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workforce system for the new economy</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2018-07-03T00:00:00Z">July 3, 2018</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/wan-lae-cochran" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Wan-Lae Cheng</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/tom-dohrmann" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Tom Dohrmann</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/mike-kerlin" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Mike Kerlin</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/jonathan-k-law" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Jonathan Law</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Sree Ramaswamy</span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">Governments have an important role to play in building a deeper pool of qualified workers and fueling economic growth.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Findustries%2Fpublic%20and%20social%20sector%2Four%20insights%2Fcreating%20an%20effective%20workforce%20system%20for%20the%20new%20economy%2Fcreating-an-effective-workforce-system-for-the-new-economy.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="creating-an-effective-workforce-system-for-the-new-economy" data-layer-report-name="creating-an-effective-workforce-system-for-the-new-economy>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-232 KB)</span></a></div></div></div></div> <p><strong>Over the past three decades,</strong> globalization and technology-induced changes such as automation and digitization have irrevocably altered US industry and jobs. According to a <a href="/industries/technology-media-and-telecommunications/our-insights/digital-america-a-tale-of-the-haves-and-have-mores">2015 McKinsey Global Institute report</a> on the impact of digitization on the US economy, the speed of technology-induced skill displacement is projected to double over the next decade. <a href="/featured-insights/future-of-work/jobs-lost-jobs-gained-what-the-future-of-work-will-mean-for-jobs-skills-and-wages">Fifty percent of workforce activities could be automated</a> with existing technologies, but only 15 percent have been automated to date. As a result, more than 30 percent of US workers will need to change jobs or upgrade their skills significantly by 2030, and 65 percent of today’s primary-school students will hold jobs that don’t exist today. </p> <p>The patchwork of workforce-development efforts in the United States has historically struggled to respond to these issues and failed to adapt to the needs of employers and individual workers. According to a Georgetown University Center on Education and the Workforce report, approximately $1 trillion is spent on workforce development and training annually. However, the pervasive view among stakeholders is that the returns on such investments have fallen well short (Exhibit 1).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/creating%20an%20effective%20workforce%20system%20for%20the%20new%20economy/svgz_workforce-development_ex1.svgz?cq=50&cpy=Center"/><img alt="Annual postsecondary and training spending in the United States is approximately $1 trillion annually but with lackluster results." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/creating%20an%20effective%20workforce%20system%20for%20the%20new%20economy/svgz_workforce-development_ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>A wholesale reexamination of existing strategies and program administration is needed to enable individuals to pursue new opportunities and fuel the country’s economic growth. Federal and state governments are well positioned to serve as a catalyst for this effort by convening the right parties, aligning goals and incentives, and helping to scale promising efforts through the strategic distribution of funds. However, governments face several barriers to achieving these objectives:</p> <ul> <li>Current workforce-development and reskilling initiatives lack the scale to meet the demands of the labor market.</li> <li>The proliferation of programs causes resources to be spread too thin.</li> <li>Workforce-planning decisions by individuals, educators, and policy makers are hindered by limited data and insights.</li> <li>Employers say educators are not meeting industry needs, while educators say employers are insufficiently involved.</li> <li>An overemphasis on credentials, including licensures, unnecessarily restricts workers and employers.</li> <li>Workforce strategies are often high level, fragmented across silos, and without clear targets and accountability.</li> </ul> <p>To address these barriers, elected officials and other stakeholders must make workforce development a top priority, dedicating leadership and resources to the effort at a strategic level. Cross-sector collaboration is also critical to implementing more-effective workforce development programs; government can serve as convener, catalyst, and broker for these conversations.</p> <h2>Seven initiatives to transform workforce development</h2> <p>Governments can break free from traditional approaches to workforce development, and our experience and research have identified seven types of initiatives that hold significant promise. Each has the potential to support and accelerate workforce development—but the greatest value can be achieved when governments pursue all seven in a strategic, coordinated way (Exhibit 2).