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• Succeeding by design: A leader’s guide

  Harmony Internal - McKinsey

  Style and substance ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Most of us celebrate and enjoy creativity of any kind, whether it’s in the form of a tastefully designed product or a striking piece of art. McKinsey research shows a strong correlation between creativity in business and superior financial performance. But given that creativity isn’t a quantifiable metric, how can leaders harness it to spur business growth? Design thinking—a dynamic, intuitive approach to problem solving—may be the answer. Although this approach has been around for decades, it is making a resurgence as it is especially suited to operating in today’s uncertain and volatile economic environment. This week, we explore how organizations based on design-thinking principles can deliver outstanding results. AN IDEA Design to deliver business value The word “design” connotes the way something looks, but design thinking goes much deeper than that. The McKinsey Design Index reveals a strong relationship between good design and exceptional business performance in both product- and service-based sectors—if the design mindset permeates all aspects of the organization, including the executive suite. “The companies with the best financial returns have combined design and business leadership through a bold, design-centric vision clearly embedded in the deliberations of their top teams,” say the authors of this McKinsey Quarterly article. That means breaking the stereotype of designers as isolated mavericks. Our research shows that organizational integration is the hallmark of successful design departments, whose leaders work with senior management to embed designers into cross-functional teams and give them the training and tools needed to collaborate and lead effectively. A BIG NUMBER 10 That’s the number of best practices in design that correlate with improved financial performance. Conducting both qualitative and quantitative customer research, prototyping frequently, and creating rigorous metrics are among the actions on the list. For successful design-led companies, “design is more than a feeling,” note McKinsey partner Benedict Sheppard and colleagues. “They measure and manage design as rigorously as they do cost, quality, and time. Design strength is a C-level metric, and the head of design stands shoulder to shoulder with the heads of sales, operations, and finance.” A QUOTE “Design thinking is a methodology that we use to solve complex problems, and it’s a way of using systemic reasoning and intuition to explore ideal future states.” That’s McKinsey digital partner Jennifer Kilian in this podcast on how design can provide a unique competitive advantage. “Culture is extremely important to the success of a design-thinking-led organization,” she says, citing four factors that contribute to this culture: an in-depth understanding of customers, empathy with the people for whom the organization is designing, teams that collaborate on design in real time, and taking swift action. The objective is to cultivate “that learn-test-learn thinking that brings things to market that are more successful and refines faster over time,” says Kilian. A SPOTLIGHT INTERVIEW “Sometimes, questioning the tropes which have been handed down leads to something a bit more interesting,” says cartoonist and illustrator Tom Gauld in this interview with McKinsey’s Raju Narisetti. He’s talking about his first-time venture into writing a picture book for children, but he might well be describing the design-thinking process, where ideas undergo a rapid series of iterations, evaluations, and improvements before they are realized. Gauld drew upon a rich assortment of sources—such as old fairy-tale tropes, his daughters’ storytelling rituals, and a wealth of writing and illustration styles—to develop his modern bedtime story. And the process didn’t end there, he says: “Even in this short, one-night, one-evening story, there’s a feeling of bigness, of a fairy-tale world where there’s not just this one story going on, but there’s magic everywhere and there are possibilities.” FAILURE IS AN OPTION Like any other business model, design thinking has limitations. For one thing, it “needs strong leadership to bring together a diverse range of stakeholders,” caution McKinsey partner Ankur Agrawal and coauthors in this article. You’ll need considerable skill and stamina to persuade teams from purchasing, manufacturing, R&D, marketing and sales, finance, and design to work together to develop and implement ideas. It’s also important to ensure that everyone in the organization concurs on design-thinking principles: for example, typical managerial thinking tends to hold failure as something to avoid, whereas design thinking welcomes failure as a chance to learn. Lead by design. — 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> - 02:21 - 3 Apr 2023

• Cloud computing is more than just data storage. Here’s how to maximize its potential.

