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Aux taux actuels, il faudrait de 30 à 180 ans pour combler les écarts observés entre les sexes sur les plans économique et social TORONTO, ON--(Marketwired - 21 juin 2017) - Dans l'un des rapports les plus complets sur la question à ce jour, Le pouvoir de la parité : promouvoir l'égalité hommes-femmes au Canada, le McKinsey Global Institute (MGI) et McKinsey & Compagnie Canada se penchent sur le potentiel économique d'une plus grande parité entre les sexes, cartographient les écarts existant entre hommes et femmes et analysent les résultats de leur nouveau sondage sur la mixité en milieu de travail. Le rapport montre que le Canada pourrait ajouter 150 milliards de dollars à son PIB en 2026, soit une croissance annuelle de 0,6 pour cent. Cela constitue une hausse de 6 pour cent de la croissance du PIB par rapport aux prévisions actuelles. En d'autres mots, cet accroissement équivaudrait à l'ajout d'un nouveau secteur de services financiers à l'économie. Chaque province pourrait gagner entre 0,4 à 0,9 pour cent par an, les taux de croissance potentiels les plus élevés étant en Colombie-Britannique, en Ontario, à l'Île-du-Prince-Édouard et au Québec. " Le Canada est l'un des chefs de file mondiaux au chapitre de l'égalité hommes-femmes, mais depuis 20 ans, aucun progrès notable n'a été réalisé, en particulier dans le monde du travail. Par exemple, la représentation des femmes dans la population active, dans les emplois de haute qualité en sciences, technologies, génie et mathématiques (STGM), aux postes de direction et à titre de propriétaires d'entreprise, a connu des hausses minimes, voire nulles. Aux taux actuels, combler les écarts observés entre les sexes pourrait prendre entre trois décennies et presque deux siècles ", a déclaré Andrew Pickersgill, associé directeur de McKinsey & Compagnie Canada. " La réduction des écarts entre les sexes dans l'économie et la société représente un potentiel d'enrichissement de 150 milliards de dollars et l'un des plus importants leviers de croissance du Canada à l'heure actuelle. " Pour saisir cette exceptionnelle manne économique, le Canada devrait augmenter le nombre de femmes dans les secteurs à forte productivité, comme la technologie, et accroître le taux d'activité de ces dernières sur le marché du travail, deux mesures représentant chacune 42 pour cent de l'impact attendu. Les 16 pour cent restants proviendraient d'une augmentation des heures de travail des femmes. La recherche du MGI et de McKinsey Canada a permis de constater que les écarts les plus importants entre les sexes portent sur sept indicateurs : les femmes occupent 35 pour cent des postes de direction et représentent 28 pour cent des diplômés en STGM, 23 pour cent des employés en STGM, 20 pour cent des propriétaires de petites entreprises et 29 pour cent des représentants élus. Par contre, elles assument 64 pour cent des tâches familiales non rémunérées et représentent 80 pour cent des chefs de famille monoparentale. Ces résultats sont en grande partie les mêmes dans l'ensemble des villes et des provinces, pointant vers des champs d'action prioritaires communs pour la nation et les organisations. Bien que 53 pour cent des diplômés universitaires au Canada soient des femmes, une minorité d'entre elles sont dirigeantes d'entreprise. Le sondage de McKinsey auprès de 69 entreprises canadiennes représentant plus de 500 000 employés a permis de mettre en lumière les obstacles auxquels les femmes sont confrontées dans le milieu de travail. L'enquête a en effet démontré qu'environ 45 pour cent des employés de premier échelon sont des femmes, mais qu'elles représentent seulement 25 pour cent des vice-présidents et 15 pour cent des chefs de la direction. À presque chaque échelon de l'échelle hiérarchique, les femmes ont moins de chances que les hommes d'être promues à l'échelon supérieur. La première barrière à l'avancement des femmes semble se situer entre les postes de premier échelon et ceux de gestionnaires; la seconde concerne le passage du niveau directeur à celui de vice-présidents, étape que les hommes ont trois fois plus de chances de franchir qu'elles. La perte de talents féminins le long de l'échelle hiérarchique n'est pas due au manque d'ambition ou à une attrition plus élevée : le pourcentage de femmes souhaitant obtenir un avancement est identique à celui des hommes, et les femmes sont en réalité moins nombreuses que leurs homologues masculins à quitter leur poste. Les données indiquent toutefois que les femmes n'ont pas accès