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• Curious about the state of APIs? Us too. So we asked people.

  SmartBear

  Hear what 1100 software professionals say about APIs

  VIEW IN BROWSER Join our webinar: State of Software Quality 2023 Join us on May 3rd or 4th as we go over what your peers say impacts APIs today. Register Now   Hi Abul, Your peers have spoken. This year's State of Software Quality - API report is abundant with insights and benchmarks you and your team can utilize to support your API vision. In this webinar, we are pleased to bring you the 2023 findings, where we'll discuss the insights software professionals gave us on: Year-on-year trends How the API industry continues to evolve Factors contributing to its growth in the years ahead   See you there! P.S. If you can’t make it, register anyway and we’ll send you a recording. Cheers, Molly

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

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  by "Molly from Smartbear" <api-lifecycle-team@smartbearmail.com> - 04:46 - 26 Apr 2023

• Nature positive is as important as net zero. The time to act is now.

  Re:think

  Can the world make a commitment to protect nature itself? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON NATURE POSITIVITY The world’s next big challenge is becoming nature positive Dee Yang Being nature positive means that the world interacts with nature in a way that’s restorative and regenerative rather than just extractive. Of course, that’s a broad definition, and people can think differently about how to achieve that. To me, for companies or sectors to be nature positive, they have to understand their impact on natural resources and ecosystems and if they’re using those resources in a way that’s sustainable and can be replenished. The depletion of natural capital and the destruction of ecosystems highlight that the world has not invested enough in safeguarding a sustainable environment and represent fundamental losses to our collective “balance sheet.” Beyond the impact on those who depend on these ecosystems, these losses translate into impact on GDP and economic activities. Climate change is generally discussed in terms of the carbon budget, but there isn’t just one way of looking at nature risk. Scientists are starting to form a consensus about the planetary boundaries that regulate the stability and resilience of the Earth system. There are nine: aerosol pollution, biodiversity loss, chemical and plastic pollution, climate change, forest cover loss, freshwater consumption, nutrient pollution, ocean acidification, and ozone depletion. The way to think about a planetary boundary is that it demarcates a safe operating limit beyond which livability will be affected. Let’s take water as an example. People rely very much on freshwater usage, right? Once we diminish freshwater availability in certain locations, that creates tremendous impact on various ecosystems—not only for humans but also for plant and animal life. When an ecosystem is degraded, it can lose its ability to provide services that humanity depends on, such as healthy trees that sequester carbon and produce oxygen or healthy soil needed to produce food. Being nature positive is a necessary part of achieving net zero because much of what is needed to sequester carbon is nature-based. For example, peatlands, wetlands, and tropical forests are all huge carbon sinks. McKinsey’s recent Nature in the Balance report highlights a 30 percent overlap between ecosystem conservation, restoration, or both and what’s beneficial for the climate. On the other hand, there are definitely things that are climate positive but nature depleting. So companies and societies have to learn to ask, what is their impact on ecosystems and how are they effecting change? These are trade-offs. Once leaders have the information that allows them to weigh the pros and cons of their actions, they can make more informed decisions. “Nature risk awareness has greatly accelerated. I would estimate that it’s about 12 to 18 months behind climate awareness.” Nature risk awareness has greatly accelerated. I would estimate that it’s about 12 to 18 months behind climate awareness. One trend to look at is the number of institutional investors that are making pledges for biodiversity outcomes; that number is really growing. Investor pressure is starting, and many central bankers have begun asking their financial institutions nature-related questions. During this year’s UN Biodiversity Conference (COP15), there was a commitment to achieve “30 by 30,” which means protecting 30 percent of land and sea by 2030. You could compare this with the “Paris” moment on climate. Beyond 30 by 30, the Kunming-Montreal Global Biodiversity Framework, established as the main outcome from COP15, sets the course for corporations and financial institutions to embed nature consideration into their decision making, sunset harmful subsidies, and increase the transparency of their risk exposures, as well as their impact on nature.   The Taskforce on Nature-related Financial Disclosures, known as the TNFD, just released its final draft framework ahead of formalization in September 2023. It proposes how businesses can report and act on nature-related risks and opportunities and demonstrates that companies are starting to recognize that there is quite a risk exposure.  So what can sectors, industries, and companies do? The Nature in the Balance report identifies certain sectors that have outsize impact on some of the planetary boundaries. For example, agriculture and food systems have significant impact on biodiversity loss, forest cover loss, freshwater usage, and nutrient pollution. Many companies in the private sector are starting to examine their impact on freshwater usage, deforestation, and pollution. Once companies better understand their impact and reliance on ecosystems, they can start to devise an informed strategy on how to act.  Sometimes chief sustainability officers or others will ask us, “Is the world ready to talk about nature?” There are signals coming from the market, from corporations, and from international agreements. The world is ready to engage. ABOUT THE AUTHOR Dee Yang is a partner in McKinsey’s New York office. MORE FROM THIS AUTHOR McKinsey’s Global Banking Annual Review Updated annually, our Global Banking Annual Review offers the best of our research and insights into the global banking industry. Explore the findings from our most recent report and scroll for past years’ reports. More  Managing financed emissions: How banks can support the net-zero transition Banks finance carbon-emitting businesses, and they finance decarbonization of the economy, as well. How effectively they address financed emissions can make all the difference. More  UP NEXT Markus Wilthaner on clean hydrogen Clean hydrogen is an exciting climate solution, but it still needs to scale. Once key challenges are met, hydrogen has the potential to cut annual global emissions by up to 20 percent by 2050. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:50 - 26 Apr 2023

