Core Viewpoint - The article emphasizes the importance of leaders updating their personal work modes, akin to updating operating systems, to enhance their effectiveness and adaptability in a rapidly changing business environment [1][26]. Group 1: Personal Work Mode Drivers - Personal work modes consist of four drivers: work focus, role, time allocation, and energy, which can either hinder efficiency or enhance adaptability depending on the executive's circumstances [3][15]. - Leaders must continuously assess their practices in these areas, especially during significant transitions in their careers or organizations [3][26]. Group 2: Assessing Work Focus - Effective leaders start by clarifying their work priorities, identifying critical issues to address, and recognizing key opportunities [4]. - Understanding stakeholder expectations is crucial for establishing clear work priorities, which involves identifying both internal and external stakeholders [5][6]. Group 3: Role Clarity - Leaders should determine which tasks require their direct involvement and which can be delegated, focusing on areas where their unique skills can make a significant impact [10][11]. - Engaging in meaningful dialogues with stakeholders can help clarify expectations and enhance organizational alignment [13][14]. Group 4: Time Management - Leaders need to strategically manage their time by setting boundaries and creating a rhythm that allows for flexibility while focusing on high-priority tasks [16][17]. - Restructuring meeting processes can improve efficiency, as many executives find that a significant portion of their decision-making time is wasted in unproductive meetings [19]. Group 5: Maintaining Energy Levels - Maintaining physical health and strong interpersonal relationships is essential for leaders to sustain high energy levels and effectively manage stress [20][21]. - Building a supportive network of trusted advisors can provide valuable perspectives and help leaders navigate challenges [22]. Group 6: Expanding Personal Work Modes - Leaders are encouraged to reflect on their personal work modes regularly and consider how to implement these practices organization-wide to enhance overall productivity [25][26]. - The article suggests that fostering a culture where every individual understands how to manage their work focus, role, time, and energy can lead to significant improvements in organizational performance [25][26].

Core Viewpoint - Asia is entering a new era with the potential to significantly expand its global influence, contributing 42% of global GDP by 2040 and nurturing 60% of the Fortune Global 500 companies, while also becoming a key player in various industries such as semiconductors, e-commerce, cloud services, and renewable energy [2][3]. Group 1: Asian Enterprises on the Global Stage - Asian companies are rapidly emerging in high-growth sectors like digital services, fintech, healthcare, advanced manufacturing, and clean energy, with leadership and innovation becoming key success factors [3]. - From 2004 to 2024, approximately 80 Asian companies have entered the Fortune Global 500 list, and by 2040, an additional 80 to 100 Asian companies are expected to join [3]. Group 2: CEO's Strategic Imperatives - CEOs must focus on four strategic themes to navigate the changing landscape: strategic focus, building resilience, acquiring necessary capabilities, and balancing global expansion with local depth [5][6][7][8]. - Scenario planning is essential for CEOs to navigate geopolitical uncertainties, requiring a dual perspective of balancing trends and risks [4]. Group 3: Investment Landscape in Asia - Asia is transitioning from reliance on foreign direct investment (FDI) to stimulating local capital, with fixed investment expected to grow to $140 trillion over the next decade, surpassing the combined $89 trillion of the US and Europe [9][10]. - In 2023, China's fixed asset investment reached $7 trillion, while India invested $800 billion in infrastructure over the past five years [9][10][11]. - The average return on invested capital (ROIC) for the top 1000 Asian companies is approximately 9%, significantly lower than the 20% for their global counterparts [9][10]. Group 4: Financial Strategy Transformation - CEOs should reshape financial strategies to embrace local and pan-Asian capital, focusing on high-growth sectors and optimizing capital allocation [11][12]. - Companies are encouraged to streamline their asset portfolios and focus on core business areas to enhance operational efficiency and shareholder value [13][14]. Group 5: AI and Digital Transformation - Asia is becoming a global leader in AI, with 75% of global AI patent applications filed in the region in 2022, and AI investment projected to reach $110 billion by 2028 [16][17]. - Companies should leverage AI to enhance operational efficiency, personalize customer experiences, and build robust AI capabilities within their teams [16][17][18]. Group 6: The Rise of the Digital Generation - The emergence of the digital native generation is driving new wealth creation in Asia, with projections indicating that by 2040, Asia will account for 52% of the global population aged 18 to 24 [19][20]. - Companies must adopt highly personalized strategies to engage this growing consumer base, utilizing digital platforms and gamification to enhance customer interaction [20][21][22].

