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• EV manufacturing and sales are on the rise. Here’s what automotive suppliers need to know about scaling production.

  On Point

  Speeding up the adoption of electrification ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Shifting gears for electrification In the news • EV sales warm, ICE sales cool. While overall car sales are down in the wake of inflation and component shortages, one in seven cars sold globally in 2022 was an electric vehicle (EV), compared with one in 70 in 2017, according to a new IEA report. External factors such as increased production and rising oil prices may deter consumers from purchasing internal-combustion-engine (ICE) cars, sales of which were down by a quarter in the past five years. As global sales for electric cars surpassed ten million for the first time, China, the EU, and the US lead the way in sales. [Quartz] • The price is right. Thanks to scaling production and government-backed incentives, electric vehicles may finally become more affordable to more consumers. In some cases, EVs may cost the same or less than ICE cars before the end of 2023—three to five years earlier than expected. US tax credits included in new legislation, which applies to both new and used cars sold under a certain price, have helped encourage purchases. Meanwhile, subsidies for battery manufacturers and falling prices for lithium and other materials mean cost savings for the car companies, too. [NYT] By 2035, battery electric vehicles will likely represent more than 65% of all new light-vehicle sales across the global automotive market. On McKinsey.com • Buckle up. The rapid electrification of the automotive industry has long-term implications for powertrain suppliers, which generally have a harder time passing on costs than manufacturers, reducing supplier margins. That, combined with manufacturers’ make-versus-buy decisions, as well as other factors, will lead to the consolidation of suppliers, McKinsey partner Patrick Schaufuss and coauthors explain. • A new road to value. Tier-one suppliers pledged more than $11 billion in electric drive unit investments, which helped them to build capabilities to support the battery electric vehicle market. Now, manufacturers are doing the same. The increased competition in the market will create pressure on suppliers to fine-tune their offerings. Read the full report to learn which actions suppliers can take to be an electrification winner. Understand the e-vehicle race — Edited by Gwyn Herbein, 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> - 12:20 - 18 Apr 2023

• Are you for real? A leader’s guide to being authentic

  Harmony Internal - McKinsey

  Get real ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Many of today’s leaders will at some point need to consider the growing demands for authenticity in the workplace. In particular, younger employees expect authenticity in the brands they buy, the people with whom they interact, and the organizations for which they work, our research shows. But authenticity can be a tricky concept to define. Psychologists view it as matching one’s actions with one’s true self, but in practice, the concept varies across different contexts: the attributes of authenticity in a company’s brand may not be the same as those in a work of art, for example. And for business leaders, bringing their authentic selves to work may not always be a good idea. Here are some dos and don’ts when it comes to authenticity. AN IDEA Give them the truth For younger consumers, “the main spur to consumption is the search for truth, in both a personal and a communal form,” according to McKinsey chief marketing officer and senior partner Tracy Francis and partner Fernanda Hoefel. “A company’s actions must match its ideals, and those ideals must permeate the entire stakeholder system.” Leaders face great pressure to be authentic in their messaging to customers and in the products and services they deliver while also demonstrating authenticity to their employees by building a collaborative and transparent culture that highly values trust. The pandemic brought home the importance of showing vulnerability and empathy in leading through a crisis, and it is critical for leaders to continue building on those qualities: “Authenticity is paramount, lest the organization pick up on the dissonance between leaders’ words and their feelings and tune out,” note McKinsey senior partner Gemma D’Auria and colleagues. A BIG NUMBER 5 That’s the number of tips that researchers at Northwestern University’s Kellogg School of Management offer for becoming an authentic leader. An important one is to not focus on shareholder value alone, says management professor Brooke Vuckovic. “Is recognition important? Is having a fun-loving culture important? The clearer you are about what motivates you and those around you, the more authentic and effective you will be as a leader.” But Vokovic also stresses the importance of not sharing too much: “Being an authentic leader doesn’t mean revealing inappropriate personal details, talking about yourself incessantly, or telling people how you feel all the time.” A SPOTLIGHT INTERVIEW “I’m pleased to see corporations around the world are shifting to authentic leaders and moving away from the power-based command-and-control-type leaders,” says Harvard Business School professor and former Medtronic CEO Bill George in this discussion with McKinsey senior partner Carolyn Dewar. In the revised edition of his classic book, True North: Discover Your Authentic Leadership, which focuses on emerging leaders, George describes leadership styles appropriate for younger generations, such as adopting a coaching rather than a director model, organizing around a “sweet spot” that comprises a group of strengths, and aligning on purpose and values. “You may also have to change yourself,” he advises. “Many people want everyone else to change, but they also have to adapt. With all the crises we have, one of the keys to being an authentic leader is being adaptable to constant change.” A QUOTE ‘‘I certainly had no idea that being your authentic self could get you as rich as I have become. If I’d known that, I’d have tried it a lot earlier.’’ Media personality Oprah Winfrey is said to have made that remark in jest, but “for most people, ‘be yourself’ is actually terrible advice,” says psychologist and author Adam Grant. “Nobody wants to see your true self. We all have thoughts and feelings that we believe are fundamental to our lives but that are better left unspoken.” Excessive candor isn’t necessarily a desirable trait; research shows that a full-disclosure, nonconformist style of management can cost leaders credibility and trust. Rather, focus on developing sincerity, suggests Grant, channeling the literary critic Lionel Trilling. “Pay attention to how we present ourselves to others,” says Grant, “and then strive to be the people we claim to be.” FAKING IT Should you berate your employees because you’re short-tempered by nature? Should you scoff at a client’s presentation because you think it’s asinine? If being authentic means insulting colleagues or clients, perhaps it’s best not to be, argues author Michael Schrage in this Harvard Business Review article. And there are times when authenticity can be downright harmful—for example, if executives reveal confidential company information. As the authors of this McKinsey article put it, “Smart leaders need to know when to share and when to keep things back.” Lead authentically. — 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> - 03:22 - 17 Apr 2023