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  by "Adam Hall" <info@wheelwiz.com> - 11:49 - 26 Apr 2023

• MD Abul: Free Access to our Professional Account 📈

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  Dear MD Abul, It is our privilege to inform you that you had been selected for a Free 3 Days Statista Professional Account Experience. As an introduction, access to Statista Professional Account allows you to access: More than 1,000,000 Statistical facts in readymade templates (XLS, PPT, PNG, PDF) Over 41,000 Third-party studies Over 200,000 Market forecasts covering 40 countries Over 7,000 Dossiers compiled by our industry experts Over 16,000 Infographics (examples can be seen on: Forbes, WSJ, Financial Times, etc…) And more! To claim this offer, send us a brief email with your corporate email signature and we will get back to you as soon as we can. Wishing you a good start into your week. Alen Yun Customer Relations al.yun@statista.com Statista GmbH, Johannes-Brahms-Platz 1, 20355 Hamburg, Germany Federal Tax Identification Number: 48-760-00518 | Representatives: Dr. Friedrich Schwandt, Hubert Jakob You are contacted via the following Email address: info@learn.odoo.com Update your preferences | Unsubscribe Information about the timing of deleting personal data, the countries where we save data (e.g., U.S., EU, UK, Singapore), and the companies we collaborate with can be found in our privacy statement.

  

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  by "Alen Yun | Statista" <al.yun@statista.com> - 11:30 - 26 Apr 2023

• 'You can make a profit doing the right thing': an interview with Yvon Chouinard

  On Point

  Patagonia’s founder on breaking business rules ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Dressed for (Earth’s) success In the news • Regenerative wool. Flame retardant, strong, and recyclable, wool is perennially popular in fashion houses. Conventional methods of wool production, however, are tough on the environment. Sheep often spend lengthy amounts of time grazing the same fields, leading to soil erosion and the loss of fertile land. A small but growing number of companies are using regenerative wool, an age-old material produced in an innovative way. Its process involves allowing animals to move from place to place as they graze, so grasslands can recover. [BBC] • Cleaning up fashion. Big names in fashion, including global luxury brands, are pledging to become more eco friendly. Some companies are aiming to cut carbon emissions to net zero or to attain carbon positivity over the next decades. A recent joint report from CDP Worldwide (a global not-for-profit group) and the United Nations finds that there’s still work to be done. Fewer than half of the companies that have committed to reaching net-zero emissions by 2050 have publicly set climate targets that could keep global warming in check, the report reveals. [Vogue] “Young people are voting with their purchases, and companies should recognize that customers are changing.” On McKinsey.com • Breaking the rules. In 2022, Patagonia founder Yvon Chouinard and his family transferred ownership of the outdoor apparel retailer to Holdfast Collective and the then newly formed Patagonia Purpose Trust. With this move, all company profits now go toward combating climate change and protecting underdeveloped land. “Patagonia has time and again broken the rules of traditional business and proven we still can be successful,” Chouinard told McKinsey’s director of natural capital and nature Tony Hansen in a recent interview. • Conscientious consumers. More corporations can be convinced to conserve and restore nature by showing them that “doing the right thing for the planet can be profitable,” Chouinard says. It’s good that consumers are pressuring companies to take meaningful action to preserve the planet, he adds. “Customers can see through the greenwashing.” Read the full interview for the one thing that Chouinard suggests every business leader ask themselves each day. Get his take — Edited by Belinda Yu, editor, Atlanta Now available to McKinsey.com subscribers: a new, immersive digital edition of McKinsey Quarterly. Sign up for a free membership to start reading today. Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:21 - 25 Apr 2023