Core Insights - The article emphasizes that productivity growth is essential for addressing challenges such as balance sheet expansion, net-zero transition costs, and demographic changes. Exceptional companies play a crucial role in driving this productivity growth, significantly impacting economic performance [1][2]. Group 1: Role of Exceptional Companies - Exceptional companies contribute approximately two-thirds of the positive productivity growth in the studied sample, while a small number of lagging companies account for 50%-65% of the total productivity decline [2][8]. - The research tracked 8,300 large companies across the retail, automotive, tourism, logistics, and computer and electronics sectors in the US, UK, and Germany from 2011 to 2019, revealing that productivity growth is characterized by explosive features driven by a few companies [2][8]. Group 2: Types of Exceptional Companies - Exceptional companies are defined as those contributing at least one basis point to productivity growth, while lagging companies are those causing a decline of at least one basis point. They can be categorized into three types: - Improvers: Large established companies enhancing internal efficiency [9]. - Disruptors: Small innovative firms leveraging technology or business model innovations [9]. - Expanders: Leading companies increasing employment and market share [9][16]. Group 3: Factors Supporting Exceptional Companies - Market conditions, technology, regulation, and competition in certain industries create favorable environments for the rise of exceptional companies. For instance, the US computer and electronics sector has seen numerous expanders and disruptors due to its ability to create new customer value [13][24]. Group 4: Growth Strategies of Exceptional Companies - Exceptional companies employ diverse strategies to stimulate productivity growth, including: 1. Expanding business models or technologies, as seen with Apple and Amazon [17][21]. 2. Adjusting regional and product portfolios to focus on more productive areas [17][21]. 3. Reshaping customer value propositions to adapt to market trends [21]. 4. Building scale and network effects to achieve economies of scale [21]. 5. Transforming operations to enhance efficiency and reduce costs [21]. Group 5: Comparison of Productivity Growth - Between 2011 and 2019, the US experienced a productivity growth rate of 2.1%, significantly higher than Germany (0.2%) and the UK (close to zero). This is attributed to the higher number of exceptional companies in the US, particularly in the computer and electronics sector [24][25]. Group 6: Implications for Future Growth - The article suggests that productivity growth is a key driver for long-term success, enabling companies to pay higher wages and achieve greater profit margins. It highlights the need for a strategic focus on exceptional companies to foster economic growth [28][31][32]. Group 7: New Mindsets for Growth - The research identifies six new mindsets necessary for driving productivity growth, including focusing on exceptional companies, embracing diverse paths to excellence, and prioritizing strategic innovation over mere efficiency [33][34][35][36][37].

