Source page: McKinsey & Company
Commentary
Innovation ignition
Resilience | Organization
January 22, 2025 – Looking to develop an engaged, innovative workforce? Establishing robust organizational processes and adaptability may help. A McKinsey Health Institute survey of 30,000 employees across 30 countries found that when employees indicate their company has strong organizational support along with adaptability and resilience, six times more workers report high engagement and innovation. Senior partner Dana Maor and colleagues note that companies should set shared objectives for the organization and develop a culture of psychological safety.
To read the article, see “Developing a resilient, adaptable workforce for an uncertain future,” December 6, 2024.
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Visual form
Two-panel bar comparison chart.
Layout / body structure
The chart is split into two side-by-side panels, one for engagement and one for innovation. Read the left panel first and then the right panel, comparing the low-score bar against the high-score bar in each panel and using the vertical multiplier annotation to see the scale of the gap.
What is being compared
It compares the share of employees reporting high engagement or high innovation outcomes between low-score and high-score groups on organizational support, psychological safety, resilience, and adaptability. The purpose is to show how strongly these workplace conditions map to employee outcomes.
Measurement system
The bars are measured as percentages of employees reporting high on the outcome. The chart also annotates the relative difference as a multiple, showing how many times larger the high-score result is than the low-score result.
Visible structure inside the graphic
Each panel contains just two bars, one short bar for the low-score group and one much taller bar for the high-score group. A vertical bracket between them carries the ratio callout, reinforcing the size of the outcome gap without requiring extra lines or secondary axes.
Main takeaway from the visual
The visual shows that strong organizational conditions are associated with dramatically higher engagement and innovation. In both panels the high-score bar towers over the low-score bar, making the relationship visible immediately even before reading the ratio labels.
Key standout values or extremes
Engagement rises from 12 percent in the low-score group to 73 percent in the high-score group, a 6.0-times difference. Innovation rises from 12 percent to 75 percent, a 6.2-times difference, making the innovation panel the slightly larger relative gap of the two.
Controls / sequence, when applicable
This is a static chart image with no in-chart controls to operate.
Companion media, when applicable
There is no separate companion audio or video; the chart image is the full visual on this page.