few of them incorporated climate or
environmental action. This time is different. Many
(though by no means all) countries are using their
recovery plans to push through existing
environmental policy priorities:

— The European Union plans to dedicate around
30 percent of its $880 billion plan for COVID-19-
crisis plan to climate-change-related measures,
including the issuance of at least $240 billion in
“green bonds.”

— In September 2020, China pledged to reduce its
net carbon emissions to zero by 2060.

— Japan has pledged to be carbon neutral by 2050.

— South Korea’s Green New Deal, part of its
economic-recovery plan, invests in greener
infrastructure and technology, with the stated
goal of net-zero emissions by 2050.

— While campaigning, US president-elect Joe
Biden pledged to invest $2 trillion in clean
energy related to transportation, power,
and building.

— Canada is linking recovery to climate goals.

— Nigeria plans to phase out fossil-fuel subsidies
and to install solar-power systems for an
estimated 25 million people.

— Colombia is planting 180 million trees.
The imperative for businesses is clear along two
fronts. First, businesses need to respond to the
sustainability concerns of investors. It’s possible,
albeit speculative, that the COVID-19 crisis
foreshadows what a climate crisis could look like:
systemic, fast moving, wide ranging, and global.
There is a case, then, for businesses to take action to
limit their climate risks—for example, by making their
capital investments more climate resilient or by
diversifying their supply chains.
More significantly, the growth opportunities that a
green economy portends could be substantial.
BlackRock, a global investment company with
around $7 trillion in assets under management,
noted in its 2021 Global Outlook that, “contrary to
past consensus,” it expects that the shift to
sustainability will “help enhance returns” and that
“the tectonic shift towards sustainable investing is
accelerating.”28
Green growth opportunities abound
across massive sectors such as energy, mobility, and
agriculture. Just as digital-economy companies
have powered stock-market returns in the past
couple of decades, so green-technology companies
could play that role in the coming decades.
Part three: How the COVID-19 crisis
could change society
Healthcare systems take stock—and
make changes
Healthcare system reform is difficult. While caution
is necessary when lives are involved, one
consequence is that modernization is often slower
than it needs to be. Learning from the experiences
associated with COVID-19 can show the way to build
stronger postpandemic healthcare systems.
28
Philipp Hildebrand et al., 2021 Global Outlook, BlackRock, 2020, blackrock.com.

Consider the case of South Korea. When the MERS
virus struck in 2015, resulting in the deaths of 38
Koreans, the government was stung by widespread
public criticism that it had not responded well. As a
result, it took action to improve its pandemic
preparedness—and it was ready when COVID-19 hit
in January 2020. Large-scale testing, as well as
tracing and quarantine measures, began almost
immediately. And it worked. While the country began
seeing a significant increase in new cases in
December, fewer than 1,000 South Koreans died
from COVID-19 in all of 2020.
No doubt, governments all over the world will set up
task forces, inquiries, and commissions to examine
their actions related to the COVID-19 crisis. The key
is to go beyond the temptation simply to assign
blame (or credit). Instead, the efforts need to be
forward thinking, with an emphasis on turning the
painful lessons of COVID-19 into effective action.
Being better prepared for the next pandemic, on
both national and international levels, has to be a
high priority. Too often, investments in prevention
and public-health capabilities are undervalued; the
experience of COVID-19 demonstrates how costly, in
both lives and livelihoods, such thinking can be. An
upgrade of public-health infrastructure and the
modernization of healthcare systems, including the
wider use of telemedicine and virtual health, are two
areas to address.
Business will also have a role. Employers should
take the opportunity to learn from the pandemic
how to redesign workplaces, build healthier
work environments, and invest effectively in
employee health.
The hangovers begin as governments tackle
rising debt
The scale of the fiscal response to the COVID-19
crisis was unprecedented—and three times bigger
than seen for the 2008–09 financial crisis. In the
G-20 alone, fiscal packages are estimated at more
than $10 trillion. Few question the humanitarian and
economic cases for strong action. But even in an era
of low interest rates, the reckoning could be painful.
In February 2020, Janet Yellen, who is Joe Biden’s
choice to become Secretary of the Treasury, said
that “the US debt path is completely unsustainable
under current tax and spending plans.”29
Since then,
the US federal government has allocated trillions in
COVID-19-crisis relief. That has put the country into
new fiscal territory, with the US public debt
projected to be bigger than the economy in fiscal
year 2021—the first time that has been the case
since shortly after World War II.
Canada is projecting a deficit of 343 billion Canadian
dollars—an increase of more than 1,000 percent
over the deficit in 2019—pushing national debt
above 1 trillion Canadian dollars for the first time. In
29
“Debt, inequality and the coronavirus: A conversation with former Fed Chair Janet Yellen and the World Bank’s David Malpass,” Marketplace,
February 4, 2020, marketplace.org.
As the pandemic recedes, governments
will have to figure out how to address
their fiscal difficulties. Although interest
rates are generally low, that could mean
raising taxes or cutting spending—
or both.
11