• ลงทะเบียน! ร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทข้อมูลและกิจกรรมล่าสุดที่นี่   ดูออนไลน์     Innovation Day: Industrial Solutions, Songkhla 2023   ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล ไฮไลท์สำคัญ เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล พิเศษ! สัมผัส Mobile Innovation Hub และลุ้นรับรางวัลฯ เฉพาะผู้ที่มาร่วมงาน   ลงทะเบียน       วันและเวลา   วันที่ 18 พ.ค. 2566 เวลา 8:30-16:00 น.     สถานที่จัดกิจกรรม   ห้องบุปผาแกรนด์ ชั้น 5 โรงแรมสยามออเรียนทัลหาดใหญ่ จ.สงขลา       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 09:01 - 25 Apr 2023

• Understanding the crunch on global economic profit

  Understand the implications ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Global GDP per capita has been growing over the past two decades—but why are companies’ aggregate economic profits shrinking? In a new McKinsey Quarterly article, McKinsey senior partner Marc de Jong and his coauthors analyze the world’s 4,000 largest public companies and examine the economic-profit dynamics across sectors, regions, and company sizes. Get perspective on the three major shifts that explain what is going on: the long-term decline of energy and materials, the difference between companies headquartered in North America versus the rest of the world, and the concentration of economic profit in the top companies by revenue. Check it out to understand the global economic-profit crunch. Working hard for the money: The crunch on global economic profit Global economic-profit pools have been shrinking over the past two decades. What’s going on? Understand the implications   Quote of the day “One of the best tools we have is to show that doing the right thing for the planet can be profitable. The climate crisis is an existential issue, so we’ll use our influence to join our communities in calling on the business sector to act.” —Yvon Chouinard, founder of outdoor clothing and gear retailer, Patagonia, on how the company can influence corporate awareness and action for the environment in “Patagonia shows how turning a profit doesn’t have to cost the Earth” Chart of the day See today’s chart   ALSO NEW Building more resilient and equitable US public health systems With billions of dollars in pandemic relief funding still available, state and local public health agencies have an opportunity to improve their performance and prepare themselves for future challenges. Enter a new phase   Ahead of the curve: Getting cargo revenue management right as the cycle turns The air cargo market is at a turning point as yields begin to fall from the peaks of the past three years—now is the time for cargo airlines to re-think revenue management. Learn more   Author Talks: How investing in ‘impact start-ups’ can help level the playing field Tech venture capitalists discuss how a bold experiment became a successful formula for closing gaps in access and opportunity for vulnerable communities. Making equity a priority   — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:06 - 25 Apr 2023

• Flying taxis may be landing near you soon

  Five Fifty

  Get your briefing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY Learn more about McKinsey’s Aerospace & Defense Practice Up, up, and away: The future of air mobility Flying taxis may no longer be a flight of fancy. While the challenges are real, this segment of advanced air mobility is ready for takeoff. Get your briefing Interest in advanced air mobility (AAM) is soaring, especially for electric vertical takeoff and landing (eVTOL) aircraft, which include flying taxis. Passenger AAM flights are poised to have bigger fleets and more—but much shorter—daily flights than the world’s largest airlines, say McKinsey partner Robin Riedel and coathors. Get in the air Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly Five Fifty alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 04:46 - 25 Apr 2023

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  by "Rob Hawkins" <info@flycenter.com> - 12:00 - 25 Apr 2023

