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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

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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 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

• The week in charts

  The Week in Charts

  Investment in climate tech, nuclear power, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored investment in climate tech, nuclear power’s role in the energy transition, plant-based dairy alternatives, private equity fundraising, and women’s representation in the healthcare workforce. FEATURED CHART Climate tech weathers the storm See more This week’s other select charts Core to the energy transition The cheese stands alone Private equity slows its roll Leveling up in healthcare 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 The Week in Charts 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 Week in Charts" <publishing@email.mckinsey.com> - 03:15 - 22 Apr 2023

• Forward Thinking on people on the move and the technological progress and productivity they bring with Dany Bahar

  Harmony Internal - McKinsey

  Move forward ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Forward Thinking on people on the move and the technological progress and productivity they bring with Dany Bahar Why are some countries rich and some poor? A leading economist finds the answer in the interactions of economies with the rest of the world, through trade, capital flows, and—notably—migration. “I think that migration could be the key to economic development that we haven’t discovered yet,” he says. Move forward Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking. Subscribe via Google Podcasts, Apple Podcasts, Spotify, Stitcher, and Amazon Music. Related Reading Rekindling US productivity for a new era  Forward Thinking on working at the interface of the environment and business with Justin Adams  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. 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 Global Institute 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 & Company" <publishing@email.mckinsey.com> - 04:03 - 21 Apr 2023

• Are you experienced?

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. As spring unfolds in the Northern Hemisphere, we’re pleased to bring you three stories on growth—and one on how to manage the operational risks that are often a side effect of growth. Hey, we’re nothing if not balanced. We hope you enjoy the read. —Liz and Homayoun What’s new New growth means new customers, right? Wrong. Many companies are preoccupied with new customer acquisition and neglect their most powerful advantage: their existing customers. A distinctive experience can lead to improved customer satisfaction and better economics for the company at every stage: onboarding, cross-selling, upselling, service, and retention. Our experts Victoria Bough, Oliver Ehrlich, Harald Fanderl, and Robert Schiff say you need to shut up and listen to your customers: they’re telling you something. Check out what else they’re saying in Experience-led growth: A new way to create value.  What’s now Just like the athletes it serves, Nike is obsessed with growth. Same as it ever was, says former Nike executive Christiana Shi. But today, Nike’s growth obsession is centered on one-to-one relationships with its customers as they move through their own growth as athletes. That’s a change journey that never ends—and it’s the secret to Nike’s success. For more on Nike’s unique—and uniquely successful—approach to growth, check out Retail growth: The big sprint toward customer obsession, a conversation between McKinsey senior partner Brian Gregg and former Nike executives Christiana Shi and Stuart Hogue. What’s next Call it Murphy’s Law for corporates. Controls fail. Natural disasters strike. Products prove defective. It’s a well-worn story, and one that just won’t go away. These incidents carry a hefty price tag: more than $600 billion over five years, by one estimate. We analyzed nearly 500 events to find out more about operational risks: why they continue to materialize, despite the best-laid plans of risk managers, and what to do when one inevitably comes along. Is operational risk a cost of doing business? We think not. To learn why, read Response and resilience in operational-risk events, by Olivia White and coauthors. What’s needed You may have heard once or twice that innovation is critical for business growth. But when business leaders actually sit down to embrace the unknown, it can feel not just unfamiliar but downright scary. And fear can lead to failure: more than 85 percent of innovation practitioners report that fear often or always holds back innovation. To learn how leading innovators make experimentation safe, read or listen to Taking fear out of innovation, a podcast featuring Laura Furstenthal, Alex Morris, and Erik Roth, leaders of McKinsey’s innovation service line. We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey. 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 The Shortlist 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 Shortlist" <publishing@email.mckinsey.com> - 03:46 - 21 Apr 2023