  On Point

  Benefits and risks of cloud computing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The many uses of cloud computing In the news • Controlling cloud costs. A spending rollback in tech has created a niche for start-ups that help companies understand how much money they’re spending on cloud computing. These start-ups—backed by healthy venture capital investment—offer digital platforms that can eliminate needless cloud spending. In March 2023, one such company headquartered in New York raised $21 million. Part of what made that start-up appealing was its self-service model that allows customers to sign up without a sales appointment, said a partner at a venture capital company that led a round of investing for it. [Bloomberg] • Reaching for the clouds. To gain the most value from cloud computing, companies need to do more than just “stick your stuff in the cloud,” according to one UK-based executive. Chief information officers, researchers, and other experts advise that existing IT functions also have to change when companies adopt cloud services. If not, organizations merely shift their servers from their data centers to another company’s. Optimizing IT organization and strategy can eliminate linear software development, which enables teams to deliver innovative features more quickly. [CIO] Fortune 500 companies adopting the cloud could realize more than $1 trillion in value by 2030, and not from IT cost reductions alone, according to McKinsey’s analysis of 700 use cases. On McKinsey.com • Finding value quickly. The dash to digital in recent years has proven the power of cloud computing across a wide range of industries. Many organizations are using the cloud-computing model to create value more quickly. For instance, a biotech company harnessed cloud computing to deliver the first clinical batch of a COVID-19-vaccine candidate for Phase I trials in just 42 days, explain McKinsey senior partner Kate Smaje and coauthors. Customization opportunities in the cloud, including individualized applications and analytics, mean that companies of any size can tailor the infrastructure to their needs. • Some risks. The cloud offers huge cost savings and potential for innovation. But when companies migrate to it, the simple lift-and-shift approach doesn’t reduce costs. Instead, companies must improve their existing applications to take advantage of cloud services. Legacy cybersecurity architectures and operating models can also present problems when companies shift to the cloud. Explore three actions that CEOs can take to increase value from the cloud. Comprehend cloud computing — 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> - 12:17 - 3 Apr 2023

• Top ten reports this quarter

  McKinsey&Company

  At #1: Performance through people: Transforming human capital into competitive advantage ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   For direct answers to complex questions, check out McKinsey Explainers. Top Ten Reports | First Quarter 2023 Our top ten reports this quarter look at labor productivity growth in the US, the future of autonomous driving, and more. At No. 1 is Performance through people: Transforming human capital into competitive advantage, which features analysis from authors including Anu Madgavkar, Bill Schaninger, Dana Maor, Olivia White, Sven Smit, Hamid Samandari, and Jonathan Woetzel on 1,800 large companies across sectors in 15 countries. Read on for our full top ten. 1. 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  2. 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  3. Autonomous driving’s future: Convenient and connected By 2035, autonomous driving could create $300 billion to $400 billion in revenue. New research reveals what’s needed to win in the fast-changing passenger car market. Grasp the potential  4. McKinsey Global Private Markets Review 2023: Private markets turn down the volume According to our latest Global Private Markets Review, private markets faced a year of two halves in 2022, with buoyancy in the first half and plummeting deal volumes, declining performance, and falling valuations in the second. Download the full report  5. Sporting goods 2023: The need for resilience in a world in disarray After recording a widely positive performance in 2021, the sporting-goods industry has seen multiple challenges in the past year, including the threat of global recession, war in Europe, continued supply chain challenges, and rapidly rising interest rates—all contributing to a world in disarray. Resilience will be key to tackling the highly uncertain environment and preparing for the next wave of growth. Deliver on promises  6. Global Insurance Report 2023: Expanding commercial P&C’s market relevance The nature of risk is evolving faster than ever. Commercial carriers must step up to fulfill the societal desire for resilience in a volatile world by closing protection gaps—or risk losing relevance. Prepare for the future  7. A guide to impact investing in Black economic mobility Eight socioeconomic pillars can support the growth of Black-owned businesses and increase opportunities for Black communities. Download the full report  8. The skills revolution and the future of learning and earning Technology is changing the nature of work. To prepare the workforce of tomorrow and ensure sustainable and inclusive growth, education and vocational training will need to adapt to new ways of working. Glimpse the future  9. On the brink: Realizing the value of analytics in insurance Insurers in Europe, the Middle East, and Africa invest significantly in advanced analytics but have unlocked a fraction of the potential value. How do top performers tip the balance in their favor? Be a top performer  10. Women Matter, Spain: Women are still far from top corporate-leadership positions Women are well represented in the country’s workforce but are relatively scarce at the top—and that won’t change anytime soon given current promotion trends. Yet companies can act to turn the tide. Read the full report  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. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of the Top Ten Most Popular 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 Top Ten" <publishing@email.mckinsey.com> - 06:27 - 2 Apr 2023