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-lg-right-span"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/creating%20an%20effective%20workforce%20system%20for%20the%20new%20economy/svgz_workforce-development_ex2_expanded.svgz?cq=50&cpy=Center"/><img alt="Seven initiatives can transform workforce development." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/creating%20an%20effective%20workforce%20system%20for%20the%20new%20economy/svgz_workforce-development_ex2_expanded.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h3>1. Develop new educational models that can meet the rapidly evolving needs of a new economy</h3> <p>The national debate around the value of higher education has highlighted the need to reimagine the education system. Just as the transition from an agrarian economy to an industrialized one resulted in universal high school, today’s increasingly tech-driven economy calls for new skills, a new educational approach, and a new learning lifespan. The bachelor’s degree can no longer be the baseline credential for a good career. Instead, governments can support the growth of other forms of high-quality educational programs to meet employer needs.</p> <p>As lifelong learning becomes an increasing necessity, educational structures and financial aid models will need to adapt to enable engagement at different points across an individual’s lifetime. To achieve this shift, educators could translate market signals and employer feedback into curricula and learning experiences—and do so at an accelerated pace. Governments can support educators by bringing the right employers to the table to cocreate curricula and develop meaningful applied-learning opportunities. By directing funding toward programs that are aligned with industry needs and have achieved proven results, governments can also provide incentives for educators and hold them accountable for graduate outcomes (such as employment rates and wages). A host of training providers are striving to accomplish these goals, and states can help to catalyze, scale, and replicate successful programs.</p> <p>For example, the California Community College system recently announced the creation of its 115th institution, which will be fully online and free of charge, with a focus on in-demand and growing career paths starting with allied-health professions. In addition, federal programs are working to shift educational credentialing toward a model based on industry needs. For example, the American Council on Education has partnered with Credly, a company that manages digital credentials, to build a digital working transcript that tracks in-demand skills and assigns college credit for skills attainment.</p> <h3>2. Shift more employers from hiring to actively building the pipeline</h3> <p>Corporate-training efforts have historically focused on higher-level, better-educated employees, but many companies are starting to invest in entry- and mid-level talent. Amazon, AT&T, Chipotle, McDonald’s, and Walmart have launched programs that provide or help finance different types of education for employees, recognizing the benefits to their bottom lines as well as to society.<a rel="#footnote1" class="link-footnote" href="#"><sup>1</sup></a> <span style="display:none" id="footnote1" class="tooltip"><span class="footnote-content"><span class="footnote-number">1.</span><span class="footnote-text">John Colborn and Nneka Jenkins, <em>Models of success: An archive of case studies done under Skills for America’s Future highlighting effective partnerships that benefit community colleges, businesses, and students</em>, The Aspen Institute, March 2016, aspeninstitute.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>Governments are in the best position not only to stimulate the collective action that can support change within sectors but also to offer programs and incentives that position all employers to invest in the talent pipeline. For example, the Federal Task Force on Apprenticeship Expansion, which released its final report in May 2018, encourages a simplification of rules for companies to receive funding for apprenticeship programs with associated job guarantees.<a rel="#footnote2" class="link-footnote" href="#"><sup>2</sup></a> <span style="display:none" id="footnote2" class="tooltip"><span class="footnote-content"><span class="footnote-number">2.</span><span class="footnote-text"><em>Task force on apprenticeship expansion final report to: The President of the United States</em>, May 2018, dol.gov.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>A number of states have launched efforts to support workforce development that is aligned with private sector needs. CareerWise Colorado, for instance, is a nonprofit started through a state initiative with the goal of creating 20,000 youth apprenticeships by 2027. It is working with employers and local high schools and has incorporated elements of the Swiss apprenticeship model. To date, the program has focused on building a pipeline of talent for a wide range of industries—from financial services and health care to information technology, business operations, and advanced manufacturing.