China, the $500 billion fiscal stimulus will raise the
country’s fiscal deficit to a record 3.6 percent of
GDP. In the United Kingdom, debt rose to more than
£2 trillion, a record and more than 100 percent of
GDP. In the eurozone, the combined budget deficits
in October were 11.6 percent of GDP, compared
with 2.5 percent in the first quarter of 2020; total
debt hit a record 95 percent of GDP. That looks
comparatively trivial compared with Japan, which
has the world’s highest debt-to-GDP ratio, at more
than 200 percent. And while debt repayments from
73 poor countries have been frozen, the obligations
still exist.
As the pandemic recedes, governments will have to
figure out how to address their fiscal difficulties.
Although interest rates are generally low, that could
mean raising taxes or cutting spending—or both.
Doing so could risk slowing the recovery and
stimulating political backlash. But high levels of
public debt carry their own costs, crowding out
private debt and limiting the resources available to
governments as they service their debt.
While interim measures, such as improving
government operations, monetizing assets, and
reducing fiscal leakages, can be helpful, the long-
term answer is growth and productivity. That’s
largely how the United States managed to reduce its
national debt from 118 percent of GDP in 1946 to a
low of 31 percent in 1981.30
Promoting growth will
require supportive regulation, well-trained
workforces, and the continued diffusion of
technologies. Most of all, it will require individuals,
businesses, and governments to be willing to
embrace change.
Paying down debt isn’t exciting to do. But for
economic stability—and in fairness to future
generations—it needs to be taken seriously, not
kicked down the road.
Stakeholder capitalism comes of age
The idea that businesses should seek to serve the
interests of consumers, suppliers, workers, and
society, as well as shareholders, isn’t new. The
American chocolate maker Milton S. Hershey put it
this way more than a century ago, “business is a
matter of human service.” In 1759, capitalism’s
philosopher king Adam Smith noted in The Theory of
Moral Sentiments that the individual is “sensible too
that his own interest is connected with the
prosperity of society, and that the happiness,
perhaps the preservation of his existence, depends
on its preservation.”31
Moreover, the free market
itself has been a positive social force, fueling the
economic growth that has brought dramatic
advances in health, longevity, and general prosperity
around the world.
Even so, there is widespread distrust for business as
usual, as a number of surveys and elections have
shown. That’s where stakeholder capitalism comes
in—as a bridge between businesses and the
communities of which they are a part. The COVID-19
crisis has highlighted the interconnectedness of
business and society. “It will be a true inflection
point,” says Rajnish Kumar, chairman of the State
Bank of India.32
“And whatever we learn through this
process—it must not go to waste.”
The increasing prominence of the idea of
stakeholder capitalism is more than just talk
(although there is admittedly still a good deal of talk).
For example, companies that become certified B
Corporations are legally required to consider the
interests of all stakeholders in their decision making,
including by changing their governance structures
to that effect. The first B Corporations were certified
in 2007; now, there are more than 3,500 of them.
None of that means that companies should eschew
the pursuit of profit. As some of our colleagues
recently noted, “There is a term for an enlightened
30
Kimberly Amadeo, “US national debt by year compared to GDP and major events,” Balance, October 9, 2020, thebalance.com.
31
Adam Smith, The Theory of Moral Sentiments, London, United Kingdom: A. Millar, 1759.
32
“How the State Bank of India is learning from crisis,” McKinsey Quarterly, July 24, 2020, McKinsey.com.

company with the most perfect intentions that does
not make money: defunct.”33
Instead, it’s an
argument to infuse profit, a readily measured metric,
with a sense of purpose—something that humans
naturally seek.
We do not believe there is a conflict between the
two. In a study that looked at 615 large- and midcap
US publicly listed companies from 2001 to 2015,
MGI found that those with a long-term view—
something that’s a core of stakeholder capitalism—
outperformed the rest in earnings, revenue,
investment, and job growth. And a McKinsey Global
Survey in February 2020 found that a majority of the
executives and investment professionals surveyed
said they believed that environmental, social, and
governance programs already create short- and
long-term value and will do so even more five years
from now.
Stakeholder capitalism isn’t about being the most
woke or about fending off pesky activists. It’s about
building the trust—call it the “social capital”—that
businesses need to keep doing business. And it’s
about recognizing that creating long-term
shareholder value requires more than just focusing
on shareholders.
In March 2020, some of our McKinsey colleagues
argued that the COVID-19 crisis could be the
“imperative of our time.”34
A month later, we noted
that it could bring a “dramatic restructuring of the
economic and social order.”35
We stand by those
assertions. The COVID-19 pandemic has been an
economic and human catastrophe, and it’s far from
over. But with vaccines beginning to roll out, it’s
possible to be cautiously optimistic that the next
normal will emerge this year or next.
And we believe that, in some ways, that normal could
be better. With good leadership, from both business
and governments, the changes we described—in
productivity, green growth, medical innovation, and
resiliency—could provide an enduring foundation for
the long term.
33
Vivian Hunt, Bruce Simpson, and Yuito Yamada, “The case for stakeholder capitalism,” November 12, 2020, McKinsey.com.
34
Sven Smit, Martin Hirt, Kevin Buehler, Susan Lund, Ezra Greenberg, and Arvind Govindarajan, “Safeguarding our lives and livelihoods: The
imperative of our time,” March 23, 2020, McKinsey.com.
35
Kevin Sneader and Shubham Singhal, “Beyond coronavirus: The path to the next normal,” March 23, 2020, McKinsey.com; Kevin Sneader and
Shubham Singhal, “The future is not what it used to be: Thoughts on the shape of the next normal,” April 14, 2020, McKinsey.com.
Designed by McKinsey Global Publishing
Copyright © 2021 McKinsey & Company. All rights reserved.
Kevin Sneader is the global managing partner of McKinsey and is based in the New York office; Shubham Singhal is a senior
partner in the Detroit office.
13

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