• Feeling uncomfortable? IBM’s Ginni Rometty says it could be a chance to grow

  Readers & Leaders

  Take a risk ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND If you’re leaning toward playing it safe, think again. In this edition of Readers & Leaders, hear Ginni Rometty recount how she grew through uncertainty on the road to the IBM C-suite, heed Financial Times chief commentator Martin Wolf’s warning for the state of democratic capitalism, and more. Catch up on new conversations from Author Talks, plus this month’s top bestselling business books, prepared exclusively for McKinsey by Circana. Itching for more? Preorder Power to the Middle: Why Managers Hold the Keys to the Future of Work by McKinsey partners Emily Field and Bryan Hancock and senior partner Bill Schaninger. Visit McKinsey on Books for the latest, and to get Readers & Leaders in your inbox monthly, click here to subscribe. IT BEARS REPEATING “My growth and comfort [could] never coexist. I think if you shut your eyes and think about when you learned the most in life, it’ll be at times when you were in risky or uncertain situations. That crystallization made it much easier for me to take on risky changes in different jobs that were really difficult. I realized that when I put myself in those circumstances, even though it didn’t feel right on the inside, I learned a lot … It’s okay to be uncomfortable on the inside.” — Former IBM chairman and CEO Ginni Rometty in a recent edition of Author Talks. IN CASE YOU MISSED IT Leadership coach Sally Helgesen shares specific techniques for building an inclusive culture: “This is very important. A way of demonstrating inclusion is, when an unfamiliar name crops up, ask the person, and ask them once, ‘How do you pronounce your name?’ Write it down, rehearse it if necessary, and then don’t get it wrong. It’s very important communication behavior that can be really helpful.” Watch the full interview. Business psychologist Tomas Chamorro-Premuzic is asking you to break routine: “If we think of humanity as the model that algorithms and artificial intelligence try to imitate, we’ve diluted ourselves to create a model of humanity that is too simple. Artificial intelligence has already managed to do most of the things we do…. That is the ask at the end of the book: to reclaim our humanity and find ways to be more than what AI thinks we are and more than what the algorithms can predict in our everyday life.” Watch the full interview. The Financial Times’s Martin Wolf details a plan for rescuing democratic capitalism from crisis: “If you think about what we need to do to make democratic capitalism work better…. The aims are to restore growth as best as we can, and for that growth to be reasonably broad in terms of its impact. It needs to generate opportunities for most people. It needs to protect people through the most extreme vicissitudes of life.” Watch the full interview. LOOKING AHEAD Power to the Middle: Why Managers Hold the Keys to the Future of Work McKinsey partners Emily Field and Bryan Hancock and senior partner Bill Schaninger offer a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers. Preorder now  BUSINESS BESTSELLERS TOP 8 Step into spring with a good book in hand. Find your next entertaining and enlightening read on this month’s list of business bestsellers in eight categories, prepared exclusively for McKinsey by Circana. Explore the full selection on McKinsey on Books. BUSINESS OVERALL Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) DECISION MAKING How Big Things Get Done: The Surprising Factors That Determine the Fate of Every Project, from Home Renovations to Space Exploration and Everything in Between by Bent Flyvbjerg and Dan Gardner (Random House) ECONOMICS The Crisis of Democratic Capitalism by Martin Wolf (Penguin Group USA) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE Deliberate Calm: How to Learn and Lead in a Volatile World by Jacqueline Brassey, Aaron De Smet & Michiel Kruyt (HarperCollins Publishers) DIVERSITY & INCLUSION Caste: The Origins of Our Discontents by Isabel Wilkerson (Random House) SUSTAINABILITY Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman and Andrew Winston (Two Rivers Distribution) BOOKMARK THIS Top ten articles of Q1 2023 McKinsey’s most popular articles from the first quarter of 2023 look at the metaverse, leadership mindsets, and more. See what everyone’s reading  Your latest McKinsey Crossword: Pasta Perfect 11-Down: Film genre of A Fistful of Dollars. Can you solve it? Play now If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@McKinsey.com. Due to the high volume of requests, we will respond only to those being considered. —Curated by Molly Liebergall, 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 the Readers & Leaders 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 Readers & Leaders" <publishing@email.mckinsey.com> - 04:27 - 2 Apr 2023

