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I am writing to inquire if your company can supply food (rice)
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by "David" <davidmoussavou@server.com> - 01:37 - 27 Mar 2023

A leader’s guide to long-term workforce health

Harmony Internal - McKinsey

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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

It isn’t hard to make the connection between health and productivity— after all, common sense dictates that healthier people tend to be more productive and stay in the workforce longer. But the extent of the connection may not be immediately apparent. Our research shows that the improved labor productivity and higher incomes associated with better health can give societies a strong economic boost. The benefits of investing in health go beyond the traditional healthcare industry: they invite consideration from leaders in all industries and public- and private-sector organizations worldwide. Here are some actions you can take right now to ensure that your workforce remains healthier for longer.

AN IDEA

Image of two workers in a manufacturing plant

Consider the ROI of health

Like most smart investments, spending on health can yield substantial returns. Our latest report on the impact of reducing the global disease burden finds that health improvements could add $12 trillion, or 8 percent, to global GDP in 2040. For employers, that means greater labor force participation, fewer employee health conditions, and improved productivity from workers who are physically, cognitively, and psychologically healthier. According to McKinsey senior partners Sven Smit and Jonathan Woetzel and their colleagues, every dollar invested in improving health could yield an economic return of $2 to $4. Long-term disease prevention and health promotion “cannot simply be left to healthcare providers or healthcare systems,” they say. “It is quite literally everybody’s business. Advancing healthy communities and healthy and inclusive workplaces will be critical.”

A BIG NUMBER

10

That’s the number of new technologies that could reduce the burden of disease by 6 to 10 percent more than the estimated 40 percent from known interventions. Emerging technologies can not only fully cure many diseases but may also postpone the onset of age-related conditions, report the authors of a new McKinsey study. For example, a class of small molecules called senolytics may decrease or eliminate the aging cells that cause certain diseases. But to realize the potential of these innovations, leaders in businesses, governments, and academia need to make continual R&D investments, the McKinsey researchers suggest.

A QUOTE

‘Mental health must be a priority for every employer.’

That’s Garen Staglin, cofounder of the brain health nonprofit organization One Mind, in a discussion with McKinsey’s Erica Coe and Kana Enomoto. Noting that an increasing number of people are experiencing mental-health challenges—many for the first time in their lives—Staglin emphasizes the importance of employer involvement in workplace mental-health efforts. In particular, “the single biggest influencer of a behavioral-health program’s success is the level of personal commitment from the CEO and other senior executives,” he says. Without that support, “these programs tend to lose momentum, often getting supplanted by new priorities over time.”

A SPOTLIGHT INTERVIEW

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“The mind plays a massive role in how we create a healthy reality,” says author and entrepreneur Tamen Jadad-Garcia in this discussion with McKinsey. “Your mind has a practically unlimited capacity to interpret something as stressful or fear-inducing, but you can also interpret the same context as calming, joyful, and welcoming.” Besides training your brain to achieve this more optimistic perspective, Jadad-Garcia suggests paying attention to the qualities of physical spaces, which “can either contribute to or sabotage our healthy realities.” For example, green spaces—such as grasslands, trees, or vegetation—have been shown to improve cognitive functioning and reduce stress. “Being in nature helps with attention span, creativity, well-being, and happiness,” state McKinsey senior partner Arne Gast and coauthors in this article. “It shouldn’t be a vacation from building these crucial skills but rather a foundational resource for individual and team development.”

BRAIN TEASERS

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You read a fortune cookie and you’re pleased at how aptly the prediction applies to you. That’s an example of the “Barnum effect,” a well-known cognitive bias where people believe that vague or generalized statements are tailored specifically to them. The Barnum effect is just one of many tricks that our minds play on us and that can affect decision making. People may tend to believe information that they hear repeated many times over—for example, the belief that online meetings are just as effective as those occurring in person. Such biases can constrain personal growth and job performance, says McKinsey partner Julia Sperling-Magro, a medical doctor and neuroscientist whose work focuses on helping leaders shift their mindsets and behaviors. “The biggest danger is when people think they are being impartial but in fact carry deep biases.”