</p> <h3>3. Take a granular, fact-based view of workforce planning and establish quantifiable goals</h3> <p>All workforce strategies must begin with a clear-eyed view of a state’s workforce strengths and weaknesses, accounting for both near- and long-term economic scenarios. States must evaluate both sides of the workforce equation. On the demand side, leaders should identify and prioritize growth sectors, the skills needed now and in the next three to five years, and the expected impact of broader industry changes on the equation.</p> <p>Analyses of the supply side must take into account the current and projected talent pipeline—existing types of skills and where they are, the quality and capacity of existing workforce and training programs and support services, and the sources and uses of federal and state funds. Together, these efforts will highlight a given state’s priorities and mismatches in supply and demand as well as the goals it needs to achieve and a timeline for reaching them.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about our <a href="/sitecore/service/notfound.aspx?item=web%3a%7b4afbb9f1-a9cf-49c5-a44e-abdeea4e8255%7d%40en">Public Sector Practice</a>?</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Visit our Economic Development page</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <p>Some states are already pursuing efforts to enhance workforce planning and goal setting. One state has used federal grant funding to create one of the country’s most comprehensive supply-and-demand models for employment. It provides both real-time information on the state’s current employment gaps and long-term projections. The model helps policy makers, educators, employers, and job seekers make better decisions—whether about program design, goals, or career choices.</p> <h3>4. Create an integrated, systemwide view of agencies involved in workforce development and establish concrete goals</h3> <p>Economic development, education (primary, secondary, and postsecondary education), human services, and workforce-development agencies within governments increasingly share responsibility for workforce development and employment. In many states, however, these agencies’ strategies and goals are not always complementary or mutually beneficial. One way to ensure that these critical agencies and teams can reinforce one another’s impact is to create a set of cross-cutting goals, supporting initiatives, and funding. This approach begins to break down silos while concentrating funding on a smaller set of priorities.</p> <p>Some states have gone so far as to make structural changes to their agencies, combining their workforce and economic-development agencies with commerce.<a rel="#footnote3" class="link-footnote" href="#"><sup>3</sup></a> <span style="display:none" id="footnote3" class="tooltip"><span class="footnote-content"><span class="footnote-number">3.</span><span class="footnote-text">Amanda Briggs and Lauren Eyster, <em>State workforce and economic development collaboration</em>, Urban Institute, November 2016, urban.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> In addition, as states take an integrated view of economic development, workforce education, labor rights, and consumer protection, they could generate new jobs by improving the existing regulatory model around licensures.</p> <h3>5. Deploy insights and technology to support better decision making by states, employers, and educators</h3> <p>Access to data and technology that can translate information into insights is critical to supporting the previous initiatives. Together, these tools enable stakeholders to create job platforms and assessment tools that can better support individuals in discovering new pathways and connect them with employers and trainers. These insights could also support policy makers in assessing and prioritizing effective workforce and education programs. Taking it a step further, governments could consider using artificial intelligence and predictive analytics to target individuals with the right programs, interventions, and delivery methods. For example, insights on different workforce segments can help state agencies to better identify which individuals need intensive, one-on-one support and which can be supported effectively through remote or self-serve models. These insights can also help states scale successful programs.</p> <p>Most states have created or licensed platforms to help individuals find jobs, training, and other resources. To eliminate the inefficiencies of 50 separate tools, the federal government could convene a set of states, technology and data players, nonprofits and philanthropies, and other key stakeholders to collaborate on the development, maintenance, and ongoing enhancement of a common platform. This tool could be tailored for individual states and would be better, more user friendly, and more comprehensive than what states could build on their own. In another example, the US Chamber of Commerce Foundation created Launch My Career, an interactive online tool that informs students about the return on investment of various degrees. To date, the tool has been customized for a few states.</p> <h3>6. Help individuals navigate career options</h3> <p>While technology is and will continue to be crucial, individuals exploring new career paths still need personal coaching and ancillary support. Career coaches and mentors can encourage persistence and support career shifts, while funding for ancillary support such as child care, transportation, and tuition can help people to pursue new skill sets.