aux mêmes possibilités que les hommes. Les femmes occupent principalement des emplois offrant moins de débouchés sur les postes de direction. Elles ont également 50 pour cent moins de chances que les hommes de bénéficier du soutien d'un haut dirigeant pour leur avancement professionnel. " Cette recherche met en lumière les pratiques exemplaires de certaines entreprises canadiennes dont peuvent s'inspirer d'autres entreprises. Ces pratiques doivent toutefois être mises en place de manière globale efficace, et les mesures visant à corriger le déséquilibre hommes-femmes en entreprise doivent être vues comme un véritable impératif économique. Changer les attitudes est un travail de longue haleine : il nous faudra faire preuve de persévérance ", explique Sandrine Devillard, associée senior au bureau de McKinsey à Montréal. Les entreprises peuvent adopter un ensemble complet d'initiatives tout en s'attachant à les mettre en œuvre et en soutenant leurs efforts au fil du temps. Au Canada, les meilleures d'entre elles s'appuient sur cinq grands principes pour faciliter leurs progrès, notamment : " En renforçant la mixité et la représentation féminine dans leurs postes cadres, les entreprises peuvent non seulement rehausser leurs résultats nets, mais aussi contribuer à l'avancement économique et social du Canada ", affirme Tiffany Vogel, directrice de projets au bureau de McKinsey à Toronto. L'égalité entre les sexes au travail est liée à l'égalité entre les sexes dans la société : sans égalité sociale, il ne peut y avoir d'égalité au travail. Pour réaliser des progrès sur le plan social, tous les intervenants, y compris le gouvernement, les entreprises, les organismes sans but lucratif, les établissements d'enseignement, les médias et les particuliers, pourraient entreprendre un éventail d'initiatives dans cinq champs d'action prioritaires au Canada, notamment : supprimer les obstacles à l'entrée des femmes dans les domaines des STGM, permettre à davantage de femmes de devenir entrepreneures, réduire les inégalités entre les sexes en ce a trait à la garde des enfants et le travail non rémunéré, accroître la représentation des femmes en politique, réduire les préjugés à leur égard et mettre en place de nouvelles normes sociales. Mobiliser les hommes et les femmes et garantir la collaboration de l'ensemble des entreprises et des secteurs afin qu'ils s'attaquent aux préjugés ancrés dans les mentalités sera l'une des tâches les plus difficiles. Elle sera pourtant essentielle pour garantir notre succès et faire en sorte que le Canada demeure un chef de file mondial en matière d'égalité hommes-femmes. Le McKinsey Global Institute (MGI), qui est le centre de recherche en commerce et en économie de McKinsey & Compagnie, a été créé en 1990 afin de mieux faire comprendre l'évolution de l'économie mondiale. Sa vocation est de présenter aux chefs de file des secteurs commercial, public et social des faits et des observations qui pourront éclairer leurs décisions stratégiques et leurs pratiques de gestion. Les associés de McKinsey & Compagnie financent les activités de recherche du MGI, qui ne sont mandatées par aucune entreprise, aucun gouvernement ni aucune autre institution. Dans son Global Think Tank Index (répertoire des groupes de réflexion dans le monde) de 2015, le Lauder Institute de l'Université de Pennsylvanie a classé le MGI au premier rang mondial des groupes de réflexion privés. Pour obtenir plus de renseignements sur le MGI et télécharger gratuitement l'ensemble de ses rapports, veuillez consulter le site www.mckinsey.com/mgi. McKinsey & Compagnie est une firme mondiale de conseil en gestion fermement engagée à aider les institutions des secteurs privé, public et social à connaître un succès durable. Depuis plus de huit décennies, notre principal objectif est d'agir à titre de conseiller de confiance auprès de nos clients. Grâce à nos experts-conseils répartis dans 124 villes et 63 pays, nous offrons à nos clients une expertise inégalée dans toutes les grandes industries et fonctions de gestion, partout dans le monde. Nous travaillons en étroite collaboration avec des équipes de tous niveaux au sein des organisations afin d'élaborer des stratégies efficaces, de mobiliser les effectifs pour assurer le changement, de renforcer les compétences et de faciliter la mise en place de processus de transformation fructueux et d'améliorations durables. McKinsey & Compagnie Canada est profondément ancrée dans le paysage socioéconomique du pays et possède des bureaux à Toronto, Montréal, Calgary et Vancouver.