Lead in good health.

— Edited by Rama Ramaswami, senior editor, New York

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:52 - 27 Mar 2023

There’s a tech skills gap in Europe. Can leaders find and retain women in tech?

On Point

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

Closing Europe’s tech talent gap

In the news

•

Green-tech skills sought. In Europe, a shortage of workers with digital, engineering, and other skills is constraining investment in green technology, according to a survey of roughly 12,500 companies and 685 local officials. Even as Europe plans to boost production of green technology, more than 80% of businesses stated that green-energy projects weren’t moving forward due to a lack of skilled workers. The region is aiming to establish learning centers that will equip workers with capabilities for the green-energy transition. [FT]

•

Solar skills shortage. Europe’s ambition to expand capacity in solar and wind power could be hamstrung by a shortage of workers with related skills, including in civil and electrical engineering and in project management, an industry group has warned. In 2030, Europe’s solar sector will need more than one million employees to meet the region’s clean-energy-production goals. As solar-energy companies compete for talent with other industries, such as automotive, some are founding in-house training centers to serve employees. [Reuters]

McKinsey analysis shows a tech talent gap of 1.4 million to 3.9 million people by 2027 for EU-27 countries.

On McKinsey.com

•

Europe’s tech gap. Leaders in Europe building competitive advantage and growth should consider one fact: women hold only 22% of all tech roles in European companies. Addressing this shortfall is about more than doing the right thing; it’s an economic necessity, explain McKinsey senior partner Sven Blumberg and coauthors. Doubling the share of women who work in European tech to roughly 45%—about 3.9 million more women by 2027—could close Europe’s tech talent gap and increase GPD by €260 billion to €600 billion.

•

A big drop-off point. One major drop-off point for women in European tech occurs at the end of secondary education. During primary and secondary education, there are no indications that girls lag behind boys in STEM classes. Despite this, there’s an 18-percentage-point decline in girls going into STEM disciplines when they go to university. One reason may be that girls receive significantly less support for pursuing STEM careers. Discover four interventions that may increase the number of women in European tech.

See how to retain women in tech

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:24 - 27 Mar 2023

[Free tool] Explore APIs, Develop Faster

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by "SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 08:51 - 26 Mar 2023

6. Performance through people: Transforming human capital into competitive advantage

A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development

7. What is the future of work?

Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what’s coming

8. Diversity, Equity and Inclusion Lighthouses 2023

Leaders need clarity on what works to improve diversity, equity, and inclusion. Our 2023 report shows success factors that contributed to significant, quantifiable, scalable, and sustainable DEI impact. Be accountable

9. Author Talks: The world’s longest study of adult development finds the key to happy living

Harvard study director Robert Waldinger provides the data-backed answer to what makes people live happier and longer lives and shares the choices anyone can make to start feeling more fulfilled right now. Take stock

10. What is Davos?

Davos, Switzerland, is where the World Economic Forum holds its annual meeting. Delegates from many sectors converge for several days of talks and meetings to address urgent global issues. Understand the agenda

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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 03:33 - 25 Mar 2023

The week in charts

The Week in Charts

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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 meat consumption in China, racial inequities in cities, young talent shortage in mining, investing in microelectronics, and G&A costs.

FEATURED CHART

Meating agenda

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This week’s other select charts

Locating racial inequities

Mining for talent

Big things come in small devices

Rethinking administrative costs

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 11:51 - 25 Mar 2023

A conversation with partner Anu Madgavkar

Harmony Internal - McKinsey

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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

New from McKinsey & Company

The Women of McKinsey: Anu Madgavkar

This Women’s History Month, we’re chatting with McKinsey leaders about their role as women in the workplace and beyond. Today, we’ll hear from Anu Madgavkar, a McKinsey Global Institute partner who leads global research focused on labor markets and human capital, technology’s economic impact, gender economics, digital and financial inclusion, and inclusive growth. For more Q&As throughout the month, bookmark this page.

What are you most proud of?