Core Viewpoint - In times of economic turbulence, unicorn companies must exhibit resilience to adapt to the new normal, with founders needing to continuously adjust their mindset and actions to enhance management capabilities and lead effectively [1] Group 1: Challenges Faced by Unicorn Companies - Unicorn companies often face five key demands during their growth phase: founders need to transition from entrepreneurs to managers, align their strategic vision with organizational consensus, continuously identify and convert growth opportunities, establish a lean financial system and organizational structure, and recruit and develop key talent for future growth [2] - The six major challenges identified include: 1. Disconnection between strategic planning and implementation, necessitating optimization of the business model [2] 2. Core executive teams from technical backgrounds may overlook leadership development and talent pipeline construction [3] 3. Insufficient financial management capabilities, with a lack of integration between business and finance leading to cash flow issues [4] 4. Inadequate digital marketing and management capabilities, resulting in poor data analysis for decision-making [5] 5. Deficiencies in risk management across knowledge, financial, and legal domains [7] 6. Transitioning from startup and growth phases to facing maturity challenges, including bureaucratic tendencies and the need for organizational optimization [8] Group 2: Key Values and Actions for Success - Successful tech companies embody five core values: listening to customer feedback, continuous improvement to meet customer needs, driving innovation for sustained enhancement, fostering a winning team culture, and maximizing shareholder value [9] - The five key actions for rapid growth include: continuously seeking new growth opportunities, expanding management bandwidth, promoting lean operations, managing market capitalization, and enhancing leadership excellence [9] Group 3: Specific Actions for Growth - Continuous exploration of new growth opportunities is essential, utilizing systematic methods and tools to identify potential value within investment portfolios [10] - Expanding management bandwidth involves aligning strategic goals with organizational capabilities and ensuring effective execution of strategies [12] - Integrating business and financial management is crucial for maintaining profitability during growth stagnation, focusing on proactive risk management and performance monitoring [19] - Implementing lean operations through effective management tools can optimize performance across production, commercial, and personnel levels [32][36] - Market capitalization management aims to maximize company value through strategic optimization and effective communication with stakeholders [37][41] Group 4: Leadership Development - Exceptional leadership is critical for navigating uncertainty, with CEOs needing to cultivate resilience, balance cost control with innovation, and develop key talent [39] - The six dimensions of effective CEO leadership include setting strategic direction, unifying the organization, fostering a collaborative executive team, managing personal efficiency, building stakeholder relationships, and collaborating with the board [40]

Core Viewpoint - The article emphasizes the critical importance of corporate resilience in navigating ongoing uncertainties and crises, highlighting that CEOs play a unique role in fostering this resilience to transform challenges into growth opportunities [2][3]. Group 1: Importance of Resilience - A McKinsey survey reveals that 84% of leaders feel unprepared for future crises, and 60% of board members believe their companies struggle to respond effectively to major challenges [1]. - Companies face macro-level challenges such as shifting global trade policies and geopolitical conflicts, as well as operational issues like stock price volatility and product quality defects [2]. Group 2: Dimensions of Resilience - Corporate resilience can be categorized into four core dimensions: financial resilience, operational resilience, organizational resilience, and external resilience [3]. - CEOs must understand these dimensions to implement effective strategies that strengthen the company's resilience [3]. Group 3: Key Actions for CEOs - The article outlines five key actions that CEOs can take to enhance corporate resilience, which are derived from long-term collaboration with global CEOs and extensive research [3]. - These actions include integrating resilience into the corporate vision, balancing short- and long-term perspectives, and fostering a culture of adaptability and innovation [4][5]. Group 4: Integrating Resilience into Corporate Vision - When leadership teams align around a shared vision, the likelihood of outperforming industry medians nearly doubles [4]. - CEOs must consistently communicate the corporate vision and values, especially during uncertain times, to ensure all employees are aligned and motivated [5]. Group 5: Balancing Perspectives - CEOs should maintain a dual focus on micro-level details and macro-level strategies, being aware of the potential ripple effects of crises [5]. - Effective CEOs recognize that sometimes maintaining the status quo, even at the cost of short-term gains, can position the company favorably for future opportunities [5]. Group 6: Building a Resilient Workforce - CEOs should recruit and develop adaptable talent who can thrive in challenging environments, fostering a culture of resilience within the organization [11][12]. - The article emphasizes the importance of embedding resilience traits into the entire talent management lifecycle, from recruitment to leadership development [12]. Group 7: External Connections - CEOs must proactively build and maintain relationships with external stakeholders, including suppliers, competitors, and investors, to enhance organizational resilience [14][15]. - Effective communication and collaboration with external parties can help navigate crises and foster trust [15].