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="Skill shift: Automation and the future of the workforce" src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/skill%20shift%20automation%20and%20the%20future%20of%20the%20workforce/skill-shift-future-of-the-workforce-1536x1536.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Skill shift: Automation and the future of the workforce</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Read the discussion paper</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <p>Several examples demonstrate the potential impact of such support. The start-up Guild Education helps adult learners access financial aid (employer tuition benefits, federal funding, and tax credits) and provides education coaching through program completion. Year Up, a well-known nonprofit jobs-training program, relies heavily on mentorship to ensure that students receive the support they need to transition from classroom to employment. Governor Hickenlooper of Colorado, in partnership with Skillful (an initiative of the Markle Foundation), launched a statewide Governor’s Coaching Corps to place qualified career coaches in workforce centers, schools, and nonprofits.</p> <h3>7. Replicate and expand programs that have worked well elsewhere</h3> <p>Many programs across the country have achieved measurable results or are showing promise. Federal agencies could help state and local governments to identify, replicate, and scale such programs in states that have similar needs. For example, the government could help to create an at-scale, shared asset or partnership that provides benefits across several states, particularly in cases where scale can improve the quality or economics of programs.</p> <p>Similarly, the federal government could use incentives and partnerships with industry to galvanize stakeholders on workforce-development efforts. This consortium could launch a workforce-development initiative focused on a set of specific demographics, sectors, inputs, and outcomes. This effort could create sustainable workforce-development opportunities within and across states.</p> <h2>How to get started</h2> <p>Effective workforce-development programs will be a crucial part of US efforts to fuel economic growth, lead on innovation, and compete on the global stage. Yet too many states are still taking an incremental, piecemeal approach. Elected officials have the opportunity to develop and implement a comprehensive, ambitious effort to create a deep pool of qualified workers and lead the nation forward. An important first step for governments is to conduct a clear-eyed, comprehensive assessment of their labor markets and workforce systems. This effort would identify the biggest obstacles and opportunities for unlocking employer growth and individual opportunity. With that fact base, governments could determine, customize, and catalyze the deployment of the right combination of the initiatives discussed above, depending on where economic value and individual opportunity lie.</p> <p>The impact will be manifold: accelerated economic growth, a more resilient and adaptable workforce, stronger communities, and citizens who are active participants in the new economy. Many of the solutions have already been field-tested in states, so progress should accelerate. For such efforts to be successful, federal and state officials must demonstrate leadership and courage. Rejecting business as usual, they should sponsor and support new approaches to robust program implementation and coordination among stakeholders at scale. Now is the time to act in earnest.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-lg-right-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-4 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/wan-lae-cochran">Wan-Lae Cheng</a></strong> is a partner in McKinsey’s Boston office; <strong><a href="/our-people/tom-dohrmann">Tom Dohrmann</a></strong> is a senior partner in the Washington, DC, office; <strong><a href="/our-people/mike-kerlin">Mike Kerlin</a></strong> is a partner in the Philadelphia office; <strong><a href="/our-people/jonathan-k-law">Jonathan Law</a></strong> is a partner in the New York office; and <strong><a href="/sitecore/service/notfound.aspx?item=web%3a%7b7f41ad9f-ac3e-43b4-b732-1f23f90c5f1c%7d%40en">Sree Ramaswamy</a></strong> is a partner at the McKinsey Global Institute.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-skill-0 { aspect-ratio: 16/9 }</style><img alt="Skill shift: Automation and the future of the workforce" class="picture-uniqueKey-skill-0" src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/skill%20shift%20automation%20and%20the%20future%20of%20the%20workforce/skill-shift-future-of-the-workforce-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Discussion Paper - 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<i>MGI Research</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/featured-insights/future-of-work/retraining-and-reskilling-workers-in-the-age-of-automation" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Retraining and reskilling workers in the age of automation</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Creating an effective workforce system for the new economy","displayName":"Creating an effective workforce system for the new economy","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"36cc3658-bee9-4fa6-bc07-337bc817e84a","itemLanguage":"en","itemVersion":3,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Creating an effective workforce system for the new economy"}},"sEOTitle":{"value":"Effective workforce development for the new economy"},"description":{"jsonValue":{"value":"Governments have an important role to play in building a deeper pool of qualified workers and fueling economic growth."