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  by "Adam Hall" <info@wheelwiz.com> - 11:35 - 25 Apr 2023

• [Online workshop] Maximize observability with New Relic logs

  New Relic

  Register for this online workshop on 9th May at 11 AM BST/ 12 PM CEST to get a comprehensive introduction to understanding and working with logs in New Relic. Explore the different ways to bring your log data to New Relic, take a look at the fast and easy-to-use UI, and learn how to parse, filter, or drop logs to match your needs. With hands-on labs in a sandbox environment, you’ll get to: Search log data with ease and speed. Work with partitions and AI log patterns. Troubleshoot errors in applications and trace data. Create charts and dashboards to share with teams. Set up alert conditions for problems you want to prevent. Register today Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

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  by "New Relic" <emeamarketing@newrelic.com> - 09:12 - 25 Apr 2023

• Take Control of Your Jobs with Real-time Updates and Insights

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 25 Apr 2023

• These are turbulent times. Where should CEOs focus first?

  On Point

  Six priorities for today’s executives ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities CEO challenges In the news • A strategy for success. Executives face a slew of disruptions, including geopolitical tensions, sluggish growth, and supply chain challenges. In uncertain times, successful companies are proactive about strategy, which helps them adapt to quickly changing conditions, says an entrepreneurship expert and professor. These resilient organizations implement a three-part strategy: forecasting trends and risks, altering their course of action when necessary, and identifying opportunities to grow. [Fast Company] • Open for business. The Chinese economy is rebounding, led by higher retail spending, rising property values, increased infrastructure investment, and export growth. GDP rose 4.5% in the first quarter of 2023 compared with the previous year, beating analyst estimates. With China’s reopening, the country aims to reestablish confidence in the private sector after zero-COVID-19 policies and restrictive lockdowns dampened consumer and investor demand. Private investment ticked up only 0.6% year over year. [FT] “Speed is an essential skill; during the period of 2020 to 2021, resilient companies generated shareholder returns that were 50% higher than those of less resilient peers.” On McKinsey.com • Prioritizing what matters. Soaring energy prices, rising inflation, and other shocks have taken most CEOs into a place they’ve never been before, say Homayoun Hatami, managing partner for global client capabilities, and chief client officer Liz Hilton Segel in an episode of The McKinsey Podcast. Consumer behavior is changing, and China’s reopening means that many companies must focus on how they collaborate with China. “As a CEO right now, your job is all about prioritization,” Segel explains. • What resilient companies do. Priority number one for leaders is building organizational resilience, Hatami shares. By taking action to preempt problems (for instance, putting systems in place to detect cybersecurity threats), resilient companies can withstand shock and adapt more quickly than others. Such companies also put a lot of effort into the most value-driving roles and having the best talent in those roles, Hatami reveals. Reflect on six priorities CEOs and other leaders must consider in today’s business environment. See clear focus areas for CEOs — Edited by Belinda Yu, editor, Atlanta Now available to McKinsey.com subscribers: a new, immersive digital edition of McKinsey Quarterly. Sign up for a free membership to start reading today. Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:25 - 25 Apr 2023

• Hi

  Hi,
  
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  Are you the right person to send this report to at no cost and no obligation?
  
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  Matthew Moses
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  by "Matthew Moses" <hello@digimeditative.com> - 04:45 - 24 Apr 2023

• โอกาสดีที่สุดแห่งปี! เชิญท่านร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทข้อมูลและกิจกรรมล่าสุดที่นี่   ดูออนไลน์     Innovation Day: Industrial Solutions, Lamphun 2023   ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล ไฮไลท์สำคัญ เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล พิเศษ! สัมผัส Mobile Innovation Hub และลุ้นรับรางวัลฯ เฉพาะผู้ที่มาร่วมงาน   ลงทะเบียน       วันและเวลา   วันที่ 1 มิ.ย. 2566 เวลา 8:30-16:00 น.     สถานที่จัดกิจกรรม   ห้องประชุมแกรนด์ ปา โรงแรมแกรนด์ ปา แอนด์ รีสอร์ท ลำพูน เชียงใหม่       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:00 - 24 Apr 2023