• ICYMI: The Women of McKinsey

  Harmony Internal - McKinsey

  It’s a wrap on Women’s History Month, but the work continues ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices New from McKinsey & Company The Women of McKinsey Resilience, confidence, and being unafraid to ask for help. These are three traits María del Mar Martínez, McKinsey’s global chief diversity, equity, and inclusion officer, has adopted during her professional journey. To celebrate Women’s History Month, we sat down with 11 McKinsey leaders across the globe to ask them about their experiences as women in the workplace—and beyond. Their stories, though unique, reveal common threads of grit and tenacity. Visit the full collection for key lessons, meaningful moments, and sound career advice, or click through to each video interview below. View the collection María del Mar Martínez María del Mar Martínez is a senior partner in Madrid who co-leads McKinsey’s Risk & Resilience practice and advises financial institutions on growth strategies and organization, innovation, risk management, and control. She is also McKinsey’s global chief diversity, equity, and inclusion officer. Watch the interview  Kweilin Ellingrud Kweilin Ellingrud is a McKinsey Global Institute director and senior partner in Minneapolis who leads insights and discussions on future of work, gender equality, racial equity, and productivity. Watch the interview Katy George Katy George, senior partner and chief people officer, oversees all people functions across the firm, including diversity and inclusion, and leads client transformation and research around technology-enabled operations and manufacturing. Watch the interview  Tania Holt Tania Holt, who leads McKinsey’s healthcare work across Africa, advises governments, development agencies, philanthropists, and private sector entities on topics of public health and safety, control of endemic diseases, pharma supply chains, and operational efficiencies. Watch the interview  Alexis Krivkovich Alexis Krivkovich is a senior partner who leads McKinsey’s Bay Area office and our financial technology work in North America. Watch the interview Anu Madgavkar Anu Madgavkar is 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. Watch the interview  Clarisse Magnin-Mallez Clarisse Magnin-Mallez, managing partner of McKinsey in France, leads work in the Consumer Packaged Goods and Retail practices in Africa, Europe, and the Middle East; the agriculture sector in France; and the circular-economy initiative worldwide. Watch the interview  Liz Hilton Segel Liz Hilton Segel is chief client officer and managing partner of global industry practices. Liz counsels CEOs and aligns with their teams and broader organizations to build new capabilities and new businesses with a focus on growth and performance transformation. Watch the interview Jin Wang Jin Wang is a senior partner in Shenzhen who specializes in the healthcare space. Watch the interview  Lareina Yee Lareina Yee is a senior partner in the Bay Area who advises technology companies on growth and organizational transformation. As a leading expert in gender and diversity, Lareina became the firm’s first diversity and inclusion officer. Watch the interview  Jill Zucker Jill Zucker, a senior partner in New York, brings a unique perspective to help clients anticipate the changing needs of consumers in financial services and adjacent markets. Watch the interview  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 05:09 - 1 Apr 2023