}},"sEODescription":{"value":"Governments have an important role to play in workforce development, building a deeper pool of qualified workers and fueling economic growth."},"displayDate":{"jsonValue":{"value":"2018-07-03T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]] \u003cp\u003e\u003cstrong\u003eOver the past three decades,\u003c/strong\u003e globalization and technology-induced changes such as automation and digitization have irrevocably altered US industry and jobs. According to a \u003ca href=\"/industries/technology-media-and-telecommunications/our-insights/digital-america-a-tale-of-the-haves-and-have-mores\"\u003e2015 McKinsey Global Institute report\u003c/a\u003e on the impact of digitization on the US economy, the speed of technology-induced skill displacement is projected to double over the next decade. \u003ca href=\"/featured-insights/future-of-work/jobs-lost-jobs-gained-what-the-future-of-work-will-mean-for-jobs-skills-and-wages\"\u003eFifty percent of workforce activities could be automated\u003c/a\u003e with existing technologies, but only 15 percent have been automated to date. As a result, more than 30 percent of US workers will need to change jobs or upgrade their skills significantly by 2030, and 65 percent of today\u0026rsquo;s primary-school students will hold jobs that don\u0026rsquo;t exist today. \u003c/p\u003e\n\u003cp\u003eThe patchwork of workforce-development efforts in the United States has historically struggled to respond to these issues and failed to adapt to the needs of employers and individual workers. According to a Georgetown University Center on Education and the Workforce report, approximately $1 trillion is spent on workforce development and training annually. However, the pervasive view among stakeholders is that the returns on such investments have fallen well short (Exhibit 1).\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eA wholesale reexamination of existing strategies and program administration is needed to enable individuals to pursue new opportunities and fuel the country\u0026rsquo;s economic growth. Federal and state governments are well positioned to serve as a catalyst for this effort by convening the right parties, aligning goals and incentives, and helping to scale promising efforts through the strategic distribution of funds. However, governments face several barriers to achieving these objectives:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eCurrent workforce-development and reskilling initiatives lack the scale to meet the demands of the labor market.\u003c/li\u003e\n \u003cli\u003eThe proliferation of programs causes resources to be spread too thin.\u003c/li\u003e\n \u003cli\u003eWorkforce-planning decisions by individuals, educators, and policy makers are hindered by limited data and insights.\u003c/li\u003e\n \u003cli\u003eEmployers say educators are not meeting industry needs, while educators say employers are insufficiently involved.\u003c/li\u003e\n \u003cli\u003eAn overemphasis on credentials, including licensures, unnecessarily restricts workers\n and employers.\u003c/li\u003e\n \u003cli\u003eWorkforce strategies are often high level, fragmented across silos, and without clear targets and accountability.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eTo address these barriers, elected officials and other stakeholders must make workforce development a top priority, dedicating leadership and resources to the effort at a strategic level. Cross-sector collaboration is also critical to implementing more-effective workforce development programs; government can serve as convener, catalyst, and broker for these conversations.\u003c/p\u003e\n\u003ch2\u003eSeven initiatives to transform workforce development\u003c/h2\u003e\n\u003cp\u003eGovernments can break free from traditional approaches to workforce development, and our experience and research have identified seven types of initiatives that hold significant promise. Each has the potential to support and accelerate workforce development\u0026mdash;but the greatest value can be achieved when governments pursue all seven in a strategic, coordinated way (Exhibit 2).\u003c/p\u003e\n[[Exhibit 2]]\n\u003ch3\u003e1. Develop new educational models that can meet the rapidly evolving needs of a new economy\u003c/h3\u003e\n\u003cp\u003eThe national debate around the value of higher education has highlighted the need to reimagine the education system. Just as the transition from an agrarian economy to an industrialized one resulted in universal high school, today\u0026rsquo;s increasingly tech-driven economy calls for new skills, a new educational approach, and a new learning lifespan. The bachelor\u0026rsquo;s degree can no longer be the baseline credential for a good career. Instead, governments can support the growth of other forms of high-quality educational programs to meet employer needs.