• Gen Z’s workplace must-haves

  On Point

  Gen Z, explained ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The download on Gen Z In the news • Rethinking recruiting. HR professionals are increasingly tailoring their recruiting and retention efforts around Gen Z. Compensation matters to younger workers, but so does access to mental-health resources, an equitable workplace, and clear opportunities for growth. Employers can consider offering flexible policies that allow for remote work and atypical hours that accommodate working parents, both of which can help build a sense of autonomy and encourage work–life balance. Pay transparency, which has become a requirement in a few states, can also be an effective tool for attracting younger talent. [CNBC] • What’s your side hustle? Economic uncertainty, more flexible workplace arrangements, and digital savviness are among the factors that have led many Gen Zers to start a side business on top of their full-time jobs. Platforms including TikTok, Shopify, and Etsy have helped younger workers monetize passion projects and develop personal brands. Rather than resisting the trend, many employers are embracing it, with the thinking that side hustles can help with retention, skill building, and supporting an employee’s sense of purpose. [BBC] Gen Zers will make up a quarter of the population of the Asia–Pacific region by 2025. On McKinsey.com • It’s not easy being Z. Climate change, the COVID-19 pandemic, and fears of economic collapse have weighed on Gen Z, people born between 1996 and 2010. According to McKinsey partner Erica Coe and coauthors, US Gen Zers report the least positive outlook on their future and the highest prevalence of mental illness of any generation, while 58% of Gen Zers say they don’t have a basic social need met—the largest percentage of any generation. Despite all of this, Gen Z is also known for its idealism. Equity, inclusion, and sustainability are table stakes for many in their teens and 20s. • What makes them Tik. While Gen Z is not a monolith, there are trends and commonalities that can help organizations better understand this dynamic demographic. For example, Gen Zers would rather stand out than fit in. They put a premium on purpose and accountability. And they use TikTok as their source of cultural news—Gen Zers account for 60% of the app’s one billion-plus users. To read more about what makes Gen Z unique, what Gen Z values, and what younger shoppers want, check out our explainer. Learn more about Gen Z — Edited by Andrew Simon, senior editor, Seattle 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> - 12:24 - 21 Apr 2023

• Meet us live | Be future ready with Adobe Creative Cloud

  Adobe

  Join our experts to hear about Adobe’s AI powered tools

  Be future ready with Adobe Creative Cloud Calling all Creative Professionals and Business Leaders In the last 3 years, industries, companies and individuals had to adapt to a new reality – with new ways and new tools. Now, the future is being accelerated with the power of AI, and creative processes and design is undergoing a huge disruption, allowing companies and creators all over the world to maximize the output of their work. Are you ready? On 27th April 2023, catch our Be future ready with Adobe Creative Cloud live webinar to hear how Creative Cloud for teams can support your creative process and help your organization: Maintain brand consistency and quality as your workload grows Solve disjointed operations and communication by improving collaboration within your creative team and business stakeholders Simplify administration of creative software and resources and take control of your team’s assets Leverage the power of AI Be future ready with Adobe Creative Cloud webinar 27 April 2023 1100-1200 SGT, GMT+8 Register now   Creativity for all.   Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. This is not a comprehensive list of all Adobe trademarks. For a full list, refer to the Adobe List of Trademarks. All other trademarks are the property of their respective owners. By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 11:01 - 20 Apr 2023

• State of Software Quality 2023: API Trends and Tools to Craft your Vision

  SmartBear

  Join us for a special webinar on the 2023 State of APIs

  VIEW IN BROWSER   State of Software Quality 2023: API Trends and Tools to Craft your Vision Don't forget to join us on  May 3rd or 4th for a webinar event to discover and learn about the current factors impacting today's API industry. Register Now   Hi Abul, Registration is open for our May webinar: State of Software Quality 2023: API Trends and Tools to Craft your Vision! Your peers have spoken! Hot of the press, 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. Microservices continue to be a key driver of API growth while standardization to becoming increasingly important. How did you stack up? In this webinar, we are pleased to bring you the 2023 findings, presented by Frank and Noel, who will discuss: Insights from our 2023 survey - including year on year trends Discoveries into how the API industry continues to evolve Factors contributing to its growth in the years ahead   We hope to see you there! P.S. If you can’t make it, register anyway and we’ll send you a recording. Cheers, Molly   Molly Farmer Growth Marketing Manager, SmartBear api-lifecycle-team@smartbear.com

  This email was sent to {lead.Eamil Address} by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617.684.2600, 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 SwaggerHub" <api-lifecycle-team@smartbearmail.com> - 07:47 - 20 Apr 2023

• Employment Verification

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  by "Lawrence Rosales" <lrosales@cisive.com> - 02:37 - 20 Apr 2023

• Satellites are proliferating. By 2030, how many more could be circling the globe?

