How the world could better fight obesity ᔥmckinsey

November 2014 | byRichard Dobbs, Corinne Sawers, Fraser Thompson, James Manyika, Jonathan Woetzel, Peter Child, Sorcha McKenna, and Angela Spatharou

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Obesity is a critical global issue that requires a comprehensive, international intervention strategy. More than 2.1 billion people—nearly 30 percent of the global population—are overweight or obese.1 That’s almost two and a half times the number of adults and children who are undernourished. Obesity is responsible for about 5 percent of all deaths a year worldwide, and its global economic impact amounts to roughly $2 trillion annually, or 2.8 percent of global GDP—nearly equivalent to the global impact of smoking or of armed violence, war, and terrorism.

Podcast

Implementing an Obesity Abatement Program

http://www.mckinsey.com/global_resources/dotcom/js/video/player.swf

MGI’s Richard Dobbs and Corinne Sawers discuss how a holistic strategy, using a number of interventions, could reverse rising rates of obesity around the world.

And the problem—which is preventable—is rapidly getting worse. If the prevalence of obesity continues on its current trajectory, almost half of the world’s adult population will be overweight or obese by 2030.

Much of the global debate on this issue has become polarized and sometimes deeply antagonistic. Obesity is a complex, systemic issue with no single or simple solution. The global discord surrounding how to move forward underscores the need for integrated assessments of potential solutions. Lack of progress on these fronts is obstructing efforts to address rising rates of obesity.

A new McKinsey Global Institute (MGI) discussion paper, Overcoming obesity: An initial economic analysis, seeks to overcome these hurdles by offering an independent view on the components of a potential strategy. MGI has studied 74 interventions (in 18 areas) that are being discussed or piloted somewhere around the world to address obesity, including subsidized school meals for all, calorie and nutrition labeling, restrictions on advertising high-calorie food and drinks, and public-health campaigns. We found sufficient data on 44 of these interventions, in 16 areas.

Although the research offers an initial economic analysis of obesity, our analysis is by no means complete. Rather, we see our work on a potential program to address obesity as the equivalent of the maps used by 16th-century navigators. Some islands were missing and some continents misshapen in these maps, but they were still helpful to the sailors of that era. We are sure that we have missed some interventions and over- or underestimated the impact of others. But we hope that our work will be a useful guide and a starting point for efforts in the years to come, as we and others develop this analysis and gradually compile a more comprehensive evidence base on this topic.

We have focused on understanding what it takes to address obesity by changing the energy balance of individuals through adjustments in eating habits or physical activity. However, some important questions we have not yet addressed require considerable further research. These questions include the role of different nutrients in affecting satiety hormones and metabolism, as well as the relationship between the gut microbiome and obesity. As more clarity develops in these research areas, we look forward to the emergence of important insights about which interventions are likely to work and how to integrate them into an antiobesity drive.

The main findings of this discussion paper include:

  • Existing evidence indicates that no single intervention is likely to have a significant overall impact. A systemic, sustained portfolio of initiatives, delivered at scale, is needed to reverse the health burden. Almost all the identified interventions (exhibit) are cost effective for society—savings on healthcare costs and higher productivity could outweigh the direct investment required by the intervention when assessed over the full lifetime of the target population. In the United Kingdom, for instance, such a program could reverse rising obesity, saving the National Health Service about $1.2 billion a year.
  • Education and personal responsibility are critical elements of any program aiming to reduce obesity, but they are not sufficient on their own. Other required interventions rely less on conscious choices by individuals and more on changes to the environment and societal norms. They include reducing default portion sizes, changing marketing practices, and restructuring urban and education environments to facilitate physical activities.
  • No individual sector in society can address obesity on its own—not governments, retailers, consumer-goods companies, restaurants, employers, media organizations, educators, healthcare providers, or individuals. Capturing the full potential impact requires engagement from as many sectors as possible. Successful precedents suggest that a combination of top-down corporate and government interventions, together with bottom-up community-led ones, will be required to change public-health outcomes. Moreover, some kind of coordination will probably be required to capture potentially high-impact industry interventions, since any first mover faces market-share risks.
  • Implementing an obesity-abatement program on the required scale will not be easy. We see four imperatives: (1) as many interventions as possible should be deployed at scale and delivered effectively by the full range of sectors in society; (2) understanding how to align incentives and build cooperation will be critical to success; (3) there should not be an undue focus on prioritizing interventions, as this can hamper constructive action; and (4) while investment in research should continue, society should also engage in trial and error, particularly where risks are low.

Exhibit

Cost-effective interventions to reduce obesity in the United Kingdom include controlling portion sizes and reducing the availability of high-calorie foods.

The evidence base on the clinical and behavioral interventions to reduce obesity is far from complete, and ongoing investment in research is an imperative. However, in many cases this requirement is proving a barrier to action. It need not be so. Rather than wait for perfect proof of what works, we should experiment with solutions, especially in the many areas where interventions are low risk. We have enough knowledge to do more.