• The week in charts

  The Week in Charts

  EV battery emissions, slowing inflation in food prices, 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 EV battery emissions, slowing inflation in food prices, teacher retention, GDP growth in the Philippines, and advanced analytics in banking. FEATURED CHART Dropping out See more This week’s other select charts Curbing battery emissions A taste of easing inflation? Growth goals in the Philippines Counting on analytics Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:15 - 1 Apr 2023

• How top CEOs are navigating disruption

  Harmony Internal - McKinsey

  Plus, the state of private markets ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, April 2023 Senior partners Carolyn Dewar, Scott Keller, and Vikram Malhotra, authors of CEO Excellence, along with senior partner Kurt Strovink, asked the world’s top-performing CEOs which trends will have the biggest impact on how they lead their business in 2023 compared with past years. Their answers suggest that three “true signals” are most important: digital disruption, the economy, and geopolitics. This month’s first featured story looks at the specific and pragmatic actions CEOs are taking as a result of these signals. Our second featured story offers advice for senior executives looking to ascend to the CEO role. Other highlights in this month’s issue include the following topics: • the state of global private markets in 2023 • how a company can chart a path to building a superpower • how generative AI can help fashion businesses • how organizations can better support their managers to deliver more value Editor’s choice Actions the best CEOs are taking in 2023 Corporate leaders are addressing the risks while finding the opportunities in digital disruption, the economy, and geopolitical uncertainties. 3 strong signals  Stepping up: Becoming a high-potential CEO candidate The road to becoming CEO is a difficult ascent for even the most seasoned leaders. Here are four keys to making the journey a success. Tread carefully  THIS MONTH’s HIGHLIGHTS McKinsey Global Private Markets Review 2023: Private markets turn down the volume According to our latest Global Private Markets Review, private markets faced a year of two halves in 2022, with buoyancy in the first half and plummeting deal volumes, declining performance, and falling valuations in the second. Download the full report What’s your superpower? How companies can build an institutional capability to achieve competitive advantage One capability often sets leading companies apart from the rest. Here’s how to build yours. Find out now Generative AI: Unlocking the future of fashion While still nascent, generative AI has the potential to help fashion businesses become more productive, get to market faster, and serve customers better. The time to explore the technology is now. Ways AI can boost business Stop wasting your most precious resource: Middle managers In the modern workplace, middle managers face many challenges. A new survey finds three areas where organizations can better support their managers and help them accomplish more. Support managers Geopolitical risk: Navigating a world in flux In a fast-fragmenting world, geopolitical instability has vaulted to the top of the CEO agenda. Here’s what today’s fraught global dynamics mean for leaders—and how they can begin grappling with geopolitical risk successfully. Develop resilience The EU digital strategy: The impact of data privacy on global business New data regulations from the European Union require organizational attention, and three key steps can help navigate the data privacy landscape. Navigate the new landscape 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 private equity outperformance Virtual health for all: Closing the digital divide to expand access Scaling green businesses: Next moves for leaders Experience the digital McKinsey Quarterly After nearly 60 years as a print magazine, McKinsey’s flagship publication is now available as an immersive online reading experience. Sign up for a free membership to start reading today. Read the first issue  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. 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 are a registered member of our Monthly Highlights 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 Highlights" <publishing@email.mckinsey.com> - 11:03 - 1 Apr 2023

• Bridging the gap between business and IT, improving student outcomes in K-12 public schools, Tech for Execs, and more: The Daily Read weekender