News Article | June 21, 2017
Site: www.marketwired.com

At current rates, gender gaps in business and society could take 30 to 180 years to close TORONTO, ON--(Marketwired - June 21, 2017) - In one of the most comprehensive reports to date, The power of parity: Advancing women's equality in Canada, the McKinsey Global Institute (MGI) and McKinsey & Company Canada size the economic potential of greater gender equality, map the existing gender gaps, and analyze results from their new workplace survey. Canada could add $150 billion in incremental GDP in 2026 or 0.6 percent to annual GDP growth. That's 6 percent higher than business-as-usual GDP growth forecasts over the next decade. Put another way, this figure is equivalent to adding a new financial services sector to the economy. Each province stands to gain between 0.4 and 0.9 percent each year, with the most potential growth in British Columbia, Ontario, Prince Edward Island, and Quebec. "Canada is among the global leaders on gender equality, but its progress has stalled over the past 20 years, especially in the workplace. For instance, women's representation in the labour force, in high-quality STEM occupations, in management, and among business owners has either improved minimally or not improved at all. At current rates, these gender gaps would take three decades to almost two centuries to close," says Andrew Pickersgill, Managing Partner, McKinsey & Company Canada. "Narrowing gender gaps at work and in society is a $150 billion opportunity and one of the biggest levers of growth that Canada has today." Achieving this economic opportunity would require Canada to add more women to high-productivity sectors liketechnology and raise women's participation in the labour force, each of which would account for 42 percent of the impact. Another 16 percent would come from increasing women's working hours. MGI and McKinsey Canada found that the gender gaps are most significant in seven indicators: women represent 35 percent of managerial positions; 28 percent of science, technology, engineering, and mathematics (STEM) graduates; 23 percent of STEM workers; 20 percent of small business owners; and 29 percent of elected officials; but they take on 64 percent of unpaid care work in the home and represent 80 percent of single parents. Results are largely homogeneous across provinces and cities, pointing to common priority areas for action for the nation and for organizations. Although 53 percent of the degree holders in Canada are female, women are a minority of corporate leaders. The workplace survey of 69 Canadian companies representing more than 500,000 employees sheds light on the barriers women face in the workplace. It found that women make up approximately 45 percent of all entry-level employees but only 25 percent of vice presidents and 15 percent of CEOs. At almost every stage of the pipeline, women's likelihood of being promoted to the next level is smaller than men's. The first bottleneck for female advancement appears to occur between the entry and manager levels, and the second between director and vice president levels where men advance three times more than women do. The loss of female talent along the pipeline is not due to lack of ambition or higher attrition -- women aspire to promotions at a similar rate and actually leave at a lower rate than their male counterparts. However, the data do suggest that women lack the same opportunities as men. Women predominantly occupy staff positions that provide fewer paths to leadership. They are also half as likely as men to have had a senior leader support their promotion. "This research highlights best practices in Canadian companies that others can emulate. But initiatives need to be implemented holistically and effectively, and measures to tackle gender imbalance in companies only work if they are considered to be a true business imperative. Changing attitudes takes time, and persistence is vital," says Sandrine Devillard, a Senior Partner in McKinsey's Montreal office. Corporations could embrace a holistic set of initiatives while focusing on implementing them well and sustaining the efforts over time. In Canada, best-in-class companies use five initiatives to drive progress: "By improving their own gender diversity and female representation at senior levels, corporations can not only improve their bottom line, but also contribute to the economy and society of Canada," says Tiffany Vogel, an Associate Partner in McKinsey's Toronto office. Gender equality in work is linked with gender equality in society -- the former is not possible without the latter. To progress on the latter, all stakeholders, including government, corporations, not-for-profit organizations, educational institutions, media, and individuals, could undertake a portfolio of initiatives in five priority areas for action in Canada: removing barriers against women entering STEM fields; enabling more women to be entrepreneurs; reducing gender inequalities in child care and unpaid care work; amplifying women's voice in politics; and reducing gender bias and reshaping social norms. Engaging men as well as women and collaborating across organizations and sectors to tackle entrenched attitudes will be one of the most difficult but critical keys to success, ensuring Canada's continued position as a global leader on women's equality. The report will be available for download at www.mckinsey.com/mgi/ The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. The partners of McKinsey & Company fund MGI's research; it is never commissioned by any business, government, or other institution. The Lauder Institute at the University of Pennsylvania ranked MGI the Number 1 private sector think tank in the world in its 2015 Global Go To Think Tank Index. For further information about MGI and to download all reports for free, please visit: www.mckinsey.com/mgi McKinsey & Company is a global management consulting firm, deeply committed to helping institutions in the private, public, and social sectors achieve lasting success. For more than eight decades, our primary objective has been to serve as our clients' most trusted external advisor. With consultants in 124 cities and 63 countries, we bring unparalleled expertise to clients across all relevant industries and functions, anywhere in the world. We work closely with teams at all levels of an organization to shape winning strategies, mobilize for change, build capabilities, and drive successful transformation and lasting improvements. McKinsey & Company Canada is deeply rooted in the country's socio-economic landscape and has offices in Toronto, Montreal, Calgary, and Vancouver.