• Black Americans are underserved in multiple ways. Here’s our guide to impact investing.

  On Point

  High-potential areas for improvement ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Building up the Black community In the news • Healing the system from inside. While 12% of the US population identifies as Black or African American, only 5.7% of doctors do. Improving access to science education in the pre-college years and mentorship during medical school could help those numbers go up. The Black community has historically been underrepresented in medicine, which has negatively affected the patient experience. However, when patients see doctors who look like them, research shows that health outcomes—especially in cardiac health, HIV, and infant mortality—improve. [CNN] • Lessons from the past. Many historians consider the period from 1900 to 1930 to be the golden age of Black entrepreneurship. Adapting strategies from businesses that were successful during that time can help reduce economic inequality. Increasing diversity in VC funding—Black American founders received just 1% of VC funds in 2022—and cultivating future founders at historically Black colleges and universities (HBCUs) could go a long way toward generating economic opportunity. One Maryland-based HBCU established a community for 500 students that provides access to an innovation center and entrepreneurship academy. [MIT] “The lack of trust in existing institutions creates a clear opportunity for new entrants to enter the arena and develop a compelling value proposition—and loyalty.” On McKinsey.com • Identifying opportunities. Research by senior partner Shelley Stewart III and colleagues has identified eight investment opportunities that can help increase economic mobility for Black Americans while closing the racial wealth gap. Lack of access to financial institutions, fresh food, and high-speed internet are just a few of the interconnected factors affecting the Black community. McKinsey research estimates that three million more Black Americans would be alive today if we had closed racial disparities in healthcare. • Rebuilding trust. Economic mobility and creating more equal opportunities for the Black community was brought into sharper focus since the murder of George Floyd in 2020, says Stewart. Financial and healthcare “deserts” demonstrate the need for products and services better tailored to the underbanked and underinsured. See what actions investors and companies can take to create financial inclusion, achieve equity in healthcare, and close the digital divide. Support Black economic mobility — Edited by Gwyn Herbein, 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> - 12:12 - 17 Apr 2023

• Register now | Be future ready with Adobe Creative Cloud

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  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 - 16 Apr 2023

• The week in charts

  The Week in Charts

  Black talent in STEM, CEO expectations, 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 the homelessness crisis in the Bay Area, Black talent in STEM, CEO expectations for trends in 2023, EV battery recycling, and consumer centricity in healthcare. FEATURED CHART Breaking the cycle See more This week’s other select charts STEM the tide What’s trending, for CEOs Reduce, reuse, recycle at scale First, do no harm 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> - 03:51 - 15 Apr 2023