  Harmony Internal - McKinsey

  Essential insights for the weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM 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 It’s finally the weekend and it’s time to unwind. Get caught up on the week’s big reads on bridging the gap between business and IT, preventing a global food crisis, the latest Tech For Execs on GPT, and more. For IT to become a real driver of value, both business and IT must work together as partners according to McKinsey’s Oliver Bossert and Björn Münstermann. Treat IT as strategic capability Former Washington, DC, school chancellor Kaya Henderson talks to McKinsey’s Emma Dorn about improving enrollment and student outcomes in struggling K–12 public school systems. Make lasting changes Disruptions to the world’s food system are deepening the global food crisis. Check out the latest Five Fifty from McKinsey Quarterly to see how the grocery industry and consumers can help prevent a worsening scenario. Explore the interactive Our weekly briefing note on sustainable and inclusive growth explores racial inequities in healthcare and technology, capturing net-zero transition growth opportunities for P&C insurers, and more. Get updated TECH FOR EXECS In human terms, what’s GPT? Welcome to Tech for Execs: quick primers on key technology concepts to get leaders up to speed. How does GPT work? Generative Pre-trained Transformer, made famous mostly recently by GPT-3 and ChatGPT, is a type of language prediction model that is trained on large amounts of data. Ask it a question or to summarize or translate—it’ll analyze the text, use machine learning to predict the best answer, and respond like a human. What’s the difference between artificial intelligence and machine learning? The latter enables the former. AI is a machine’s ability to perform some tasks that we associate with human minds, like perceiving and problem solving. Machine learning, integral to GPT, involves algorithms trained to perform these tasks. In some cases, the algorithms can learn from their mistakes and adapt over time. How are organizations using GPT today? Generative AI harnesses machine learning for a wide range of use cases—whether that’s a customer service response, creating code, extracting content from medical information, creating personalized product guides etc. By automating previously labor-intensive tasks, GPT can increase productivity, reduce costs, and open new areas for growth. In life sciences, the technology is already being used to accelerate drug discovery through better understanding of diseases. What about the risks? We tend to assume computers always give us accurate answers. But GPT can get things wrong—some risks are associated with data sources which may include unhelpful biases. Others are associated with model performance and accuracy because sometimes these models confidently give the wrong answers. Some others are associated with IP and data privacy breaches. Businesses must understand these risks and carefully manage them. Where do I start with implementing GPT? Start by identifying the parts of your business where GPT could address a business challenge. It’s a good idea to assemble a diverse team that includes data scientists, legal experts, and business leaders, both to monitor your ongoing AI efforts and to maximize their impact. To counter any AI risks, keep an expert human in the loop. QUOTE OF THE DAY “I believe if you’re doing really hard work, you should do it with people who you’re inspired by and who challenge you.” —Kaya Henderson, CEO of Reconstruction and the former chancellor of District of Columbia Public Schools, on engaging and attracting top-caliber talent in “Lessons in leadership: Transforming struggling US K–12 schools” chart of the day See today’s chart Ready to unwind? Sign up for a free McKinsey Quarterly membership Members can read the new digital edition of our flagship publication and get email alerts each time a new issue is available. Learn more  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  11-Down: Film genre of A Fistful of Dollars Know the answer? Test yourself with the latest McKinsey Crossword, Pasta Perfect | No. 121. Food for thought  — 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 - 31 Mar 2023

• Ever tried oat milk? US consumer habits and attitudes toward dairy are changing.

  On Point

  Five highlights from our research ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The dynamic US dairy consumer In the news • Preferring plant milk. Shoppers can choose from a growing selection of nondairy milks created from almonds, oats, and other nuts and plants. These appeal to lactose-intolerant consumers and to those who believe that nondairy products are more sustainable. The global market for plant-based milk is expected to hit about $20 billion in 2023, and sales of plant-based milk products are growing in the US. But nondairy milks often have fewer nutrients than cow’s milk, so pediatricians typically advise families to avoid them, for the most part. [Bloomberg] • Steep costs. Latte lovers have long been accustomed to paying a surcharge for plant-based milks, but a growing number of coffee shops have eliminated it. At one US coffee retailer, ending the surcharge for plant-based beverages in 2022 led to a 45% rise in their sales. Oat milk in particular is quickly becoming popular with US consumers, but it’s often more expensive than dairy. Nondairy milks are costlier to produce, since nuts and plants must be highly processed to turn them into drinks, said a food systems expert. [Bon Appétit] Approximately 45% of the people who consume plant-based milk products plan to increase their consumption of them in the next three years. On McKinsey.com • Devoted to dairy. Dairy plays a significant role in US diets. McKinsey surveyed 1,217 consumers of dairy and dairy alternatives to better understand US dairy consumption and learn how habits and attitudes are changing. About 70% of respondents say they consume dairy products instead of plant-based alternatives, although nearly 25% report consuming both plant-based and dairy products, reveal McKinsey partner Christina Adams and coauthors. • Mixed loyalty. More consumers are trying almond milk, oat milk, and other plant-based milks. From 2019 to 2020, the US market for them increased by 15%. After consumers try alternatives to dairy, their loyalty to it appears mixed, McKinsey analysis finds. Nearly half of surveyed consumers who eat and drink plant-based milk products either stop consuming dairy altogether or consume less of it, while 45% plan to keep consuming their usual amount of dairy. Five key findings show how dairy consumption is changing in the US. Understand US dairy consumers — Edited by Belinda Yu, editor, Atlanta 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> - 12:15 - 31 Mar 2023

