Core Insights - The article promotes the McKinsey Organizational Health Index (OHI) for Non-Profits, which aims to help non-profit organizations assess and improve their organizational health [1][6] - This initiative marks the first systematic implementation of the OHI in China, focusing on three core aspects of non-profit organizations [1] Recruitment and Participation - McKinsey is recruiting 6-10 non-profit organizations to participate in the OHI project, which will provide actionable recommendations to enhance organizational potential [1][7] - The project is free of charge, emphasizing its non-profit nature [8] Timeline and Process - The project timeline includes several key phases: - July 2025: Intent confirmation and registration of participating organizations [5] - August 2025: Launch of the survey and collection of responses [5] - September 2025: Workshop 1 for interpreting OHI results and confirming priorities [5] - October 2025: Workshop 2 for developing action plans based on organizational health [5] - November 2025: Flexible Q&A sessions for participating organizations [5] Expected Outcomes - Participating organizations will receive a summary of their organizational health assessment, guidance on interpreting results, and assistance in formulating priority actions and plans [6]

Core Viewpoint - In the current era of frequent crises and rapid changes, organizations must cultivate resilience and adaptability among their employees to navigate uncertainties and drive innovation [1][2][3] Group 1: Importance of Resilience and Adaptability - Resilience allows individuals to see opportunities in challenges and manage emotions, while adaptability requires an open mindset to embrace uncertainty and stimulate creative thinking [6][7] - Employees demonstrating high levels of both resilience and adaptability show significantly higher engagement and innovation potential, with those excelling in both areas being three times more engaged and nearly four times more likely to exhibit innovative behaviors [3][8] Group 2: Current Challenges in Organizations - A McKinsey study found that only 16% of global employers invest in employee adaptability and continuous learning, highlighting a significant shortfall in organizational support for these critical skills [8][9] - Among surveyed employees, only 23% felt confident in their ability to handle unexpected events while maintaining a positive attitude towards change, indicating a widespread struggle with uncertainty [9] Group 3: Role of Psychological Safety - Psychological safety is crucial for fostering resilience and adaptability, as teams with a psychologically safe environment exhibit significantly higher engagement and innovation levels [10][11] - Employees who feel both resilient and psychologically safe show a 3.6 times increase in engagement and a 3.9 times increase in innovative behaviors compared to those in less supportive environments [10] Group 4: Key Actions for Leaders - Leaders should clarify the organization's vision to align team efforts and provide a stable anchor during turbulent times [13] - Building a culture of psychological safety and accountability is essential for transforming isolated employees into a cohesive, collaborative community [15] - Leaders must exemplify resilience and adaptability, sharing their experiences and insights to inspire their teams [17][18] Group 5: Collective Learning and Growth - Encouraging collective learning can accelerate knowledge absorption and behavior change, making it vital for leaders to facilitate shared learning experiences around themes of change and uncertainty [19][20] - A pharmaceutical company successfully implemented a three-phase training program to enhance resilience and adaptability across various employee levels, demonstrating the effectiveness of structured learning initiatives [20] Group 6: Conclusion on Organizational Strategy - Organizations must embed resilience and adaptability into their strategic frameworks to effectively navigate the complexities of modern business environments [21] - By fostering an environment conducive to continuous growth and integrating these capabilities into talent management processes, companies can better prepare for future disruptions [21]