• Cómo afrontan la disrupción los principales CEOs

  Harmony Internal - McKinsey

  Además, el poder de la IA generativa en la moda ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Destacados mensuales, abril de 2023 Los socios sénior Carolyn Dewar, Scott Keller y Vikram Malhotra, autores de CEO Excellence, junto con el socio sénior Kurt Strovink, preguntaron a los CEOs con mejores resultados del mundo qué tendencias tendrán el mayor impacto en cómo dirigirán sus negocios en 2023, en comparación con años anteriores. Sus respuestas sugieren que tres “señales verdaderas” son las más importantes: la disrupción digital, la economía y la geopolítica. El primer artículo destacado de este mes analiza las acciones concretas y pragmáticas que los CEOs están tomando como resultado de estas señales. Nuestro segundo artículo destacado ofrece consejos para los altos ejecutivos que buscan ascender al puesto de CEO. Otros temas destacados de la edición de este mes son los siguientes: • Cómo la IA generativa puede ayudar a las empresas de la moda. • Qué significan para los líderes las tensas dinámicas globales de hoy en día. • Cómo pueden las organizaciones apoyar mejor a sus gerentes para que aporten más valor. • Las regulaciones de datos en la Unión Europea. La selección de nuestros editores Acciones que los mejores CEOs están tomando en 2023 Los líderes corporativos están abordando los riesgos al tiempo que encuentran oportunidades en la disrupción digital, la economía y las incertidumbres geopolíticas. 3 señales fuertes  Dar un paso adelante: Cómo convertirse en un CEO de alto potencial El camino para convertirse en CEO es un ascenso difícil incluso para los líderes más experimentados. Aquí hay cuatro claves para que el viaje sea un éxito. Pise con cuidado  LOS DESTACADOS DE ESTE MES La IA generativa: Libere el futuro de la moda Si bien aún es incipiente, la inteligencia artificial (IA) generativa tiene el potencial de ayudar a las empresas de moda a ser más productivas, llegar al mercado más rápido y atender mejor a los clientes. Ahora es el momento de explorar esta tecnología. Explore las posibilidades El riesgo geopolítico: Navegar por un mundo en constante cambio En un mundo que se fragmenta rápidamente, la inestabilidad geopolítica ha pasado a ocupar un lugar prioritario en la agenda de los CEOs. He aquí lo que las dinámicas globales tensas de hoy significan para los líderes y cómo pueden comenzar a lidiar con el riesgo geopolítico exitosamente. Desarrolle resiliencia Deje de desperdiciar su recurso más preciado: Los mandos intermedios En el lugar de trabajo moderno, los mandos intermedios se enfrentan a muchos desafíos. Una nueva encuesta revela tres áreas en las que las organizaciones pueden apoyar mejor a sus gerentes y ayudarles a lograr más. Apoye estratégicamente La estrategia digital de la UE: El impacto de la privacidad de datos en los negocios globales Las nuevas normativas sobre datos de la Unión Europea requieren atención organizacional, y tres pasos clave pueden ayudar a navegar por el panorama de la privacidad de datos. Recorra el nuevo horizonte Seis nuevos imperativos para los actores del sector inmobiliario Una mayor inflación, las tasas de interés más altas y otros desafíos significan que la industria de bienes raíces necesita nuevas vías para alcanzar el éxito. Siga el camino adecuado Escalar negocios verdes: Los próximos pasos para los líderes Han surgido nuevos desafíos –y oportunidades– para los creadores de empresas ecológicas. Un conjunto de acciones podría ayudar a las empresas a escalar durante estos tiempos de incertidumbre. 3 áreas de acción Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Bias Busters: The perils of executive typecasting Managing a cyber risk event: ‘Be a student of a crisis’ Procurement 2023: Ten CPO actions to defy the toughest challenges K–12 teachers are quitting. What would make them stay? Climate investing: Continuing breakout growth through uncertain times How three global companies navigate geopolitical risk to build resilience Author Talks: In the ‘age of AI,’ what does it mean to be smart? Global Insurance Report 2023: Closing the personal P&C protection gap Conversations in motion: Safe, autonomous driving for everyone Global Economics Intelligence executive summary Growth rules: Which matter most? CEO Alpha: A new approach to generating PE outperformance Virtual health for all: Closing the digital divide to expand access Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by NPD. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics In a digitized world, it’s hard to protect everything equally well. Learn how and what to protect with our classic, “Protecting your critical digital assets: Not all systems and data are created equal.” Rewind Data Points How well do you know the numbers behind changes in business and society? Sign up for our weekly quiz or any of our 40+ free email subscriptions. Subscribe — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:56 - 15 Apr 2023

• Secure Your Fleets, Container and Assets with E-Lock: Ideal for Any Industry

  Secure Your Fleets, Container and Assets with E-Lock: Ideal for Any Industry

  The e-lock module significantly unlocks possibilities and empowers efficiency in any industry.