• ร่วมกิจกรรมตอบคำถาม รักษ์โลกวันสงกรานต์ ในอาทิตย์หน้านี้!

  Schneider Electric

  เล่นเกมส์คลิกเลย!   ดูออนไลน์     ชไนเดอร์ อิเล็คทริค สวัสดีปีใหม่ไทย 2566     ขอให้คุณมีความสุขไปกับวันหยุดพักผ่อนแสนพิเศษนี้ ขอเชิญคุณร่วมกิจกรรมตอบคำถาม รักษ์โลกวันสงกรานต์ กับชไนเดอร์ อิเล็คทริค ในช่วงวันสงกรานต์นี้ ลุ้นรับรางวัลพิเศษจากเรา! คลิกเพื่อลงทะเบียนเข้าร่วมการแข่งขันที่จะเกิดขึ้นในอาทิตย์หน้า   เล่นเกมส์คลิกเลย!         ลงทะเบียนเพื่อเล่นเกมส์ รักษ์โลกวันสงกรานต์         กติกาง่ายๆตอบคำถาม 3 ข้อให้ถูก         10 สุ่มจับรางวัลผู้ชนะ 10 ท่าน รับทันที บัตรกำนัลอิเล็กทรอนิกส์ Grab       มาร่วมสนุกลุ้นรับรางวัลกัน!       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 11:00 - 30 Mar 2023

• info@learn.odoo.com: Password Expiration Notification

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  by "learn.odoo.com" <Admin@learn.odoo.com> - 07:35 - 30 Mar 2023

• Complex e-store? Not a problem.

  Adobe

  Adobe Commerce delivers best-in-class B2C and B2B shopping experiences

  EXPERIENCE MAKERS COMMERCE WEBINAR SERIES Adobe Commerce Demo Webinar Thursday 6 April 2023 2:30pm AEST | 12:30pm SGT | 10:00am IST Are your business' eCommerce ambitions complex? For Adobe Commerce, that's not a problem. Adobe Commerce has the flexibility to sell everywhere, deliver anywhere, and support the widest range of digital business models. Join our upcoming demo webinar to take a deeper dive into the benefits and capabilities of Adobe Commerce – and see how you could be using our powerful solution to deliver personalised shopping experiences that accelerate sales in every channel. Date:  Thursday 6 April 2023  Time:  2:30pm AEST | 12:30pm SGT | 10:00am IST Register now Best Regards, The team at Adobe Commerce   Make the digital economy personal     Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. 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" <demand@info.adobe.com> - 02:24 - 30 Mar 2023

• Last chance to attend today's webinar and learn about unlocking the power of distributed teams: insights from 1,500+ remote leaders

  Last chance to attend today's webinar and learn about unlocking the power of distributed teams: insights from 1,500+ remote leaders

  There is still time to register your spot for today's webinar.