Core Viewpoint - The future of China's outbound investment is shifting from the West to the rapidly developing Asian economies, particularly the ASEAN region, which offers significant growth potential and cultural connections [1][2]. Group 1: ASEAN's Rise as a New Investment Focus - ASEAN, comprising 10 Southeast Asian countries, is emerging as a vibrant economic community, with China's trade with ASEAN growing at a compound annual growth rate of 3.6% and direct investment increasing by 4.1% over the past decade. In 2023, China's investment in ASEAN surged by 34.7% year-on-year [2]. - Key investment hotspots for Chinese enterprises include Singapore, India, and Vietnam, each offering unique advantages for capital deployment [2]. Group 2: Importance of Local Partnerships - For long-term success in Asian markets, Chinese enterprises must adopt localized strategies rather than standardized approaches. Collaborating with local banks that understand the regulatory and cultural landscape is crucial [3]. - Local banks serve as "translators" and "guides" for Chinese companies in unfamiliar markets, enhancing project execution and risk management [3]. Group 3: Digital Empowerment in E-commerce and Fintech - The growth of e-commerce and fintech in Asia presents new opportunities for Chinese investors. Mobile payments, digital finance, and cross-border e-commerce are experiencing rapid development [4]. - Over the past five years, China's cross-border e-commerce import and export volume reached 2.6 trillion RMB, with an annual growth rate of 13%, indicating the significant role of fintech in supporting small and micro enterprises in global trade [4]. Group 4: Cultural and Regional Synergy - The shift of Chinese investment towards Asia not only brings economic benefits but also promotes regional stability and cooperation, reducing reliance on single markets and mitigating investment risks [5]. - Cultural similarities facilitate smoother communication and trust-building, which are essential for establishing long-term strategic relationships in the region [5]. Group 5: Sustainable Development and Challenges - The strategic shift towards Asia will face challenges, requiring Chinese enterprises to understand local regulations, cultural characteristics, and political-economic environments in depth [6]. Group 6: Future Strategy - Three Pillars for Asian Investment - Chinese enterprises should focus on three dimensions to build a clear internationalization blueprint: 1. Identify key customer segments and tailor offerings to meet diverse market needs [8]. 2. Leverage existing strengths and focus on key regional markets with clear short, medium, and long-term goals [9]. 3. Develop localized products and services by building supportive organizational structures and enhancing core competencies [10]. Group 7: Embracing the Future in Asia - The emphasis on Asian investment represents a unique opportunity for China to reposition itself as a responsible global investor, particularly through investments in infrastructure, renewable energy, and environmental projects [11]. - By actively engaging in this shift towards Asia, Chinese enterprises can unlock unprecedented growth potential and contribute to a more prosperous and interconnected Asian economic ecosystem [11].

创新与业务增长密不可分。在高度不确定的商业环境中，如果企业能够孵化新业务并开发新产品、新流 程或新业务模式，则可以更好地把握业务增长机会【1】，规避风险【2】。 我们近期曾对全球1039家企业进行问卷调查，调查结果有力佐证了这一结论。大部分受访者认为，创新 能力是其在未来12个月内实现业务增长的最重要战略因素（见图1）。 | 将以下因素视为企业竞争优势来源的受访者比例（%） | 将以下医 | | --- | --- | | 左右滑动，展示不同行业 所有行业平均水平 | 左右滑动, | 全文阅读时间约为15分钟。 创新是企业实现业务增长的重要生命线。对于绩优企业而言，即使置身经济形势不明朗的时期，它们也 会利用创新来扩大其在行业内的领先优势，甚至跨界破局。 左右滑动图表，展示不同行业 我们通过调研发现，虽然各行业之间存在一些差异，但创新能力始终稳居业务增长的前三大因素。对于 正在经历重大变革的行业（例如能源行业），由于供应中断以及需要在可持续发展方面投入大量资金， 相关企业不得不进行业务迭代升级。在此种情况下，创新就显得尤为重要。但是，即使是对业务模式迭 代升级需求不那么迫切的行业（比如零售行业等），也有近三分 ...