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  by noreply@learn.odoo.com - 03:56 - 24 Apr 2023

• Business as usual: A leader’s guide to launching new ventures

  Harmony Internal - McKinsey

  Growth spurt ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities There’s no way around it: starting a new business is risky, whether it’s a solo venture or a large corporate spin-off. An estimated 50 percent of small businesses fail within five years, and our research shows that even among corporate-backed ventures with more resources, only 24 percent of new businesses launched in the past ten years are viable large-scale enterprises today. Yet business building remains a powerful way for companies to grow: in times of uncertainty and disruption, it can help organizations “diversify, shore up, protect, and expand when others are contracting,” according to McKinsey experts. Here are some ways to accomplish those goals while mitigating the risks. AN IDEA Follow the rule of three There’s no foolproof formula for building a business, but our study of more than 200 corporate new-business ventures reveals three major approaches that work—if the organization brings the right mindset, people, and processes to the project. For example, one strategy involves setting up an internal venture-capital-style incubator. In this model, teams within the organization pitch ideas to a board of internal and external experts who then select the most promising concepts for development. But this requires the parent company to have a plentiful supply of new ideas and a VC mindset—that is, quickly rejecting ideas without clear potential. “The business has to be vigilant to ensure that the start-up culture ‘sticks,’” caution the McKinsey researchers. “One way to do that is to assign an experienced business-building coach to each team to build up and nurture an agile test-and-learn culture.” McKinsey’s Philipp Hillenbrand, Dieter Kiewell, Ivan Ostojic, and Gisa Springer suggest creating a “growth engine”—a dedicated team assigned to manage new-business building from launch to scaling to maturity. A BIG NUMBER 29% That’s the percentage of total organizational revenues expected to come from new businesses developed in the next five years, according to respondents to a 2022 McKinsey Global Survey. To reach that number—more than double the share of revenues generated by new businesses launched in the previous five years—companies will need to go from building 1.5 businesses a year today to 3.5. For organizations with more than $1 billion in annual revenues, the bar is even higher: they’ll need to launch seven new businesses a year over the next five years to meet their revenue expectations. A QUOTE ‘‘I’m very optimistic that you’ll see an explosion of start-ups all around the world.’’ That’s Sequoia Capital partner Roelof Botha in a McKinsey on Start-ups podcast on how global venture capitalists view the changing investment landscape. Some postpandemic trends—such as remote work—have changed the venture capital industry for the better, Botha points out. For one thing, innovation is no longer restricted to traditional hubs: “The truth is that there are just many more places in the world where people can build interesting companies.” But entrepreneurs who wish to raise capital should still focus on “substance versus form,” he says. “You need to be authentic. You need to just tell your business story, and explain what it is you do, and try not to make it performance art.” A SPOTLIGHT INTERVIEW “Some assumptions that we have long held are . . . being turned upside down in terms of how you operate a business, sell products, and serve customers,” says McKinsey senior partner Ari Libarikian in this podcast on building a digital business quickly and effectively. Large organizations may be at a disadvantage because “building a new business requires an entrepreneurial mindset and a different way of working,” he notes. An online business may need to be up and running in weeks or even days, and this means balancing teams of incumbents and newcomers, instilling a start-up culture, borrowing the right assets from the parent company, and tracking milestones—all in the context of a mature organization with an established bureaucracy. “The nirvana here is leveraging the strength of the incumbent but with the flexibility and speed of a start-up,” Libarikian says. GUT REACTION Your new corporate-backed venture is languishing, and to give it a boost, you bring in an experienced manager from the parent business to run it. This is a common mistake that incumbent companies often make, according to McKinsey senior partner Ralf Dreischmeier and colleagues. Internal recruits “often don’t have the right skills to succeed,” they say. “A great start-up CEO brings extraordinary drive, sales instinct, and a willingness to ‘break things’ as needed.” It’s also important for leaders to take a step back and figure out if they “have the stomach to scale”: not everyone has the guts to face the potential setbacks of scaling, such as product failures, bad hires, lack of autonomy, or the loss of investors and resources. Lead by building new businesses. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking After nearly 60 years as a print magazine sent mostly to McKinsey’s clients, the McKinsey Quarterly is going digital—and bringing its groundbreaking management and leadership insights to you, a valued McKinsey.com subscriber. Sign up for a free membership to start reading. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 01:16 - 24 Apr 2023

• An interconnected IoT ecosystem could create massive value. What would that take?