\u003c/p\u003e\n\u003cp\u003eAs lifelong learning becomes an increasing necessity, educational structures and financial aid models will need to adapt to enable engagement at different points across an individual\u0026rsquo;s lifetime. To achieve this shift, educators could translate market signals and employer feedback into curricula and learning experiences\u0026mdash;and do so at an accelerated pace. Governments can support educators by bringing the right employers to the table to cocreate curricula and develop meaningful applied-learning opportunities. By directing funding toward programs that are aligned with industry needs and have achieved proven results, governments can also provide incentives for educators and hold them accountable for graduate outcomes (such as employment rates and wages). A host of training providers are striving to accomplish these goals, and states can help to catalyze, scale, and replicate successful programs.\u003c/p\u003e\n\u003cp\u003eFor example, the California Community College system recently announced the creation of its 115th institution, which will be fully online and free of charge, with a focus on in-demand and growing career paths starting with allied-health professions. In addition, federal programs are working to shift educational credentialing toward a model based on industry needs. For example, the American Council on Education has partnered with Credly, a company that manages digital credentials, to build a digital working transcript that tracks in-demand skills and assigns college credit for skills attainment.\u003c/p\u003e\n\u003ch3\u003e2. Shift more employers from hiring to actively building the pipeline\u003c/h3\u003e\n\u003cp\u003eCorporate-training efforts have historically focused on higher-level, better-educated employees, but many companies are starting to invest in entry- and mid-level talent. Amazon, AT\u0026amp;T, Chipotle, McDonald\u0026rsquo;s, and Walmart have launched programs that provide or help finance different types of education for employees, recognizing the benefits to their bottom lines as well as to society.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote1\"\u003e\u003csup\u003e1\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote1\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e1.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJohn Colborn and Nneka Jenkins, \u003cem\u003eModels of success: An archive of case studies done under Skills for America\u0026rsquo;s Future highlighting effective partnerships that benefit community colleges, businesses, and students\u003c/em\u003e, The Aspen Institute, March 2016, aspeninstitute.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eGovernments are in the best position not only to stimulate the collective action that can support change within sectors but also to offer programs and incentives that position all employers to invest in the talent pipeline. For example, the Federal Task Force on Apprenticeship Expansion, which released its final report in May 2018, encourages a simplification of rules for companies to receive funding for apprenticeship programs with associated job guarantees.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote2\"\u003e\u003csup\u003e2\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote2\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e2.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eTask force on apprenticeship expansion final report to:\nThe President of the United States\u003c/em\u003e, May 2018, dol.gov.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eA number of states have launched efforts to support workforce development that is aligned with private sector needs. CareerWise Colorado, for instance, is a nonprofit started through a state initiative with the goal of creating 20,000 youth apprenticeships by 2027. It is working with employers and local high schools and has incorporated elements of the Swiss\napprenticeship model. To date, the program has focused on building a pipeline of talent for a wide range of industries\u0026mdash;from financial services and health care to information technology, business operations, and advanced manufacturing.\u003c/p\u003e\n\u003ch3\u003e3. Take a granular, fact-based view of workforce planning and establish quantifiable goals\u003c/h3\u003e\n\u003cp\u003eAll workforce strategies must begin with a clear-eyed view of a state\u0026rsquo;s workforce strengths and weaknesses, accounting for both near- and long-term economic scenarios. States must evaluate both sides of the workforce equation. On the demand side, leaders should identify and prioritize growth sectors, the skills needed now and in the next three to five years, and the expected impact of broader industry changes on the equation.\u003c/p\u003e\n\u003cp\u003eAnalyses of the supply side must take into account the current and projected talent pipeline\u0026mdash;existing types of skills and where they are, the quality and capacity of existing workforce and training programs and support services, and the sources and uses of federal and state funds. Together, these efforts will highlight a given state\u0026rsquo;s priorities and mismatches in supply and demand as well as the goals it needs to achieve and a timeline for reaching them.