Core Insights - The majority of respondents (38%) from companies that have deployed AI expect that generative AI will not significantly impact employee numbers in the next three years, with the financial services sector being the only one where respondents anticipate a reduction in workforce size [1] - There is a general consensus among C-level executives, senior managers, and middle managers regarding the expected impact of generative AI on employee numbers, although C-level executives are more inclined to believe that overall employee numbers will increase when considering the combined effects of analytical and generative AI [1] - Generative AI is expected to reduce employee numbers primarily in customer service, field service, supply chain, and inventory management, while IT and product development roles are expected to see an increase in workforce [1] AI Adoption Trends - AI usage continues to rise, with 78% of respondents indicating that their companies have deployed AI in at least one business function, up from 72% at the beginning of 2024 and 55% a year ago [6] - The IT, marketing, and sales departments are the most common areas for AI deployment, with IT showing the most significant growth in usage, rising from 27% to 36% in the past six months [6] - More than half of respondents reported that their companies have deployed AI across multiple functions, with an average of three functions utilizing AI, indicating a growth trend [9] Generative AI Application - As of early 2024, 71% of respondents reported that their companies regularly use generative AI in at least one business function, an increase from 65% at the beginning of the year [12] - Generative AI is most commonly applied in marketing and sales, product and service development, service operations, and software engineering, which are identified as areas with the highest potential value [12][16] - The deployment of generative AI varies by industry, with media and telecom companies favoring its use in service operations, while tech companies focus on software engineering [12] Executive Engagement - C-level executives are increasingly using generative AI, with 53% reporting frequent use in their daily work compared to 44% of middle managers [16] - This trend indicates a growing acceptance and integration of generative AI at higher management levels across various industries [16] Value Creation and Cost Reduction - More respondents indicated that generative AI applications have led to revenue growth in business units, reflecting a trend similar to that observed with analytical AI [27] - A significant number of respondents reported that generative AI has contributed to cost reductions in various business functions, with many companies experiencing noticeable cost optimization [31] - However, over 80% of respondents noted that generative AI has not yet significantly impacted overall EBITDA, indicating that while cost savings are evident, financial performance improvements are still limited [31][38]

作者：Alex Singla、Alexander Sukharevsky、Lareina Yee、Michael Chui、Bryce Hall 企业如何完成生成式AI部署，由谁主导？ AI治理工作涉及构建一系列政策、流程和技术，以确保负责任地开发与部署AI系统。麦肯锡的调查分 析表明，由CEO亲自监督这项工作，是企业借助生成式AI提升财务表现的关键因素之一【1】。尤其在 大型企业中，CEO的直接参与对息税前利润（EBIT）的拉动效果最为显著。在已部署AI的企业中， 28%的受访者称CEO负责AI治理工作，但在年收入超5亿美元的大型企业中，这一比例略低。同时， 17%的受访者称董事会负责AI治理工作。整体来看，这项工作通常由多人共同负责，平均由两位领导牵 头。 AI的真正价值在于重塑企业运作方式。最新调查显示，在针对各类规模企业的25个要素里，重构工作 流程对于组织通过应用生成式AI实现息税前利润增长的作用最为显著。企业正逐步在AI部署的同时调 整流程。在已部署生成式AI的企业中，21%的受访者表示其组织已对部分工作流程进行了彻底重构。 集中管理AI部署的关键环节 生成式人工智能的发展，正推动企业着手构建相应 ...

Core Insights - The article discusses the "new normal" in China's consumer market characterized by single-digit growth since Q2 2025, highlighting issues such as consumer confidence and consumption downgrade [1] - Despite challenges, the actual situation is more optimistic than some observers suggest, based on a nationwide survey of over 17,000 consumers conducted by McKinsey [1] Group 1: Consumer Trends - Trend 1: Consumers are adapting to the new normal, with GDP growth around 5% in 2024 and Q1 2025, showing resilience in sectors like tourism, dining, and health [2] - The expected consumption growth rate for 2025 is 2.3%, slightly down from 2.4% in 2024, driven by urbanization and stable consumer spending expectations [2] - Urbanization rate increased from 65.2% in 2022 to 67.0% in 2024, contributing to household growth [2] Group 2: Consumer Confidence - Trend 2: Consumer confidence is stabilizing, with 81% of respondents expressing more confidence in the macroeconomic outlook following stimulus policies from the People's Bank of China [4] - However, rural consumers show increased confidence due to government policies, with rural income growth at 6.6% in 2024 compared to 4.5% for urban residents [8] Group 3: Changing Consumer Behavior - Trend 3: Consumers are focusing more on personal achievement, with a shift towards spending on products and services that enhance quality of life [16] - Wealthy urban consumers plan to increase daily spending by 2.6% in 2025, indicating a return to normal consumption behavior [16] - Spending intentions are increasingly influenced by tangible factors like income and asset value rather than confidence levels [22]