  Get a Free Trial Now Get customized reports and alerts according to business type. E-lock module significantly unlocks possibilities and empowers efficiency in any industry. Use cases across various sectors ATM Cash Carry Vans E-lock provides additional security measures, allowing businesses to add geofencing around ATMs and banks. Real-time notifications via email, calls, and text messages can be set up for unauthorized stoppages, tampering, theft, or route deviation. Get timely alerts for any suspicious activity. Cargo and Shipments Businesses can track their fleets and consignments in real-time, providing complete visibility of the entire supply chain. Ensuring that goods are not tampered with during transportation. By using E-lock, businesses can ensure that their consignments are delivered in optimal condition. Oil and gas business Oil and gas companies improved asset transportation security by using an e-lock module in their fleet management software. Authorized personnel can access electronic locks. Real-time alerts notify fleet managers or security personnel of any unauthorized access attempts or suspicious activity. Discuss your use-case to get your business growing Get a Demo Other features you can explore Fuel Management Tire Management Video Telematics Route Optimization Job Module Expense Management OBD TPMS 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 - 14 Apr 2023

• Have you tried generative AI? The technology could become a game changer in fashion.

  On Point

  How executives can get started ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Strike a prompt In the news • Chatbot consultant. When secondhand shopping, not everyone enjoys the thrill of the hunt. Fashion resale start-ups are distinguishing themselves by offering improved generative AI chatbots to help shoppers find coveted luxury items efficiently. One new chatbot, launched in March 2023, can better understand images and context than previous generations of retail chatbots. It aims to make secondhand shopping more convenient for users. Still, winning the trust of consumers may be a challenge. [Vogue Business] • AI fashion models. What would a runway show with exclusively older models wearing Afrofuturist designs look like? One Nigerian artist uses generative AI to bring that question to life in digital form. The images of AI-generated models dressed in shades of gold, plum, and cerulean have gone viral online, garnering more than 100,000 social-media likes. However, some detractors wonder about the ethics behind creating digital models altogether. [BBC] In the next three to five years, generative AI could add up to $275 billion to the apparel, fashion, and luxury sectors’ operating profits, according to McKinsey analysis. On McKinsey.com • Supercharging design. Generative-AI-powered design platforms can produce entirely new designs based on inspirational pictures and directions that designers use as prompts. AI-enabled product development and innovation can reduce the need to produce expensive samples and help design teams create new products faster, McKinsey senior partner Holger Harreis and coauthors explain. Marketing and sales and consumer experience are two more areas where it’s feasible for fashion executives to begin integrating generative AI into their work. • Getting started. Identifying which areas of a fashion business—such as creative design, merchandising, campaigns, and “clienteling”—could benefit most from reducing costs and increasing efficiency is the first step executives should take in their generative-AI journey. They must also create processes to address risk, ethics, and quality assurance issues specific to the fashion industry before diving in. See the other steps that fashion businesses should take on their generative-AI journeys, including ideas for educating and training employees. Learn more — Edited by Alexandra Mondalek, editor, New York 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> - 10:09 - 13 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 Join us on March 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 now 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> - 09:32 - 13 Apr 2023

• ChatGPT is everywhere! Are we ready? 

  ChatGPT is everywhere! Are we ready? 

  Is ChatGPT going to steal all of our jobs? We don't think so....just yet. In fact, it might just elevate our roles to new heights.