  On Point

  Potential launch volumes in 2030 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Rocketing into space In the news • Noisy rockets. Archival footage of crewed rocket launches from the 1960s and 1970s shows throngs of spectators watching from a distance of more than three miles. The thrust required to boost spacecraft into orbit is incredibly noisy. At 203 decibels of sound, the rocket responsible for first propelling humans to the surface of the moon was about as loud as 10,000 aircraft engines, according to Brigham Young University scientists. The biggest and most powerful rocket on record creates more than twice the thrust of those early moon rockets. [BBC] • Lower launch costs. Artificial intelligence, blockchain, 3-D printing, and other technologies supporting the Fourth Industrial Revolution are powering innovation in the space economy. Carbon fiber and other cutting-edge materials are making rockets lighter and more fuel-efficient, significantly lowering launch costs. Smaller, more powerful satellites are burgeoning as a result, representing roughly 94% of total spacecraft launches. From 2017 to 2021, the number of small satellite launches grew from 53 to 1,743. [Brookings] McKinsey analysis suggests that in the short term, the most likely scenario is a shortfall in launch capacity, but in the longer term, the biggest risk is oversupply. On McKinsey.com • Varied forecasts. To serve an expanding space economy, nearly 7,500 active satellites orbit Earth and about 50 on average are launched each week. Rising space exploration, commercial space stations, and even tourism could further increase demand for launch capacity in the future. With new companies constantly entering the market, forecasts for the number of satellite constellations (and therefore required launch capabilities) vary widely, explain McKinsey partner Ilan Rozenkopf and coauthors. • More satellites. To gauge the space industry’s potential growth up to 2030, McKinsey modeled three scenarios that show a wide range of possibilities for satellite launch volumes up to 2030. In the base case, we anticipate 27,000 active satellites in orbit by the end of 2030, almost a fourfold increase from today. In a high-demand scenario, we would expect to see more than 65,000 satellites, including many heavier ones, on orbit by 2030. Consider why launch providers may need to make tricky decisions on how to ramp up capacity. See launch volumes in 2030 — 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> - 12:55 - 20 Apr 2023

• Get Your Fleet Management Rolling with Our State-of-the-Art Job Module

  Get Your Fleet Management Rolling with Our State-of-the-Art Job Module

  Keep track of job progress in real-time and customize job scheduling. Optimize job management for maximum profitability.

  Download E-book Keep track of job progress in real-time and customize job scheduling. Optimize job management for maximum profitability. Find out what makes our software stand out from the crowd Customized Scheduling Customize scheduling to meet your needs. Set estimated start and end times, scheduling types, job occurrence, and route tolerance for optimal job management. Multiple Checkpoint Allocation Efficiently manage your shipment jobs by assigning each delivery location as a checkpoint with our multiple checkpoint allocation feature. Route Optimization Optimization of routes can be highlighted as a way to minimize travel time and reduce fuel costs, which can help fleet managers save money and improve efficiency. Empower your clients with job module for easy job management Get a Demo Other features you can explore Fuel Management Tire Management Expense Management Route Optimization Video Telematics TPMS OBD E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 20 Apr 2023