I'm most proud about how we, as a firm, and at the McKinsey Global Institute, really shape and influence the way global leaders think about important issues. I think our work around gender parity and sizing its economic value changed the course of the debate. We were also the first to put society issues side-by-side with economic ones, as we thought about capturing that opportunity. That changed the way world leaders like Shinzo Abe, Hillary Clinton, and Melinda Gates talked about these issues and framed them.

More recently, we are setting aspirations for whole nations in terms of economic empowerment, rather than just poverty reduction. That changes the way world leaders are thinking about these issues, including most recently at the B20 in Indonesia, where we really set the course for a much bolder set of aspirations for countries to take forward.

Watch the full interview

PUBLISHED WORK

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Rekindling US productivity for a new era

Regaining historical rates of productivity growth would add $10 trillion to US GDP—a boost needed to confront workforce shortages, debt, inflation, and the energy transition.

Download the full report

Performance through people: Transforming human capital into competitive advantage

A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge.

Emphasize skill development

Addressing the revolving door in risk

As the field of risk management evolves, the value proposition for employees has to evolve as well.

Create more interest

To see more essential reading on topics that matter, visit McKinsey Themes.

— Edited by Eleni Kostopoulos, managing editor, New York

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by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:42 - 24 Mar 2023

Announcing a new way to read the McKinsey Quarterly

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Executive insights, now for everyone

For nearly six decades, the McKinsey Quarterly has been McKinsey’s flagship print publication, available only to a relatively limited number of print subscribers. We’re now delighted to offer the Quarterly to a wider audience in a digital experience that has all the same content and elegance of the print magazine, but in an engaging package that helps to reduce our collective carbon footprint—as we accelerate on the path toward a more sustainable future for all of us.

As a McKinsey.com subscriber, you’re invited to sign up for a free McKinsey Quarterly membership to read the first digital edition of the magazine in full before it’s open to the public—and be notified each time a new issue is ready.

To sign up, visit the new Quarterly landing page and either log into your existing McKinsey.com account or create a new one.

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by "McKinsey & Company" <publishing@email.mckinsey.com> - 07:27 - 24 Mar 2023

So you want to be CEO? Here’s how.

The Shortlist

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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. In this edition, we look closely at new advice for CEO aspirants, the squeeze on middle management, and more. We hope you enjoy the read.

—Liz and Homayoun

Illustration of a person climbing a large mountainside

What’s new

One in a million. When Mary Barra joined General Motors as an 18-year-old intern, she was more likely to be struck by lightning than become CEO. The odds were far lower than one in 750,000 (the number of GM employees at the time). Yet today, she’s nearly ten years into her tenure. How did she—and dozens of other CEOs—beat the odds? There’s no guaranteed formula, but we’ve isolated four key pieces of advice that will greatly increase your chances of winning the top job.

To get your trail map, read Stepping up: Becoming a high-potential CEO candidate, a new article by Carolyn Dewar , Scott Keller , Vikram Malhotra , and Kurt Strovink .

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What’s now

Middle managers can’t win. Sometimes they’re seen as superfluous; “managers managing managers” is one recent criticism. Sometimes they’re so vital to everyday operations that they’re essentially still working a line job, with no time to help the people who report to them. If those people leave for lack of a good boss, the company suffers. Where’s the middle ground?

If your company is in one of these traps, our new article has tips to get out. Check out Stop wasting your most precious resource: Middle managers, by Emily Field , Bryan Hancock , Marino Mugayar-Baldocchi, and Bill Schaninger .

Illustration of a person trying to turn several gears

What’s next

The rise and rise of generative AI. Not all business problems are machine learning problems. But looking at some persistent challenges through a machine learning (ML) lens can lend critical new insight. Applying foundational models like ChatGPT to specific issues can significantly shorten the time needed for model development, a key step in ML applications. Fashion companies are already using generative AI to shorten their design cycle.

Speed up your problem solving with A new and faster machine learning flywheel for enterprises, by Medha Bankhwal and Roger Roberts .