\u003c/p\u003e\n[[disruptor1up dis1]]\n\u003cp\u003eSome states are already pursuing efforts to enhance workforce planning and goal setting. One state has used federal grant funding to create one of the country\u0026rsquo;s most comprehensive supply-and-demand models for employment. It provides both real-time information on the state\u0026rsquo;s current employment gaps and long-term projections. The model helps policy makers, educators, employers, and job seekers make better decisions\u0026mdash;whether about program design, goals, or career choices.\u003c/p\u003e\n\u003ch3\u003e4. Create an integrated, systemwide view of agencies involved in workforce development and establish concrete goals\u003c/h3\u003e\n\u003cp\u003eEconomic development, education (primary, secondary, and postsecondary education), human services, and workforce-development agencies within governments increasingly share responsibility for workforce development and employment. In many states, however, these agencies\u0026rsquo; strategies and goals are not always complementary or mutually beneficial. One way to ensure that these critical agencies and teams can reinforce one another\u0026rsquo;s impact is to create a set of cross-cutting goals, supporting initiatives, and funding. This approach begins to break down silos while concentrating funding on a smaller set of priorities.\u003c/p\u003e\n\u003cp\u003eSome states have gone so far as to make structural changes to their agencies, combining their workforce and economic-development agencies with commerce.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote3\"\u003e\u003csup\u003e3\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote3\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e3.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eAmanda Briggs and Lauren Eyster, \u003cem\u003eState workforce and economic development collaboration\u003c/em\u003e, Urban Institute, November 2016, urban.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e In addition, as states take an integrated view of economic development, workforce education, labor rights, and consumer protection, they could generate new jobs by improving the existing regulatory model around licensures.\u003c/p\u003e\n\u003ch3\u003e5. Deploy insights and technology to support better decision making by states, employers, and educators\u003c/h3\u003e\n\u003cp\u003eAccess to data and technology that can translate information into insights is critical to supporting the previous initiatives. Together, these tools enable stakeholders to create job platforms and assessment tools that can better support individuals in discovering new pathways and connect them with employers and trainers. These insights could also support policy makers in assessing and prioritizing effective workforce and education programs. Taking it a step further, governments could consider using artificial intelligence and predictive analytics to target individuals with the right programs, interventions, and delivery methods. For example, insights on different workforce segments can help state agencies to better identify which individuals need intensive, one-on-one support and which can be supported effectively through remote or self-serve models. These insights can also help states scale successful programs.\u003c/p\u003e\n\u003cp\u003eMost states have created or licensed platforms to help individuals find jobs, training, and other resources. To eliminate the inefficiencies of 50 separate tools, the federal government could convene a set of states, technology and data players, nonprofits and philanthropies, and other key stakeholders to collaborate on the development, maintenance, and ongoing enhancement of a common platform. This tool could be tailored for individual states and would be better, more user friendly, and more comprehensive than what states could build on their own. In another example, the US Chamber of Commerce Foundation created Launch My Career, an interactive online tool that informs students about the return on investment of various degrees. To date, the tool has been customized for a few states.\u003c/p\u003e\n\u003ch3\u003e6. Help individuals navigate career options\u003c/h3\u003e\n\u003cp\u003eWhile technology is and will continue to be crucial, individuals exploring new career paths still need personal coaching and ancillary support. Career coaches and mentors can encourage persistence and support career shifts, while funding for ancillary support such as child care, transportation, and tuition can help people to pursue new skill sets.\u003c/p\u003e\n[[disruptor1up dis2]]\n\u003cp\u003eSeveral examples demonstrate the potential impact of such support. The start-up Guild Education helps adult learners access financial aid (employer tuition benefits, federal funding, and tax credits) and provides education coaching through program completion. Year Up, a well-known nonprofit jobs-training program, relies heavily on mentorship to ensure that students receive the support they need to transition from classroom to employment. Governor Hickenlooper of Colorado, in partnership with Skillful (an initiative of the Markle Foundation), launched a statewide Governor\u0026rsquo;s Coaching Corps to place qualified career coaches in workforce centers, schools, and nonprofits.