• Global economic indicators are looking up, but inflation remains

  On Point

  Mixed economic messages ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Downs and ups In the news • Save now, spend later. That sigh of relief you hear? That may just be European consumers reacting to plunging oil and natural gas prices. A barrel of oil today costs about a third less than it did in the middle of last year, and Europe’s natural gas bill is down about 90% since last summer. In the US, lower gas prices are having a similar pocket-refilling effect on households. All this upside may have a downside, however: more money in people’s wallets can lead to more consumer spending, which can lead to inflation, signaling a need for more interest rate hikes. [WSJ] • No landing? There’s more to cheer in the global economy than there was a few months ago, due to China’s reopening, Europe’s oil and gas crisis easing, and US consumers turning the spending spigot back on. So why are markets looking so glum? Some investors fear that persistent inflation—and accompanying central bank rate hikes—mean that a soft landing isn’t what’s in store. Instead, there may be a “no landing” scenario, whereby inflation and rate hikes continue depriving investors of a good reason to take on equity or bond risk. [Reuters] While some economic data run counter to predictions of recession made at the end of 2022, stop-and-go financial markets and corporate belt-tightening attest to CEO and investor uncertainty. On McKinsey.com • Blasting the furnace. Senior partner Sven Smit and his fellow authors report that the global services sector is heating up. In the US, positive retail sales totals and strong job growth suggest a stronger business environment in early 2023. In China, after the lifting of “zero COVID” closures, the nonmanufacturing purchasing managers’ index (PMI) rose to 56.3 on higher services and construction activity. And over in the eurozone, services growth pushed the PMI for manufacturing and services to 52.6 in February, the highest mark recorded since May 2022. Other strong economic indicators include China’s PMI for manufacturing, which reached 52.6 in February, the highest reading in more than a decade. Globally, equity indexes in the developed economies—especially Europe—have been gradually recovering in the new year. • Blasting the air conditioning. At February meetings, the US Federal Reserve raised its rate to 4.5–4.75%, the European Central Bank to 2.5–3.0%, the Bank of England to 4.0%, and the Reserve Bank of India to 6.5%. In some countries, the figures are far starker: Brazil’s policy interest rate is 13.75%, and its inflation target is 3.75%. Further hikes in 2023 are expected for many of these economies. Yet consumer and producer price inflation remains high, leading to corporate belt-tightening and jerky financial markets. See McKinsey’s “Global Economics Intelligence executive summary, February 2023” for a deeper dive into the world’s economic panorama. Examine global economics — Edited by Katy McLaughlin, senior editor, Southern California 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> - 10:13 - 18 Apr 2023

• Webinar | Creating "wow" experiences — in conversation with Cotton On

  Adobe

  Hear how Cotton On Brands keeps pace with rising content demands.

  Upcoming Webinar In conversation with Cotton On Keeping pace with content demands to create “wow” experiences Wednesday, 17 May 2023 3pm AEST | 1pm SGT | 10.30am IST Register now At the heart of every standout customer experience, there’s an emotional connection, with great content playing a pivotal role. But according to the latest Digital Trends 2023 research, just 26% of CX practitioners in APAC think their organization is good at delivering content in the first place. Join us for a fireside discussion on 17 May, with one of the fastest growing retail groups internationally — Cotton On. We'll learn why it's one of the exceptional few keeping pace with rising content volumes and complexity to create new levels of connection and advocacy. In this 40-minute session, we will explore: What’s critical to meeting customer expectations in the face of mounting content demands? What does it take to align people, processes, and technology to drive collaboration and to deliver 'wow' experiences? How to apply technology to ignite creativity and to empower the future of work and innovation? What are the outcomes of accelerating content and production times to increase speed to market? Register now Speakers   Rob Hede Head of Customer Experience Cotton On Brands   Jim Clark Research Director Econsultancy   Mike McHugh Senior Manager, Solution Consulting Adobe   Creativity for all.   Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. This is not a comprehensive list of all Adobe trademarks. For a full list, refer to the Adobe List of Trademarks. All other trademarks are the property of their respective owners. By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:06 - 18 Apr 2023

• Keep Your Fleet Safe on the Road with Tire Pressure Monitoring System

  Keep Your Fleet Safe on the Road with Tire Pressure Monitoring System

  Eliminate the need for manual tire pressure checks. Know tire health and escalate safety

  Schedule a Meeting Eliminate the need for manual tire pressure checks. Know tire health and escalate safety. Find out what makes our software stand out from the crowd Compatible with any TPMS sensor Our software is flexible to work with any type of tire pressure monitoring sensor. Let your clients have the comfort of choosing the sensor according to their needs. Tire Pressure Monitoring Fleet managers can ensure that their vehicles always run on properly inflated tires, reducing the risk of accidents caused by underinflated or over-inflated tires. Tire Temperature Monitoring Fleet managers can identify tires that are operating at high temperatures and take corrective action to reduce heat buildup, thus extending tire life and reducing costs. Real-time monitoring TPMS constantly monitors tire pressure and temperature and sends real-time alerts if the pressure or temperature drops or rises below a certain threshold. Empower your clients with an advanced tire pressure monitoring system Get a Demo www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 18 Apr 2023