About the authors

Richard Dobbs, James Manyika, and Jonathan Woetzel are directors of the McKinsey Global Institute, where Corinne Sawers is a fellow and Fraser Thompson is a senior fellow; Peter Child is a director in McKinsey’s London office; Sorcha McKenna is a principal in the Dublin office; and Angela Spatharou is a principal in the Mexico City office.

James March: What Don Quixote Teaches Us About Leadership | Stanford Graduate School of Business

“We live in a world that emphasizes realistic expectations and clear successes. Quixote had neither,” narrates James March in his 2003 film, Passion and Discipline: Don Quixote’s Lessons for Leadership. “But through failure after failure, he persists in his vision and his commitment. He persists because he knows who he is.” A scholar discusses literature, power, and “the two most important things to know about innovation.”

Source: www.gsb.stanford.edu

Sobre la ciencia

Tenernos hoy en día muchos estudios sobre la enseñanza en los cuales se detallan observaciones, se hacen listas, estadísticas y cosas por el estilo. Pero no por eso estos estudios constituyen ciencia establecida, conocimiento establecido. Son solamente formas imitativas de la ciencia.

Source: idocare4design.wordpress.com

El resultado de esta imitación pseudocientífica es producir expertos. Tal vez los maestros aquí presentes que enseñan en el nivel elemental dudan de vez en cuando de los expertos. La ciencia enseña que se debe dudar de los expertos.

Podríamos definirla de esta manera. La ciencia es el convencimiento de la ignorancia de los expertos.” – Francisco Hernández Cadena

How to Do the Best Work of Your Life ᔥDiego Rodriguez, Influencer Partner at IDEO

Ask someone you respect, What do you think?, What can we do better,? Does this make sense?

Suddenly, while I was watching the Jim Yurchenco video, this Questions resonated deeply.

I know that feeling of Pursuing been better and I know there is always a better way, I know out there is someone that knows better.

To learn, to collaborate has become a major drive.

I relate to Jim, to IDEO and to so many people out there, because I know; we can make the difference only if within everyone resides this will expressed as constant search.

Enjoy the article, thanks to Diego Rodríguez at IDEO for this. Thanks to Jim Yurchenco that has been around my life in so many products.

Federico


Jim Yurchenco is the design engineer behind everything from the first Apple mouseto the Palm V to the Plié Wand from Julep. He just retired from a 40-year career at IDEO creating products which brightened the lives of millions.

Jim’s work was also about helping everyone around him excel. I was fortunate to have Jim as a mentor, coach, and project leader at IDEO. I did some of the best work of my life working with him. And the “how” was great, too: we never pulled all-nighters, but we always hit our deadlines, routinely achieving extremely innovative outcomes.

How to do the best work of your life? Well, here is Jim’s secret:

“Don’t accept done for good. And don’t accept good for excellent.”

Jim’s approach to excellence is anything but passive. It is rooted in action, passionately and optimistically pursued. He’s never one to sit back and procrastinate, waiting for inspiration and perfection to magically appear. He is constantly thinking, building, pushing, failing, learning—always striving to figure out a way to make things better. All of this coupled with an urgency to make decisions quickly and be productive, but with the sage perspective to step back and let things percolate when need be. In Jim’s world, excellence is both something you pursue, and something that comes to the prepared.

One morning in the late 90’s, while noodling on ways to cool the chips in the Intel Pentium II cartridge we were designing, Jim decided that our pursuit of excellence demanded access to a temperature-controlled, variable-speed wind tunnel. Today. Of course, we didn’t have one. But by that evening, after scavenging all of Silicon Valley for parts and applying some scrappy ingenuity, we had a twenty-foot long wind tunnel up and running in an unoccupied office we found at IDEO (whose owner was mildly surprised when she returned from her business trip). And then we used that wind tunnel to create a breakthrough design solution.

When you’re committed to excellence—and when everyone you work with knows it—failure becomes a mere bump in the road along the way to success. Once you stop accepting good for excellent, you can transcend limitations that would stop a normal team. Scarcity becomes abundance, hurdles becomes ladders, and you start doing the best work of your life.

That’s how Jim did it. And you can too: commit to excellence, believe there’s always a better solution, and make it all happen with optimism.

You can hear more of Jim’s wisdom in this wonderful video:

[youtube https://www.youtube.com/watch?v=NWuK2RcZUb8?rel=0%5D

Link to original article: https://www.linkedin.com/pulse/article/20140930173400-5935179-how-to-do-the-best-work-of-your-life?utm_campaign=buffer&utm_medium=social&utm_content=buffer9e705&utm_source=plus%2Egoogle%2Ecom

Nuestra identidad como empresa.

Si concebimos que lo que hicimos fue una propuesta y que estamos reconociendo lo que la gente o el mercado quiere, entonces podremos mejorar o cambiar nuestra propuesta. Y es justo ahí donde muchos nos atoramos. Creemos que lo que proponemos es lo adecuado y que solo debe ser mercadeado o vendido adecuadamente, pero eso no es del todo cierto.

Source: consultorescoparmexqro.wordpress.com

Si reflexionamos sobre nuestra identidad como empresa y recordamos que la identidad se vive y sucede, entonces podemos relacionarla con el cómo queremos que esto suceda.