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What’s needed

Let’s also be smart about intelligence. New automation and AI technologies are poised to change the world. But whether they’re moving the needle in the direction of shared, sustainable global prosperity is another question altogether. In a new report, we found that education—of all kinds, including emotional and social skills, and at all learning stages—will be critically important to ensuring tech-fueled growth leaves no one behind.

To learn more about the looming skills gap—and how to close it—check out The skills revolution and the future of learning and earning, a new report by Emma Dorn , Stephen Hall , Hibatalla Ibrahim, Shajia Sarfraz, Dirk Schmautzer , and Safia Tmiri.

We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.

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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:29 - 24 Mar 2023

Where does shared autonomous mobility go next?

On Point

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

On shared autonomous mobility

In the news

•

Boosting employment. Many people with disabilities have limited options for accessible transportation, making it difficult to find employment. Self-driving cars might enable millions of Americans with disabilities to participate in the workforce, per a National Disability Institute study. In 2021, 21% of Americans with disabilities held jobs, compared with nearly 70% of people without disabilities. Widespread adoption of self-driving cars could add an additional 9.2 million US workers to the labor force, including 4.4 million people with disabilities. [Axios]

•

Smaller parking lots. Self-driving vehicles such as robo-taxis may reduce the need for big parking lots in urban areas, since consumers would probably need fewer private cars. However, nearly 70% of American adults say they are wary of fully autonomous cars, and many are confused about self-driving systems and how they operate, a recent AAA survey has found. Although self-driving cars have faced concerns over safety, a majority of serious collisions are caused by human error, according to a US government study. [The Week]

Competition will likely be most intense in major urban areas. Top AV markets worldwide will likely include Beijing, London, New York City, Paris, and Shanghai.

On McKinsey.com

•

Commercializing autonomous cars. As the autonomous-vehicle (AV) industry attempts to move from testing and validating the technology to launching and commercializing it, it faces some challenges. Pure-play AV players have seen dropping valuations, and investments into the space are slowing. However, commercial successes of key players in China and the US suggest that the promise of shared autonomous mobility, including robo-taxis and robo-shuttles, could soon be realized for the on-road, inner-city transportation of people, explain McKinsey partner Kersten Heineke and coauthors.

•

Selective capital. Today’s uncertain economic and political environment has created headwinds for R&D and venture capital investments. With more cautious investors, capital has become more selective. AV players gearing up for commercialization will require significant capital outlays before the business can turn profitable. McKinsey analysis suggests cumulative burn rates of about $50 billion to $67 billion through 2030, with results varying by region. Consider five key factors that may influence the future shared AV market.

Understand the shared AV market

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:10 - 23 Mar 2023

See Adobe Commerce in action at our upcoming demo webinar

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How AI makes product recommendations a breeze
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by "Adobe" <demand@info.adobe.com> - 10:06 - 23 Mar 2023

Reminder: Artificial Intelligence Webinar

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by "Statista | Webinars" <webinars@statista.com> - 09:04 - 23 Mar 2023

Monitoring software shouldn’t be hard.

New Relic

Without a complete picture of application performance, incidents can catch you off guard—and fixing them can take uncomfortably long. Using distributed tracing in New Relic APM gives you that complete picture, so your team can have the answers they need to stay a step ahead.

With distributed tracing, teams can:

Trace the path of a request as it travels across a complex system.
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by "New Relic" <emeamarketing@newrelic.com> - 06:36 - 23 Mar 2023

How are the best CEOs navigating the turbulence of 2023?

On Point

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

Top trends for CEOs in 2023

In the news

•

Testing generative AI. CEOs and other leaders are experimenting with buzzy generative AI tools that can produce artwork, images, and text with human-like results. Using an AI-enhanced chatbot to write letters and emails has already enabled one leader, the CEO of an online learning platform, to “spend way more time thinking.” At an international architecture firm, an AI-based image generator has become so popular with clients that the company is working to create a formal set of policies on the use of generative AI. [WSJ]

•

More upbeat. At the start of 2023, CEOs were feeling a little more upbeat about the economy, reveals a survey of roughly 140 top US bosses. Chief executives’ sentiment isn’t consistent with a recession. This year, they forecasted that the economy would grow 1.4%, which is below historical levels of growth but also not in negative territory. The US job market has proven resilient, and business activity is also keeping up. However, inflation is still high, and 71% of CEOs said that they are worried about the national debt. [The Hill]

Companies that outperformed peers during the 2008 crisis cut operating costs by 1% before the downturn, while the others expanded costs by the same percentage.