Core Insights - The article discusses the evolving consumer attitudes towards packaging, particularly in the context of sustainability, price sensitivity, and quality, influenced by recent global events such as the pandemic and inflation [1][2][3]. Group 1: Consumer Preferences - Price and quality remain the primary factors influencing consumer purchasing decisions, with price sensitivity increasing compared to previous years [2][9]. - Food safety and shelf life are the most critical packaging characteristics for consumers, while the importance of environmental impact has decreased [2][12]. - A significant portion of consumers (39%) still considers environmental impact important, but this varies by product category and region [9][13]. Group 2: Sustainability Insights - Consumers view recyclability as the most crucial feature of sustainable packaging, with a consensus on the importance of circularity-related characteristics [18][22]. - There is a lack of uniformity in perceptions of the most sustainable packaging materials across different regions, with glass and paper consistently ranking high, but notable differences exist, such as PET bottles being viewed as sustainable in areas with robust recycling systems [14][15][18]. - Despite the declining ranking of environmental factors, many consumers are willing to pay a premium for sustainable packaging, particularly younger and higher-income demographics [3][26]. Group 3: Market Dynamics - The pandemic initially shifted focus towards hygiene and safety, impacting consumer preferences for packaging [5][12]. - The willingness to pay for sustainable packaging varies significantly by region and demographic factors, with younger consumers and high-income groups showing the highest willingness [26][29]. - Companies must adapt to these changing consumer preferences and expectations, recognizing that the responsibility for sustainable packaging lies primarily with manufacturers and brands [3][26][31]. Group 4: Strategic Considerations - Companies are encouraged to explore three key questions to refine their sustainable packaging strategies: how to accelerate the market introduction of sustainable solutions, how to reduce the total cost of ownership for new sustainable packaging innovations, and how to find suitable partners in the value chain [32][33].

Core Insights - The article emphasizes the transformative potential of mobile banking in enhancing customer engagement and operational efficiency for financial institutions [2][10] - It highlights the necessity for banks to evolve their mobile applications from mere extensions of physical branches to comprehensive service platforms that anticipate and meet customer needs [2][4] Group 1: Current State of Mobile Banking - Mobile banking applications have evolved beyond basic functions like balance checking and bill payments, with leading banks focusing on a "mobile-first" experience to cater to diverse customer needs [3][4] - The best mobile banking apps can handle over 80% of routine customer interactions, significantly improving customer engagement and satisfaction [4][10] Group 2: Key Capabilities for Success - To excel in mobile banking, institutions must focus on four critical capabilities: seamless design, deep personalization, predictive interaction, and intelligent navigation [5][9] - Seamless design involves creating a user-friendly interface that minimizes complexity and enhances customer experience [5] - Deep personalization leverages customer data to provide tailored solutions, thereby increasing customer loyalty and reducing churn [6] - Predictive interaction utilizes AI to anticipate customer needs and streamline service responses, enhancing overall service efficiency [7] - Intelligent navigation ensures that customers can easily transition between different service channels without unnecessary friction [8] Group 3: Competitive Landscape - The gap between leading and lagging banks in mobile banking capabilities is widening, with top performers achieving significantly higher customer interaction rates and business returns [4][10] - The article suggests that the success of mobile banking is more dependent on execution than geographical location, with leading banks demonstrating 2.3 times higher customer interaction frequency compared to their lagging counterparts [4] Group 4: Strategic Recommendations - Banks are encouraged to prioritize foundational experiences by simplifying their mobile applications to build customer trust and drive engagement [5] - Institutions should adopt a proactive approach in utilizing customer insights to enhance service delivery and customer retention [9] - The article concludes that to remain competitive, banks must rapidly enhance their mobile application capabilities to avoid being outpaced by industry peers [10]

Core Viewpoint - McKinsey is celebrating its 100th anniversary, reflecting on its journey and the enduring value of its rigorous values system that unites employees across different countries and generations [1] Group 1: Company Values - The theme for this year's "Values Day" is "The obligations to engage and dissent," emphasizing the responsibility of employees to actively participate and voice dissent [1][3] - Marvin Bower, a key historical figure in McKinsey, advocated for the value of dissent, stating that every consultant should stand by what they believe is right [2] - The company has established the Marvin Award to recognize employees who exemplify these values, with six recipients in China this year [3] Group 2: Culture of Dissent - McKinsey employees view the "Obligation to dissent" as a core responsibility, believing that silence can eliminate opportunities [3] - The company fosters a culture of psychological safety, allowing employees to express dissent without fear of repercussions, which encourages deep discussions [5] - Examples from award recipients illustrate that even the youngest members can contribute valuable insights, breaking down hierarchical barriers [5] Group 3: Historical Context - McKinsey's values have guided its evolution from a single office in Chicago in 1926 to a global consulting giant across six continents [5]

