The State of Organizations 2023 - Flipbook - Page 88
Endnotes
8
9
INTRODUCTION
10 shifts that are transforming
organizations—and what to do about them
1
In this report, “mental health” is inclusive of positive
mental health and the full range of mental, substanceuse, and neurological conditions.
2
Between May and June 2022, we surveyed more
than 2,500 leaders in organizations with at least
1,000 employees across industries and countries
(Canada, China, France, Germany, India, Spain, the
United Kingdom, and the United States) to identify
the workplace topics that were most relevant to them
in McKinsey’s State of Organizations Survey. We
supplemented that quantitative research with executive
interviews and existing McKinsey research.
1
2
3
For more, see Aaron De Smet, Bonnie Dowling,
Marino Mugayar-Baldocchi, and Bill Schaninger,
“Gone for now, or gone for good? How to play the
new talent game and win back workers,” McKinsey
Quarterly, March 9, 2022.
4
Bonnie Dowling, Drew Goldstein, Michael Park, and
Holly Price, “Hybrid work: Making it fit with your diversity,
equity, and inclusion strategy,” McKinsey Quarterly,
April 20, 2022.
“Performance through people: Transforming human
capital into competitive advantage,” McKinsey Global
Institute, February 2, 2023.
5
For more, see Bonnie Dowling, Bryan Hancock, and
Bill Schaninger, “Talent in a changing market: What
now?,” McKinsey, December 8, 2022.
6
Taylor Lauricella, John Parsons, Bill Schaninger, and
Brooke Weddle, “Network effects: How to rebuild
social capital and improve corporate performance,”
McKinsey, August 2, 2022.
7
For more, see Naina Dhingra, Andrew Samo, Bill
Schaninger, and Matt Schrimper, “Help your
employees find purpose—or watch them leave,”
McKinsey, April 5, 2021.
1
For more, see “What’s your superpower? How
companies can build an institutional capacity
to achieve competitive advantage,” McKinsey,
forthcoming.
2
“Rethink capabilities to emerge stronger from
COVID-19,” McKinsey, November 23, 2020.
3
For more, see “What’s your superpower?,” McKinsey,
forthcoming.
For more, see McKinsey Organization Blog, “Returning
to the office can be a choice, not a challenge,” blog
entry by Phil Kirschner, Natasha Ouslis, and Julia
Sperling-Magro, July 11, 2022.
For more, see The Remote Playbook, GitLab, 2023.
5
LinkedIn Talent Blog, “In a first, remote jobs attract a
majority of applications on LinkedIn,” blog entry by
Greg Lewis, April 7, 2022.
6
McKinsey Organization Blog, “Three types of modern
flexibility today’s workers demand,” blog entry by
Aaron de Smet, Bonnie Dowling, Randy Lim, and Laura
Pineault, April 25, 2022.
7
3
“What executives are saying about the future of hybrid
work,” McKinsey, May 17, 2021.
4
Chris Gagnon, Elizabeth John, and Rob Theunissen,
“Organizational health: A fast track to performance
improvement,” McKinsey Quarterly, September 7, 2017.
“Number of employees worldwide, 1991-2022,” Statista,
December 7, 2022.
For more, see “Raising the resilience of your
organization,” October 12, 2022.
‘ True hybrid’: The new balance of in-person
and remote work
3
4
ready to walk out the door. How should companies
respond?,” McKinsey Quarterly, December 12, 2022;
Aaron De Smet, Bonnie Dowling, Bryan Hancock,
and Bill Schaninger, “The Great Attrition is making
hiring harder. Are you searching the right talent
pools?,” McKinsey Quarterly, July 13, 2022.
Jacqueline Brassey, Nick van Dam, and Arjen van
Witteloostuijn, Advancing Authentic Confidence
through Emotional Flexibility: An Evidence-Based
Playbook of Insights, Practices, and Tools to Shape
Your Future, self-published, Lulu Press, 2019.
Closing the capability chasm
“Hybrid work,” April 20, 2022.
8
For more, see Jaime Teevan, “Let’s redefine
‘productivity’ for the hybrid era,” Harvard Business
Review, September 9, 2021.
9
For more, see “Hybrid work,” April 20, 2022.
10
Ibid. In this report, “inclusion” refers to the extent
to which an organization’s systems, leaders, and
individuals create a welcoming and fair environment.