Jones E.S.,McKinsey and Co. | Soatto S.,University of California at Los Angeles
International Journal of Robotics Research | Year: 2011

We describe a model to estimate motion from monocular visual and inertial measurements. We analyze the model and characterize the conditions under which its state is observable, and its parameters are identifiable. These include the unknown gravity vector, and the unknown transformation between the camera coordinate frame and the inertial unit. We show that it is possible to estimate both state and parameters as part of an on-line procedure, but only provided that the motion sequence is 'rich enough', a condition that we characterize explicitly. We then describe an efficient implementation of a filter to estimate the state and parameters of this model, including gravity and camera-to-inertial calibration. It runs in real-time on an embedded platform. We report experiments of continuous operation, without failures, re-initialization, or re-calibration, on paths of length up to 30 km. We also describe an integrated approach to 'loop-closure', that is the recognition of previously seen locations and the topological re-adjustment of the traveled path. It represents visual features relative to the global orientation reference provided by the gravity vector estimated by the filter, and relative to the scale provided by their known position within the map; these features are organized into 'locations' defined by visibility constraints, represented in a topological graph, where loop-closure can be performed without the need to re-compute past trajectories or perform bundle adjustment. The software infrastructure as well as the embedded platform is described in detail in a previous technical report. © 2011 The Author(s).


Tsao J.,Novartis | Tsao J.,McKinsey and Co. | Kozerke S.,ETH Zurich
Journal of Magnetic Resonance Imaging | Year: 2012

In recent years, there has been an explosive growth of magnetic resonance imaging (MRI) techniques that allow faster scan speed by exploiting temporal or spatiotemporal redundancy of the images. These techniques improve the performance of dynamic imaging significantly across multiple clinical applications, including cardiac functional examinations, perfusion imaging, blood flow assessment, contrast-enhanced angiography, functional MRI, and interventional imaging, among others. The scan acceleration permits higher spatial resolution, increased temporal resolution, shorter scan duration, or a combination of these benefits. Along with the exciting developments is a dizzying proliferation of acronyms and variations of the techniques. The present review attempts to summarize this rapidly growing topic and presents conceptual frameworks to understand these techniques in terms of their underlying mechanics and connections. Techniques from view sharing, keyhole, k-t, to compressed sensing are covered. J. Magn. Reson. Imaging 2012;36:543-560. © 2012 Wiley Periodicals, Inc.


Carrillo R.A.,Yale University | Carrillo R.A.,California Institute of Technology | Olsen D.P.,Yale University | Olsen D.P.,Duke University | And 3 more authors.
Neuron | Year: 2010

Establishing synaptic connections often involves the activity-dependent withdrawal of off-target contacts. We describe an in vivo role for temporally patterned electrical activity, voltage-gated calcium channels, and CaMKII in modulating the response of Drosophila motoneurons to the chemorepellent Sema-2a during synaptic refinement. Mutations affecting the Sema-2a ligand, the plexin B receptor (plexB), the voltage-gated Ca(v)2.1 calcium channel (cac), or the voltage-gated Na(v)1 sodium channel (mlenap-ts;tipE) each result in ectopic neuromuscular contacts. Sema-2a interacts genetically with both of the channel mutations. The cac phenotype is enhanced by the Sema-2a mutation and is suppressed by either plexB overexpression or patterned, low-frequency (0.01 Hz) bouts of electrical activity in the embryo. The calcium-dependent suppression of ectopic contacts also depends on the downstream activation of CaMKII. These results indicate a role for patterned electrical activity and presynaptic calcium signaling, acting through CaMKII, in modulating a retrograde signal during the refinement of synaptic connections. © 2010 Elsevier Inc.