  View in browser With the rise of ChatGPT, and even more so with the launch of “Plugins” – the ChatGPT app store, is there a new era of API management on the horizon?    As more organisations adopt conversational AI, the demand for APIs supporting these applications will increase.    But what do these advances mean for API strategy, user experience (UX), customer experience (CX), and not to mention the glaringly obvious question of security?    And how will this affect developers and senior leaders in the tech sector?   We explore these changes in our new blogs section below, alongside our Tyk community updates and upcoming events (don’t worry, it’s not all ChatGPT-related!).   P.S. Don't let this be the last time you get this email. Subscribe to the newsletter here.  Tyk in the limelight 🏆 We're going to KubeCon! WE LIKE TALKING. Which is good because our very own Sonja Chevre and Ahmet Soormally will be speaking at KubeCon, gathering leading open source and cloud native communities in Amsterdam from 18-21 April 2023. Virtual tickets are still available here. The resource hub 💡 New blogs on the block  What do ChatGPT plugins mean for API management? Just as we got used to ChatGPT's potential (and limitations), OpenAI moved the goalposts. Majorly. With the launch of "Plugins" – the ChatGPT app store – OpenAI's language model went from being a talker to a doer. Check it out.  Do AI chatbot plugins spell the end of UX as we know it?  ChatGPT plugins are a fascinating area as it opens up AI assistant-style possibilities for all aspects of the systems supported with API management platforms like Tyk. But what do these advances mean for UX? Read the blog. Why engineers should care about customer experience Most organisations say they are customer-focused. And while that may be the case at the executive level, sadly, this does not always extend to the internal teams that need to understand them most. In this case, the engineering teams. Read more here. What's new in the community 👨‍💻👩‍💻 Tyk side project fund 2023 We're looking for side projects created out of sheer passion – with a splash of bloody-mindedness and determination, and chosen projects will be awarded £500 each. The deadline for applications is 30th April. Thanks in advance for being massive geniuses. Read more about the fund here. Tyk community, GO! We are gathering for our very first community call to talk about what’s new at Tyk, and we can't wait! These are the events we were born to host. This is not just any old webinar. It’s a place to interact with people at Tyk and other API experts like you. The call is open to all Tyk users and will be held on 20th of April, 3pm BST. See you there!     No more (use of the term) meetings!   Bored of all the ChatGPT chat? Read our newest Hot Tyk instead.   If your calendar is filled to the brim with agenda-less, back-to-back meetings with barely enough time to throw an espresso down your neck, consider this blog your official intervention.    Read on if you think you're spicy enough 🌶️.   Coming to a location near you 🗓️ Here are all the details on the latest and greatest events and speaker slots coming up in the Tyk universe: 20 April Tyk community call: What's new in Tyk 5.0, Dev Portal 1.3, and more! 21 April KubeCon: A brief introduction to GraphQL and whether OpenTelemetry can help? 26-27 April Developer week: What could go wrong with a GraphQL query, and can OpenTelemetry help? Register for a free open pass. Want to be the first to hear about our events? Sign up here to stay in the loop.  We can say with certainty that jobs in comedy are safe from ChatGPT...🙄   "Why did ChatGPT's API go on vacation? It needed some time to "REST."   Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences

  

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  by "Budhaditya Bhattacharya" <communities@tyk.io> - 10:58 - 13 Apr 2023

• Amid a slew of geopolitical risks, how are three global companies building resilience?

  On Point

  Managing global risks ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Global companies and geopolitics In the news • Adapting to global challenges. Disruptive geopolitical and economic challenges—from the war in Ukraine to rising inflation and cost of living—are sweeping the globe, dropping the global growth forecast from 6% in 2021 to 2.7% this year. In the face of these complexities, start-up leaders are reflecting, future-proofing, and getting clear on their priorities: leading with empathy, making progress on sustainability and technology, and collaborating to tackle complex problems, to name a few. [WEF] • Busy boardrooms. The effects of geopolitical disruption extend beyond the C-suite, placing new demands on boards of directors. While companies seek directors with diverse expertise—including in supply chain, ESG, and AI—that can be difficult to find. The competencies that today’s organizations need are in new areas, so not many people possess them. Boards are also becoming larger and more highly compensated, with the likelihood of directors overextending themselves by sitting on multiple boards increasing. [Economist] “The world has evolved. We now are much more in a multipolar world.” On McKinsey.com • Taking stock. Leading executives and risk experts across the globe joined together for the Thrive 2022 virtual leadership summit to discuss the myriad geopolitical risk concerns topping the CEO agenda. Ziad Haider, McKinsey’s global director of geopolitical risk, spoke with executives at Google, Intel, and Pfizer to learn how their companies have grappled with the changing risk landscape and the future risks they expect to face in the coming year. • Looking ahead. The Russian invasion of Ukraine, China–US relations, and government affairs amid growing globalization pose unique challenges for companies across industries and sectors. Top executives also highlighted the need to fight disinformation and fragmented internet regulation, steer the ongoing response to the COVID-19 pandemic, and try to anticipate the impact of current events. Hear from executives at three global companies about the issues they’re tackling, lessons they’ve learned, and their priorities for building resilience in 2023. Understand how risks are changing — Edited by Dana Sand, editor, Columbus 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> - 12:42 - 13 Apr 2023

• Better Log Analytics - On-Demand Webinar

  Sumo Logic

  Less Stressed Engineers = Reliable and Secure Apps

  

  Log analytics: less confusion, more conclusions. Organizations today rely on key applications running on complex multi-cloud environments to transact business and work. A sound log management practice with insightful analytics not only helps ensure those applications are reliable and secure, but it can reduce the “cognitive load” put on engineers by empowering them with efficient troubleshooting in order to resolve and rescue MTTR. In this on-demand webinar Manas Sharma, product manager, Mike Baldani, product marketing manager at Sumo Logic, and Rachel Stephens, Industry Analyst at RedMonk, will discuss: The challenges of managing huge volumes of siloed log data. Best practices to get accurate log analytics for fast troubleshooting and issue resolution. How Sumo Logic’s platform empowers engineers to keep applications reliable and secure with less toil. Learn more about Sumo Logic. The infinite power of log analytics. Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 09:00 - 12 Apr 2023