11
“Hybrid work,” April 20, 2022.
1
“The state of AI in 2021,” McKinsey, December 8, 2021.
2
For more, see Jessica Kim-Schmid and Roshni
Raveendhran, “Where AI can—and can’t—help talent
management,” Harvard Business Review, October 13,
2022.
3
For more, see Claudy Jules, Building Better
Organizations: How to Fuel Growth and Lead in a
Digital Era, Oakland, CA: Berrett-Koehler Publishers,
July 2022; Milan Dordevic, “How artificial intelligence
can improve organizational decision making,” Forbes,
August 23, 2022.
Walking the talent tightrope
1
Making way for applied AI
CHAPTER 1
Increasing speed, strengthening resilience
1
For more, see Dana Maor, Michael Park, and Brooke
Weddle, “Raising the resilience of your organization,”
McKinsey, October 12, 2022.
2
For more, see “Future proof: Solving the ‘adaptability
paradox’ for the long term,” McKinsey, August 2, 2021.
3
Bǿrge Brende and Bob Sternfels, “Resilience for
sustainable, inclusive growth,” McKinsey, June 7, 2022.
4
Jennifer A. Chatman et al., “Parsing organizational
culture: How the norm for adaptability influences the
relationship between culture consensus and financial
performance in high-technology firms,” Journal of
Organizational Behavior, August 2014, Volume 35,
Number 6.
5
Aaron De Smet, Elizabeth Mygatt, Iyad Sheikh, and
Brooke Weddle, “The need for speed in the postCOVID-19 era—and how to achieve it,” McKinsey,
September 9, 2020.
6
For more, see McKinsey Organization Blog, “The age
of speed: How to raise your organization’s metabolism,”
blog entry by Patrick Guggenberger and Patrick Simon,
McKinsey, March 25, 2019.
7
For more, see Aaron De Smet, Caitlin Hewes, and
Leigh Weiss, “For smarter decisions, empower your
employees,” McKinsey, September 9, 2020.
McKinsey Organization Blog, “Shorter for longer:
Navigating the taut talent tightrope amid economic
uncertainty,” blog entry by Bryan Hancock and
Asutosh Padhi, January 3, 2023.
2
Mike Barriere, Miriam Owens, and Sarah Pobereskin,
“Linking talent to value,” McKinsey Quarterly, April 12,
2018; Scott Keller, “Attracting and retaining the right
talent,” McKinsey, November 24, 2017.
3
“Attracting and retaining the right talent,” November
24, 2017.
4
McKinsey Organization Blog, “Three steps to
creating more value through talent,” blog entry by
Emily Field, Bryan Hancock, and Bill Schaninger,
August 10, 2020.
For more, see “Mind the [skills] gap,” McKinsey,
January 27, 2021.
4
“The state of AI in 2021,” December 8, 2021; “The state
of AI in 2022,” McKinsey, December 6, 2022.
5
5
People Analytics by McKinsey.
6
For more, see “Linking talent to value,” April 12, 2018.
6
McKinsey Global Survey on Digital Trust, May 2022.
7
“Linking talent to value,” April 12, 2018.
7
“The state of AI in 2022,” December 6, 2022.
8
8
Ibid.
9
“The state of AI in 2021,” December 8, 2021.
For more, see McKinsey Organization Blog, “Battle
for frontline talent: Five strategies to win,” blog entry
by Matt Fenton, Neel Gandhi, and Taylor Lauricella,
November 1, 2021.
9
McKinsey Organization Blog, “Using skill gap
assessments to help future-proof your organization,”
blog entry by Gregor Jost, Julian Kirchherr,
Sebastian Pfülb, and Kira Rupietta, May 23, 2022.
1
For more, see Jacqueline Brassey and Aaron De
Smet, “When things get rocky, practice deliberate
calm,” McKinsey, November 10, 2022.
New rules of attraction, retention, and attrition
1
2
In December 2022, the number of job openings in the
United States rose to 11 million, while the number of
hires remained stable at 6.2 million. See Job Openings
and Labor Turnover Summary, US Bureau of Labor
Statistics, February 1, 2023.
Vincent Bérubé, Dana Maor, Marino MugayarBaldocchi, and Angelika Reich, “European talent is
Leadership that is self-aware and inspiring