Corbett S.,McKinsey and Co.
Healthcare Papers | Year: 2012

The authors of "Chartbook: Shining a Light on the Quality of Healthcare in Canada," focus on building a Canadian healthcare performance baseline, highlighting opportunities to improve the system and then raising policy questions. This is a thoughtful approach to gaining awareness of the relative performance across the Canadian healthcare system. In essence, it is necessary to first establish a felt need, identify areas to improve and then ensure the system will implement the necessary changes to improve. The authors build a reasonable case for why improvements are necessary, and they identify key barriers that must be removed to actually realize improvements and offer a wide range of policy recommendations. However, not all of these recommendations are focused on the key point of ensuring that there are incentives in place to drive participants to implement changes.


Pak J.,Stanford University | Maniar J.M.,Stanford University | Maniar J.M.,McKinsey and Co. | Mello C.C.,Stanford University | Fire A.,Stanford University
Cell | Year: 2012

The effectiveness of RNA interference (RNAi) in many organisms is potentiated through the signal-amplifying activity of a targeted RNA-directed RNA polymerase (RdRP) system that can convert a small population of exogenously-encountered dsRNA fragments into an abundant internal pool of small interfering RNA (siRNA). As for any biological amplification system, we expect an underlying architecture that will limit the ability of a randomly encountered trigger to produce an uncontrolled and self-escalating response. Investigating such limits in Caenorhabditis elegans, we find that feed-forward amplification is limited by biosynthetic and structural distinctions at the RNA level between (1) triggers that can produce amplification and (2) siRNA products of the amplification reaction. By assuring that initial (primary) siRNAs can act as triggers but not templates for activation, and that the resulting (secondary) siRNAs can enforce gene silencing on additional targets without unbridled trigger amplification, the system achieves substantial but fundamentally limited signal amplification. © 2012 Elsevier Inc.


Cohen S.B.,McKinsey and Co.
The American journal of managed care | Year: 2010

In healthcare, consumerism is not a product or program. Instead, it is an orientation to new care delivery models that encourage and enable greater patient responsibility through the intelligent use of information technology. Despite the promise of consumerism, current approaches have not fully realized the potential benefits of improved outcomes and lower cost. We recommend 4 guiding principles to ensure that next-generation innovation yields the returns that providers, patients, and other stakeholders expect: (1) keep the consumer at the center of innovation, (2) keep it simple, (3) link products and services to a broader "ecosystem" of care, and (4) encourage health in addition to treating illness. Now may be a particularly compelling time to invest in a consumerist approach.


Mani S.R.,Yale University | Megosh H.,Duke University | Megosh H.,McKinsey and Co. | Lin H.,Yale University | Lin H.,Duke University
Developmental Biology | Year: 2014

PIWI proteins, a subfamily of the ARGONAUTE/PIWI protein family, have been implicated in transcriptional and posttranscriptional gene regulation and transposon silencing mediated by small non-coding RNAs, especially piRNAs. Although these proteins are known to be required for germline development, their somatic function remains elusive. Here, we examine the maternal function of all three PIWI proteins in Drosophila; Piwi, Aubergine (Aub) and Argonaute3 (Ago3) during early embryogenesis. In syncytial embryos, Piwi displays an embryonic stage-dependent localization pattern. Piwi is localized in the cytoplasm during mitotic cycles 1-10. Between cycles 11 and 14, Piwi remains in the cytoplasm during mitosis but moves into the somatic nucleus during interphase. Beyond cycle 14, it stays in the nucleus. Aub and Ago3 are diffusely cytoplasmic from cycle 1 to 14. Embryos maternally depleted of any one of the three PIWI proteins display severe mitotic defects, including abnormal chromosome and nuclear morphology, cell cycle arrest, asynchronous nuclear division and aberrant nuclear migration. Furthermore, all three PIWI proteins are required for the assembly of mitotic machinery and progression through mitosis. Embryos depleted of maternal PIWI proteins also exhibit chromatin organization abnormalities. These observations indicate that maternal Piwi, Aub and Ago3 play a critical role in the maintenance of chromatin structure and cell cycle progression during early embryogenesis, with compromised chromatin integrity as a possible cause of the observed mitotic defects. Our study demonstrates the essential function of PIWI proteins in the first phase of somatic development. © 2013 Elsevier Inc.


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