  On Point

  A cyber-risk framework ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Cybersecurity for the IoT In the news • Industrial IoT risks. Automation, enhanced connectivity, and the Internet of Things (IoT) in industrials are improving manufacturers’ cost-effectiveness, efficiency, and productivity. But cutting-edge technologies also make the sector vulnerable to cyberattacks. Industrial IoT attacks are one of the biggest threats the manufacturing industry faces. For the second consecutive year, manufacturing topped the list of industries that cybercriminals were most likely to target, according to a 2023 IBM report. [WEF] • IoT and data privacy. A growing number of organizations are employing IoT to transform enterprise operations. However, the popularity of IoT devices also comes with rising data privacy risks. Online gadgets draw on cameras, sensors, and other connected gear to gather data. This data is often challenging to secure. Many IoT tools have limited processing capabilities that cannot integrate robust security applications. To protect IoT data, companies must use security measures such as limiting access and anonymizing data. [CEOWORLD] If cybersecurity risk were adequately managed, executives would spend an average of 20 to 40% more, amounting to $100 billion to $200 billion, in aggregate, on the IoT. On McKinsey.com • Securing the IoT. The Internet of Things poses dramatic possibilities for transforming work and everyday life. Connected devices can provide seamless experiences for both consumers and businesses. However, to maximize the value of IoT, providers may need to consolidate today’s fragmented IoT and cybersecurity ecosystem, share McKinsey senior partner Mark Patel and coauthors. Per a 2022 McKinsey survey of enterprise buyers, more than 30% of respondents cite cybersecurity risk as the top barrier to adopting IoT. • Integrating cybersecurity. The proliferation of connected devices generates opportunities for many organizations. But it also creates the risk of vulnerabilities that could have catastrophic consequences. Even as the threat of IoT-related cyberattacks grows, it’s often difficult to achieve a trusted level of IoT cybersecurity. Frequently, companies treat cybersecurity as a separate software category, adding bolt-on solutions rather than embedding security into IoT devices. Ponder a cyber-risk framework for the IoT. Manage IoT security risks — Edited by Belinda Yu, editor, Atlanta Now available to McKinsey.com subscribers: a new, immersive digital edition of McKinsey Quarterly. Sign up for a free membership to start reading today. Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:51 - 24 Apr 2023

• Getting executive transitions right

  Harmony Internal - McKinsey

  The 100-day myth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | April 2023 Getting executive transitions right As more corners of the corporate world increasingly become “table stakes,” executive transitions are about the biggest bet a company can make. Indeed, organizations whose leaders have successful transitions not only meet performance goals but also see less attrition, experience greater discretionary effort, and generate higher profits than average. Yet despite the high stakes, less than a third of global leaders feel fully supported in their new roles, and even more feel unprepared. It’s no wonder that nearly half of executives are considered to be failing within the first two years of stepping into their new roles. To help ensure a successful transition, leaders can take stock and then take action across five key dimensions: the business function, the corporate culture, their teams, their stakeholders, and, of course, themselves. And while timing is important, it’s not everything: executives can forgo the famed “100 day” mantra—the evidence just doesn’t support it. As senior partner Scott Keller’s classic 2018 article “Successfully transitioning to new leadership roles” shows, focusing on these five areas, without a firm timeline, will do more to help make the transition a success. — Drew Holzfeind, editor, Chicago Focus on impact, not timing Related Reading McKinsey Quarterly Five Fifty: “Mindsets for success: Lessons from top CEOs”  Carolyn Dewar, Scott Keller, Kevin Sneader, and Kurt Strovink, “The CEO moment: Leadership for a new era”  Tera Allas and Bill Schaninger, “Four ways that organizations can help tomorrow’s leaders”  Did You Miss Our Previous McKinsey Classics? Not all systems and data are created equal Some systems and data are more important than others. Some are more exposed to risk, and some are more likely to be targeted by criminals. Learn how and what to protect Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 09:57 - 23 Apr 2023