\u003c/p\u003e\n\u003ch3\u003e7. Replicate and expand programs that have worked well elsewhere\u003c/h3\u003e\n\u003cp\u003eMany programs across the country have achieved measurable results or are showing promise. Federal agencies could help state and local governments to identify, replicate, and scale such programs in states that have similar needs. For example, the government could help to create an at-scale, shared asset or partnership that provides benefits across several states, particularly in cases where scale can improve the quality or economics of programs.\u003c/p\u003e\n\u003cp\u003eSimilarly, the federal government could use incentives and partnerships with industry to galvanize stakeholders on workforce-development efforts. This consortium could launch a workforce-development initiative focused on a set of specific demographics, sectors, inputs, and outcomes. This effort could create sustainable workforce-development opportunities within and across states.\u003c/p\u003e\n\u003ch2\u003eHow to get started\u003c/h2\u003e\n\u003cp\u003eEffective workforce-development programs will be a crucial part of US efforts to fuel economic growth, lead on innovation, and compete on the global stage. Yet too many states are still taking an incremental, piecemeal approach. Elected officials have the opportunity to develop and implement a comprehensive, ambitious effort to create a deep pool of qualified workers and lead the nation forward. An important first step for governments is to conduct a clear-eyed, comprehensive assessment of their labor markets and workforce systems. This effort would identify the biggest obstacles and opportunities for unlocking employer growth and individual opportunity. With that fact base, governments could determine, customize, and catalyze the deployment of the right combination of the initiatives discussed above, depending on where economic value and individual opportunity lie.\u003c/p\u003e\n\u003cp\u003eThe impact will be manifold: accelerated economic growth, a more resilient and adaptable workforce, stronger communities, and citizens who are active participants in the new economy. Many of the solutions have already been field-tested in states, so progress should accelerate. For such efforts to be successful, federal and state officials must demonstrate leadership and courage. Rejecting business as usual, they should sponsor and support new approaches to robust program implementation and coordination among stakeholders at scale. Now is the time to act in earnest.\u003c/p\u003e\n[[DisruptorSignUp full-width]]"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2018-07-03T19:11:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/wan-lae-cochran\"\u003eWan-Lae Cheng\u003c/a\u003e\u003c/strong\u003e is a partner in McKinsey\u0026rsquo;s Boston office; \u003cstrong\u003e\u003ca href=\"/our-people/tom-dohrmann\"\u003eTom Dohrmann\u003c/a\u003e\u003c/strong\u003e is a senior partner in the Washington, DC, office; \u003cstrong\u003e\u003ca href=\"/our-people/mike-kerlin\"\u003eMike Kerlin\u003c/a\u003e\u003c/strong\u003e is a partner in the Philadelphia office; \u003cstrong\u003e\u003ca href=\"/our-people/jonathan-k-law\"\u003eJonathan Law\u003c/a\u003e\u003c/strong\u003e is a partner in the New York office; and \u003cstrong\u003e\u003ca href=\"/sitecore/service/notfound.aspx?item=web%3a%7b7f41ad9f-ac3e-43b4-b732-1f23f90c5f1c%7d%40en\"\u003eSree Ramaswamy\u003c/a\u003e\u003c/strong\u003e is a partner at the McKinsey Global Institute.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"A14C77E44C544087B3D6663DE6BE0FEA","name":"Wan Lae Cheng","authorTitle":{"value":"Wan-Lae Cheng"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/wan lae cheng/wan-lae-cheng_profile_1536x1152.jpg","alt":""},"emailLinks":{"value":""},"linkedInUrl":{"value":""},"description":{"value":"Supports public, private, and social sector organizations in designing and executing strategies that will help advance inclusive growth"},"locations":{"targetItems":[{"name":"Washington DC","displayName":"Washington DC"}]},"firmTitle":{"value":"Partner"},"thumbnailImage":{"alt":"","src":"/~/media/mckinsey/our people/wan lae cheng/wan-lae-cheng_headshot_988x741.jpg"},"url":{"path":"/our-people/wan-lae-cochran"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"1BE15FBFF2A641908AFD8F6D56FCA4C4","name":"Tom Dohrmann","authorTitle":{"value":"Tom Dohrmann"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/tom dohrmann/tom dohrmann_std_img.jpg","alt":""},"emailLinks":{"value":"Tom_Dohrmann@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/thomas-dohrmann-005b441"},"description":{"value":"Leads large-scale organizational transformations and operations improvement for federal-, state-, and local-government clients"},"locations":{"targetItems":[{"name":"Washington DC","displayName":"Washington DC"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"","src":"/~/media/mckinsey/our people/tom dohrmann/tom dohrmann_thumbnail_img.jpg"},"url":{"path":"/our-people/tom-dohrmann"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"DB8A67E7CFDF4222A3032EA84E41AF96","name":"Mike Kerlin","authorTitle":{"value":"Mike Kerlin"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/mike kerlin/mike-kerlin_profile_1536x1152.jpg","alt":"Mike Kerlin"},"emailLinks":{"value":"Mike_Kerlin@mckinsey.com"},"linkedInUrl":{"value":""},"description":{"value":"Leads McKinsey’s work in infrastructure finance globally and in North America. 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