Core Viewpoint - The article discusses the evolving role of Chinese enterprises in the global economy, emphasizing their transition from being low-cost manufacturers to becoming global corporate citizens, particularly in the context of the 16th New Champions Annual Meeting held in Tianjin. Group 1: Resilience and Confidence of Chinese Enterprises - Chinese enterprises are rebuilding confidence and direction despite complex international situations, with a significant portion of multinational companies' business still concentrated in China due to its unique advantages in supply chains and manufacturing capabilities [2][3]. - The current state of the Chinese economy is characterized as stable and moderate, with companies focusing on certainty and long-term strategies after experiencing multiple shocks [3]. Group 2: Globalization 3.0 Era - Chinese enterprises are transitioning from globalization 1.0, which relied on low-cost manufacturing, to 2.0, focusing on cross-border mergers and acquisitions to enhance competitiveness [6]. - The anticipated globalization 3.0 phase will require Chinese enterprises to establish sustainable global identities, build trust, and communicate effectively across cultures, moving from merely exporting products to sharing knowledge and innovation [6][7]. Group 3: Key Issues in Global Healthcare - Discussions at the forum highlighted three critical areas for global health systems: enhancing cross-border collaboration amidst supply chain vulnerabilities, leveraging AI for healthcare equity, and building resilient healthcare systems to address climate risks [8]. Group 4: Role in Global Energy Transition - Chinese enterprises are evolving from being equipment exporters to multi-dimensional players in the renewable energy sector, actively participating in global markets and forming partnerships to promote Chinese technology and best practices [9][10]. - The shift from merely selling products to building systems allows Chinese companies to gain more influence in the global energy transition [10]. Group 5: Rise of New Productive Forces - China has established a leading position in several high-potential industries, including electric vehicles, batteries, robotics, and generative AI, supported by a complete supply chain and ecosystem [11]. - Generative AI is becoming a core topic in corporate governance discussions, indicating its strategic importance for driving future productivity [11]. Group 6: Conclusion on Globalization Evolution - Chinese enterprises are at a pivotal point, transitioning from participants to co-builders in globalization, necessitating upgrades in organization, strategy, technology, and culture to achieve value reconstruction [12].

Core Viewpoint - The global lighthouse network initiative represents the highest level of intelligent manufacturing and digitalization in today's global manufacturing industry, with "lighthouse factories" serving as exemplary models for digital manufacturing and Industry 4.0, supported by policies at national and local levels for smart manufacturing upgrades and high-quality development [1]. Group 1: Trends in Lighthouse Factories - Trend 1: "The Stronger Get Stronger" - Companies that already possess "lighthouses" can rapidly deploy new digital use cases at scale due to their established production operation networks and systematic capabilities [2]. - Trend 2: AI Empowerment - The integration of analytical and generative AI in lighthouse factories has become more significant, enhancing value creation across the entire value chain, including asset management, resource management, quality management, workforce empowerment, product development, and supply chain planning [3]. - Trend 3: Internal and External Learning - Lighthouse factories learn from the successful experiences of other factories while also enhancing their internal capabilities for deploying digital and AI solutions, leading to long-term digital transformation [4]. Group 2: Lighthouse Factories in the Pharmaceutical Industry in China - There are currently 189 lighthouse factories globally, with 23 in the pharmaceutical and medical device sector, accounting for 12%. In the past two years, three new lighthouse factories in this sector have been certified in China [5]. - Case Study 1: Johnson & Johnson's Xi'an Factory - This factory, which serves the Chinese and Asian markets, has implemented advanced technologies to enhance agility, quality standards, and competitiveness, resulting in a 64% reduction in product transfer time, a 60% decrease in non-conforming products, a 40% increase in productivity, and a 24% reduction in operational costs [6][7]. - Case Study 2: AstraZeneca's Wuxi Factory - This factory has achieved a 55% increase in overall output, a 44% reduction in delivery cycles, and an 80% decrease in non-perfect batches through the deployment of over 30 digital use cases, including AI and computer vision [11]. - Case Study 3: GE Healthcare's Beijing Factory - This factory has successfully implemented 45 digital solutions, resulting in a 66% reduction in production cycles, a 66% decrease in scrap rates, and a 73% reduction in customer complaints [14]. Group 3: Insights for Chinese Pharmaceutical and Medical Device Companies - High-quality manufacturing is crucial for the sustainable development of Chinese pharmaceutical and medical device companies amid intense market competition and complex macro environments. The rapid development of AI presents new opportunities for enhancing production and supply chain performance [17]. - Recommendations for Chinese companies include: 1. Clarifying business value orientation to prioritize digital transformation areas with the highest return on investment [18]. 2. Deepening AI application by exploring deployment opportunities and ensuring data is systematically collected and governed [18]. 3. Restructuring organizations to enhance collaboration between business and digital teams, ensuring that digital transformation is business-driven [18].