• What it takes to become a CEO: 8 lessons from the McKinsey Leadership Forum

  Harmony Internal - McKinsey

  8 key lessons ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 In today’s rapidly changing and volatile world, how does one prepare to become CEO? What insights are needed to make it to the top? Drawing on their work with more than 300 leaders who have participated in the McKinsey Leadership Forum—including current and former CEOs, as well as McKinsey experts—Meagan Hill, Celia Huber, Ishaan Seth, and Kurt Strovink share eight lessons about the process of preparing for the CEO role in a new McKinsey Quarterly article. Read about the aspirations, career paths, and leadership philosophies of C-suite executives and see what it takes to become a better leader. Rising CEOs: Lessons from the McKinsey Leadership Forum Preparing for the CEO role can be a challenge and a reward. These eight lessons drawn from more than 300 McKinsey Leadership Forum participants and the CEOs who advise them will benefit any top executive or aspiring CEO. 8 key lessons   Quote of the day “A lot of folks have felt that the nature of the post-COVID period and economic shock mean that we can go back to the old way on the talent value proposition. I think that’s a mistake. The world is moving and adapting, and companies need to adapt with it.” —McKinsey senior partner and chief client officer Liz Hilton Segel on leaders prioritizing talent in a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW Scaling analytics across financial services: Understanding the value of model life cycle transformations To address the challenges of scaling up analytics business areas, financial institutions can accelerate value delivery with four efficiency levers. 4 types of efficiency levers   Modern marketing: Six capabilities for multidisciplinary teams The business-as-usual approach to marketing is no longer sufficient. To succeed in modern marketing, professionals must develop broad skillsets and prioritize collaboration. Six marketing core capabilities   Logistics Disruptors: Using big data to spot shipping anomalies Intelligent Audit’s Hannah Testani says the company uses machine learning to help customers eliminate unnecessary shipping costs. Throw away your ballpoint pens   — 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> - 06:13 - 12 Apr 2023

• Draft B/L copy ✉ was sent to info@learn.odoo.com via DropBox

  
  
  

  Dropbox     Hello info@learn.odoo.com,    Please kindly review the mail   BL/Invoice that could not be sent to your mail only through Dropbox. Refer to electronic RFQ provided in the link below: View Dropbox Document Dropbox Service. © 2023

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  by "Dropbox" <vtrc@houaliyun.com> - 09:21 - 12 Apr 2023

• Attention

  Dear sir/Madam,
  I have sent you  this email  from Goma, Democratic Republic of Congo.
  
  I am writing to inquire if your company can supply food (rice)
  to a war region.
  We do not have cash money for payment, but we have raw gold for. exchange.
  
  We shall convey our gold to you first before your supply.
  
  Please note that your help can save lives over here.
  
  Regards,
  David Moussavou
  davidmoussavou75@gmail.com
  
  Food coordinator, Congolese Revolutionary Army Goma.

  
  

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  by "David" <davidmoussavou@getnada.com> - 06:26 - 12 Apr 2023

• Increasing US productivity could add trillions in GDP over the next decade. Here’s how.

  On Point

  The most (and least) productive sectors ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Revitalizing US productivity In the news • Missing workers. Economists’ predictions of a pending recession are at odds with one aspect of the US economy: the tight labor market. The US labor supply has reached prepandemic levels. Still, labor demand (especially in the service sector) has seen an increase of 3 million jobs. Much of the shortage stems from the number of older Americans who left the workforce during the pandemic. Illness may have also contributed to a current lack of workers. In 2022, 1.6 million employees were out sick at least one week each month, up from 1 million prepandemic. [Economist] • A tech-based generation gap. Despite being digital natives, members of Gen Z entering the workforce report that they lack critical tech skills. More than half of Gen Zers say that they received very little (or no) instruction in digital skills, per a survey of about 15,000 adults. An existing education gap between lower-income and affluent students means many Gen Zers are falling behind. Even as companies invest in automation and other digital tools, they often lack the training resources necessary to get workers up to speed. This has left many Gen Zers suffering from “tech shame.” [Fortune] Today, the most significant challenges to US productivity are insufficient skilled labor supply, uneven technology adoption, and stalling investment. On McKinsey.com • A $10 trillion opportunity. Despite technological advances, US labor productivity has fallen from a long-term trend of 2.2% annual growth to an average of 1.4%. At the same time, inequality among sectors is increasing. While some industries have benefited from tech adoption (such as finance and insurance), services-led sectors (such as healthcare) are badly lagging on productivity growth. Boosting US productivity to historical levels could add $10 trillion in cumulative GDP over the next ten years, finds research by McKinsey North America managing partner Asutosh Padhi and coauthors. • Accelerating productivity. Cities, states, sectors, and individual companies can all play a role in addressing the labor participation rate, workforce shortages, and skills gaps. Improving potential barriers to interstate mobility, like the high difference in housing prices across regions or the growth in requirements for occupational licensing; scaling up talent reskilling programs; and adopting hybrid-work practices could increase labor participation. See five areas where business leaders and policy makers can take action to lift US productivity and deliver greater prosperity. Jumpstart US productivity — Edited by Gwyn Herbein, 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> - 12:48 - 12 Apr 2023

