The McKinsey Quarterly
The McKinsey Quarterly Chart Focus Newsletter
September 2008


Meeting boomers' retirement expectations

As US baby boomers retire, a generation that lived through unprecedented prosperity—and has correspondingly high hopes for its golden years—must cope with significant financial, physical, and social challenges. By 2015, the United States will have more than 45 million households with people from 51 to 70 years old, compared with about 25 million for the “silent” generation, born from 1925 to 1945. Their real disposable income and consumption will be roughly 40 percent higher, and they will control nearly 60 percent of US net wealth.


 
Nonetheless, reality may fall short of their expectations. McKinsey research reveals that 60 percent of the boomers won’t be able to maintain a lifestyle close to their current one without continuing to work. The same percentage of older boomers already suffers from chronic health problems. Not surprisingly, 43 percent already are frustrated that they aren’t leading the lives they expected. To learn more about the future of retirement, read “Serving aging baby boomers” (November 2007).


 
Would you like to help McKinsey undertake research on the opportunities and risks that the upcoming retirement of US baby boomers presents to financial-services companies?

Click “here” to take a brief survey.



Also of Interest

What US workers don’t know about retirement
January 2007
Many preretirees have too rosy a picture of their golden years, and financial-planning firms have yet to develop helpful solutions.

Can pension plans age gracefully?
May 2005
Adair Turner, the head of the UK Pensions Commission, explains why pension reform will work only if people retire later and save more.
Taking the risk out of retirement
May 2005
Financial institutions around the world can help people retire with more income and less uncertainty.


Did you miss last month’s Chart Focus?

Realigning the HR function to manage talent
Only HR can translate a company’s business strategy into a detailed talent strategy, yet the HR function’s influence is declining.