Group 1 - The article emphasizes that McKinsey is actively recruiting diverse talents and encourages applicants to join for accelerated growth and excellence [1] - It provides information on how to access the latest recruitment information and submit resumes through the official McKinsey website and WeChat public platform [2] - McKinsey clarifies that it has never engaged with any third-party entities or individuals for paid resume recommendations or any paid internship or recruitment training [3] Group 2 - The article warns applicants to be vigilant and to discern false information, advising against believing unofficial sources or third-party claims of paid referral opportunities [4]

Core Insights - Artificial intelligence is continuously transforming industry dynamics, reshaping business strategies, and unlocking new opportunities globally [1] - McKinsey's annual Global AI Survey closely monitors these developments, serving as an authoritative study on how businesses adopt and scale AI [1] - The 2025 Global AI Survey has officially launched, inviting participation from AI leaders and professionals involved in AI-related work [1] Survey Details - The survey will close on July 21 [3] - Participation in the survey takes only 15 to 20 minutes, and responses will be kept confidential, reported only in aggregate form [1] - Participants will have the opportunity to receive early access to the McKinsey Global AI Survey Report as a token of appreciation [1] Engagement and Communication - The company encourages professionals to join thousands of others in contributing to this important research [2] - Various channels are available for following McKinsey's latest insights and updates, including WeChat and video platforms [4]

Core Viewpoint - The article discusses the balance between globalization and localization in supply chain management, emphasizing the importance of local innovation while leveraging global resources [3][4]. Group 1: Globalization and Localization - The relationship between globalization and localization requires a better balance, focusing on local consumer needs while utilizing global advantages [3]. - The company has achieved over 90% localization in packaging materials and raw materials in China, with 100% localization in biscuit production technology [3][4]. Group 2: Product Development Trends - The snack industry shows distinct market characteristics, with Chinese consumers preferring less sweet products due to health concerns, leading to the development of thinner, less sweet Oreo products [5]. - Local product development can inspire interest in other markets, showcasing a trend towards healthier snacks globally [5]. Group 3: Supply Chain Maturity and Challenges - The AMEA region faces varying supply chain maturity levels, with a need for patience in improving factory standards [6]. - The collaborative environment in China, supported by government and suppliers, is unique and not easily replicated elsewhere, highlighting the need for patience in global expansion [6][7]. Group 4: Talent Development and Leadership - The company employs two methodologies for talent development: "hunting" for specialized skills and "farming" for building foundational capabilities [9][10]. - Female leadership is emphasized, with a focus on establishing a unique leadership style and overcoming feelings of inadequacy [11]. Group 5: Lighthouse Factories and AI Integration - The Suzhou factory is recognized as a global lighthouse factory, showcasing advancements in employee engagement and technology integration [12][13]. - Future AI applications are expected to enhance decision-making processes and optimize supply chain efficiency [14][15]. Group 6: Future Supply Chain Challenges - Key challenges include building a flexible supply chain, ensuring sustainability, and engaging the new generation of workers [16]. - Recommendations for supply chain professionals include focusing on loss reduction, maintaining a broad perspective while addressing specific issues, and fostering collaboration [17][18][19].