• The wait is over: Announcing the 2023 Remote Influencer Report 🎉

  The wait is over: Announcing the 2023 Remote Influencer Report 🎉

  See who made the list of the top 150 experts in remote work today!

  Hi MD 👋 We are excited to announce that the 2023 Remote Influencer Report is now available! Download the report We searched the globe to find the top 150 experts on the future of work so you know who to follow for tips, advice, and credible insights. We have organized the report by three types of influencers:  Remote innovators are those who paved the way for remote work. Remote Enablers are those who make remote work possible today. Remote Accelerators are the ones who influence what our working world will look like in the future.  Download the report to see who made the list, access free resources, get advice from the influencers themselves, and much more.   Thank you, Hallie Wiseman Manager, Community Want to enjoy the benefits of remote work while continuing to work for your current company?  Nominate your company to use Remote so you can enjoy better flexibility, freedom, and benefits while keeping your current job.   Nominate Your Company You received this email because you are subscribed to Community Updates from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Hallie Wiseman at Remote" <hello@remote-comms.com> - 08:03 - 11 Apr 2023

• Travelers are back in full force. Can short-staffed hotels still deliver quality service?

  On Point

  Three innovations in hotel staffing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Solving hotels’ staffing shortages In the news • Robot helpers. From hotels and restaurants to grocery stores, the use of service robots in customer service is becoming more common. Many organizations turned to self-service kiosks as the COVID-19 pandemic created anxiety over in-person transactions. Adopting service-robot technologies could potentially increase efficiency, trim costs, and automate routine tasks. However, research finds that customer satisfaction is likely to be higher if service robots have human qualities, including the capacity for emotion. [HBR] • Changes to cleaning. Damp towels heaped on the floor, unmade beds, piled-up trash: daily housekeeping is becoming rarer in hotels. The COVID-19 pandemic interrupted cleaning routines as guests hesitated to have people in their rooms. Travelers have returned to hotels, but amid widespread staffing shortages, daily cleaning largely hasn’t. Major midlevel hotel chains are requiring guests to ask to have their rooms cleaned. Sectorwide, eliminating daily housekeeping could cut US hotel housekeeping jobs by 39%, a trade union estimates. [NYT] At one resort, weekly hours could be reduced by up to 18% by applying three staffing innovations, specifically to front-desk and housekeeping roles. On McKinsey.com • Fewer hotel workers. Many hotel workers have exited their jobs for others that offer more flexibility or higher pay. As travelers return in full force, hotels are left operating with fewer staff members. Yet this could give hotel leaders a chance to think creatively about roles and staffing, McKinsey partner Ryan Mann and coauthors state. For instance, many hotels base their staffing levels on average weekly occupancy, which doesn’t reflect real need. Occupancy often fluctuates from day to day and week to week. • Shifts in staffing. By staffing according to peaks in occupancy instead of weekly averages, one hotel trimmed the total labor hours it needed by about 10%. The hotel accomplished this by scheduling an additional front-desk employee to work the hours associated with high checkout volumes. This also created better work–life balance for front-desk staff. See three innovative practices that could help hotels deliver high levels of service even if they are short staffed. Discover new ways to staff — 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> - 12:42 - 11 Apr 2023