On McKinsey.com

•

Three big trends. Which trends matter most to leading CEOs in 2023? McKinsey’s latest CEO Excellence Survey takes the pulse of the world’s top-performing CEOs’ evolving priorities and the actions they’re taking in response. Their answers suggest that three trends will have the biggest influence on how they lead their business in 2023 compared with past years: digital disruption, the economy, and geopolitics, find McKinsey senior partner Carolyn Dewar and coauthors.

•

Risks and opportunities. Today’s top CEOs are making defensive and offensive moves. Leaders who protect against risks and uncover new opportunities create a powerful playbook. To deal with digital disruption, 62% of CEOs say they are developing advanced analytics. One beverage company used geolocation data to personalize and target content for consumers, which led to a 17% increase in media spend ROI. Explore more actions CEOs are taking to navigate the turbulence of 2023.

See the actions of top CEOs

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:45 - 23 Mar 2023

A Tire Management Software that works with various industries

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Unlock the full potential of your tires. See how tire management software can benefit several industries.

Use Cases Across Industries

Mining Industry

Mining operations face harsh conditions that result in rapid tire wear and failures, causing costly downtime and safety risks. Our software tracks real-time tire wear and other metrics to identify potential issues, enabling proactive measures to prevent failures

Trucking Industry

Managing tire costs is crucial for trucking operations. With various tire brands and models to choose from, it can be challenging to identify the most cost-effective ones. Our software provides real-time tracking of tire performance and costs, to compare and optimize tire usage

Agriculture Industry

Efficient farm operations rely on tire monitoring for heavy machinery. Our software facilitates real-time monitoring of all tires, issuing alerts for underinflated, overinflated, or abnormally worn tires. Additionally, it generates various reports for analysis

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What’s the fate of globalization? New research breaks down changes in global flows.

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How globalization is changing

In the news

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Rerouting relationships. Multinational companies have spent decades investing in supply chains that span the globe. Now, amid shifting geopolitical tensions, organizations are revisiting their relationships with suppliers as they focus on safety and on diversifying their economic ties. World trade accounts for 57% of overall economic activity, down from a high of 61% in 2008. As companies reroute export and supply chain pathways, this has resulted in strengthened ties with some countries and reduced reliance on others. [WSJ]

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Global melting pot. Some economists believe that globalization peaked in 2007, before declining in the face of the global financial crisis, populist politics, the pandemic, and war. But the global success of some K-pop groups shows that cultural globalization is unstoppable—there’s no winding back the blending of Western and Asian cultures. Moreover, one US economist points to an increase in cross-border trade in services as evidence that globalization is continuing. [Bloomberg]

“Multinationals play an outsize role in global flows. They are responsible for about 30% of trade, 60% of exports, and 82% of exports of knowledge-intensive goods.”

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Ties that bind. While flows of goods have leveled off after nearly two decades, they have also kept pace with GDP over the past few years, despite the COVID-19 pandemic and other disruptions, explains McKinsey Global Institute director Olivia White in an episode of The McKinsey Podcast. According to research by White and colleagues, globalization is evolving, rather than fracturing. Flows representing knowledge and know-how, such as intellectual property and data, and flows of services and international students are now growing faster than the flows of goods.

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Stronger together. The world remains interdependent. In fact, “every region in the world depends on another significant region for at least 25% of a flow it values most,” White says. For instance, resource-rich regions of the world depend on other regions to import manufactured goods, while manufacturing centers depend on others for food and other resources. Listen to the podcast for more ways globalization could continue to progress in coming years.

See how global flows are evolving

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Proposal

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.

by "David" <davidmoussavou@sendgrid.net> - 05:36 - 21 Mar 2023

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