Trends Identified
The rise and rise of emerging markets
It would not be an exaggeration to say that the 21st century will be marked by the dominance of emerging markets. Already a force to reckon with, emerging markets will in the next years become equal competitors with mature markets and command more economic and political power. As trade and investment occur across emerging markets, newly emerging markets will flourish. An explosive combination of large, young increasingly educated and urban populations with greater levels of disposable income (e.g., in Indonesia) and (or) natural resources (e.g., in Nigeria) is propelling newly emerging markets forward. The latter have provided the more established emerging markste with investment opportunities.
2010
Business Redefined - A look at the global trends that are changing the world of business
EY
The great rebalancing
The coming decade will be the first in 200 years when emerging-market countries contribute more growth than the developed ones. This growth will not only create a wave of new middle-class consumers but also drive profound innovations in product design, market infrastructure, and value chains.
2010
Mckinsey quarterly, Global forces: An introduction
McKinsey
The productivity imperative
Developed-world economies will need to generate pronounced gains in productivity to power continued economic growth. The most dramatic innovations in the Western world are likely to be those that accelerate economic productivity.
2010
Mckinsey quarterly, Global forces: An introduction
McKinsey
The global grid
The global economy is growing ever more connected. Complex flows of capital, goods, information, and people are creating an interlinked network that spans geographies, social groups, and economies in ways that permit large-scale interactions at any moment. This expanding grid is seeding new business models and accelerating the pace of innovation. It also makes destabilizing cycles of volatility more likely.
2010
Mckinsey quarterly, Global forces: An introduction
McKinsey
Pricing the planet
A collision is shaping up among the rising demand for resources, constrained supplies, and changing social attitudes toward environmental protection. The next decade will see an increased focus on resource productivity, the emergence of substantial clean-tech industries, and regulatory initiatives.
2010
Mckinsey quarterly, Global forces: An introduction
McKinsey
The market state
The often contradictory demands of driving economic growth and providing the necessary safety nets to maintain social stability have put governments under extraordinary pressure. Globalization applies additional heat: how will distinctly national entities govern in an increasingly globalized world?
2010
Mckinsey quarterly, Global forces: An introduction
McKinsey
Growth and risk management in emerging markets
Emerging markets, with populations that are young and growing, will increasingly become not only the focus of rising consumption and production but also major providers of capital, talent, and innovation. This will make it imperative for most companies to succeed in emerging markets. However, no more than 40 percent of executives at companies headquartered in developed economies expect a quarter or more of revenues over the next five years to come from emerging markets—and 10 percent expect none.
2010
Five forces reshaping the global economy: McKinsey Global Survey results
McKinsey
Labor productivity and talent management
Low birth rates and graying workforces in most developed economies will make it hard for them to achieve steady growth unless they continue to make sizable gains in labor productivity. A majority of all respondents, 62 percent, do expect moderate gains in the next five to ten years in developed economies, and another 13 percent expect the gains to be significant.
2010
Five forces reshaping the global economy: McKinsey Global Survey results
McKinsey
Global flows of goods, information, and capital
Executives are generally optimistic that the relatively free flow of goods and capital—two core drivers of globalization—will survive the financial crisis and the economic downturn. However, few see much further progress occurring in the next five years, a finding that is consistent with the modest hopes for multilateral cooperation also seen in this survey.
2010
Five forces reshaping the global economy: McKinsey Global Survey results
McKinsey
Natural-resource management
Executives' concerns about the impact that increasing constraints on the supply or usage of natural resources will have on their companies' profits appear to be subsiding despite the prominence of these issues in the public debate today. Twenty-five percent of respondents now expect this trend to have a negative effect on their company's profits, down from 28 percent in last year's survey and 33 percent two years ago.
2010
Five forces reshaping the global economy: McKinsey Global Survey results
McKinsey