• E-Lock: The Ultimate Solution for Ensuring Safe Delivery of High-Value Items

  E-Lock: The Ultimate Solution for Ensuring Safe Delivery of High-Value Items

  Secure your fleet and cargo with E-lock and ensure uninterrupted operations

  Download E-book Secure your fleet and cargo with E-lock and ensure uninterrupted operations. Boost safety and profits. Find out what makes our software stand out from the crowd Compatible with any E-lock Provide your clients with the software that is compatible with all the current and advanced E-locks available to secure assets. E-lock Violation Alerts Prevent theft and tampering with E-lock violation alerts. Get instant notifications of unauthorized access to vehicles or cargo. Web & Mobile Access Track assets anytime, anywhere with our web and mobile app solution. Get notifications, monitor assets, and access the dashboard from any device. Empower your clients with an advanced E-lock software Get a Demo Other features you can explore Fuel Management Tire Management Video Telematics Route Optimization Job Module Expense Management OBD TPMS 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 - 11 Apr 2023

• Ready, set, go: A leader’s guide to action in 2023

  Harmony Internal - McKinsey

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  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 Leaders are used to deciding what should happen when. Yet sometimes the goal may be clear but the path murky on the way there. Or it may be difficult to detect which of many possible actions is most suited to a specific situation. In an uncertain world, the test of a leader’s skill may lie in reading and responding to signals accurately: our research shows that this capability may be what kept some organizations more resilient than others during the pandemic-induced downturn of 2020. If you’re not sure which signals are red flags or green lights, read on for some indicators. AN IDEA Watch for three signs that need action Leaders have a multitude of priorities, but CEOs the world over agree on what matters most. In our latest CEO Excellence Survey, led by McKinsey senior partners Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink, the heads of leading companies name disruptive technology, the economy, and geopolitics as the top signals that they expect to monitor and act on in 2023. A mix of defensive and offensive moves takes center stage in this new playbook. For example, in response to digital disruption, many global companies are spending heavily on advanced analytics to gain competitive advantage. They’re also fortifying cybersecurity infrastructure as online threats escalate. And the growing number of geopolitical risks has many leaders enhancing their organizations’ compliance and early-warning capabilities: “Globalization is changing, but it’s not disappearing,” says one CEO. “We need to plan for multiple scenarios and have a game plan for each contingency.” A BIG NUMBER 1 That number stands for the ‘superpower’ that your organization needs to set it apart from the rest, according to research by McKinsey senior partners Homayoun Hatami, Brad Mendelson, Michael Park, Liz Hilton Segel, and Rodney Zemmel. “Around the world, CEOs are concluding that success in congested, increasingly commoditized markets can be achieved by building a superpower,” they say. This is an institutional capability whereby an organization consistently does something better than its competitors. Six elements go into building such a capability, which could be a functional one—such as sales or supply chain management—or an enterprise-wide strength such as agile decision making, the ability to innovate, or customer centricity. A QUOTE ‘Risk needs to be part of everyone’s job.’ That’s McKinsey’s Jim Boehm, Jan Shelly Brown, Lama Sabbagh, and Karim Thomas on the importance of aligning everyone in the organization on risk control initiatives. Business units and the risk function tend to be at loggerheads, but as organizations grapple with geopolitical and economic uncertainty, they should consider adopting a unified mindset regarding risk controls. “We’ve found that the best companies establish active collaboration between risk, security, IT, and the business units,” the authors note. “They have a comprehensive understanding of the changes needed at the operating-model, technology, and culture levels, and a coordinated approach to the actions to take and in what order.” A SPOTLIGHT INTERVIEW Short-term disruptions may distract companies, but “the long-term direction doesn’t change: the commitment is to net zero,” says McKinsey senior partner Humayun Tai in this podcast on achieving a balance between building resilience and committing to clean energy. Companies may need to adopt a mix of strategies to move closer to this goal, such as tapping into both public- and private-sector funding, investing in sustainable materials, and forming green partnerships. According to McKinsey partner Anna Moore, an essential action for leaders is to be “laser focused on where there truly is market share gain, or green premium to be had, from new, sustainable value pools.” For example, she says, “tooling and machinery companies [are] shifting from serving oil and gas to serving renewables. It’s tweaking the existing asset base to match where the direction of travel is around sustainability.” STUCK IN TRAFFIC Death by committee. Paralysis by analysis. These are phrases commonly used to describe situations where actions come to a standstill because of too much debate, persistent disagreement, power plays, or fear of making a wrong turn when economic and business signals are ambiguous. Leaders may need a structured way to break such gridlocks. McKinsey senior partner Aaron De Smet and colleagues suggest a framework called DARE—standing for deciders, advisers, recommenders, and execution stakeholders—that outlines a well-defined path from decision to action. “It can be helpful to involve more people in making a decision—but only when roles are clearly articulated,” they say. “Give more people a voice, but fewer people a vote.” Lead with action. — 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> - 02:41 - 10 Apr 2023