  Hi MD, Unlocking the Power of Distributed Teams: Insights from 1,500+ Remote Leaders   Last chance to register for our webinar on global employment and distributed teams! Remote's extensive research project has uncovered vital insights that will shape the future of businesses worldwide. Our team of experts will share valuable perspectives that you won't find anywhere else. This is a must-attend event for anyone interested in staying ahead of the curve in 2023 and beyond. Don't miss out - register now before it's too late! Last chance. Join us Webinar: Future of global employment: what we learned from 1,500+ remote leaders Date and times:  Thursday, March 30, 2023 5:00PM UTC 6:00PM CET 1:00PM EST 10:00AM PST   What will you learn? How are companies optimizing headcount costs hiring distributed teams? How long does it take to fill open roles with remote talent? Which factors affect remote employee retention? Are remote employees and managers treated differently than in-office peers? What are the most cost-effective ways to hire globally? Do remote employees feel connected to their colleagues and supported by their leaders?  Speakers: Preston Wickersham - Manager, Content Marketing Maryia Karachun - Manager, Talent Acquisition  Paula Dieli - VP of Onboarding & Mobility  Amanda Day - Director of People Enablement   Attendees at this event will also be eligible for SHRM credit! * To unlock SHRM credit you must watch at least 75% of the event, as per SHRM requirements. Grow your headcount without the headaches.   Get started You received this email because you are subscribed to News & Offers 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 "Remote" <hello@remote-comms.com> - 12:02 - 30 Mar 2023

• Revolutionize your Fleet Management with Video Telematics

  Revolutionize your Fleet Management with Video Telematics

  Change the way your clients track and monitor their fleet with our advanced video telematics software.

  Download E-book Change the way your clients track and monitor their fleet with our advanced video telematics software. Find out what makes our software stand out from the crowd History Playback Get access to historical incident videos to gain insight into past events for analysis and improvement of fleet operations. ADAS and DMS We offer driver assistance and proactive alerts based on driving behavior. Drivers who are drowsy or distracted can be found by fleet owners. Instant Alert Get real-time alerts and notifications on events such as harsh braking, over speeding, no seatbelt, etc. Drivers are provided with collision warnings.  Insightful Reports Get reports and analytics on driver behavior, vehicle performance, and other key metrics, to help fleet managers make more informed decisions. Empower your clients with advanced video telematics software Get a Demo Other features you can explore Fuel Management Tire Management Job Module TPMS Route Optimization Expense Management On-Board Diagnostics E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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

• The world confronts an uncertain future. What key themes emerged at Davos this year?

  On Point

  Takeaways from McKinsey leaders based in Asia ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Views from Davos In the news • ‘Davos’ in Asia. A Davos-like gathering of business and world leaders in Asia will be held amid a rise in geopolitical tensions between the East and the West. Still, some prominent Americans, including a former US secretary of state, CEOs of Fortune 500 companies, and billionaire investors, are expected to attend the major investment conference in Beijing. The conference aims to welcome business executives back to China following three years of COVID-19 lockdowns. [FT] • Economic hope. Surging inflation, war in Ukraine, and high food and fuel prices were just some of the challenges the world faced in 2022. But at the World Economic Forum meeting in the Alpine town of Davos in January, sentiment among leaders had improved, and some optimism about the economy is arising. More than 50% of top economists polled said that they anticipate moderate or strong economic growth in China this year, according to the 2023 Chief Economists Outlook. [WEF] McKinsey leaders based in Asia focused on the importance of leadership, economic inclusiveness, diversity, and the cautiously optimistic sentiment at Davos. On McKinsey.com • A fragmented world. At the 53rd World Economic Forum Annual Meeting that took place in mid-January in Davos, Switzerland, global leaders, business executives, and representatives from civil society came together to discuss a compounding set of global crises. The past few years have seen rising inflation and geopolitical tension, creating vulnerability, fear of recession, and divisiveness. In this video series, we asked McKinsey leaders based in Asia about their key takeaways, their impressions of the event, and their ideas for the future. • Surprising optimism. Delegates at Davos were more optimistic than expected, noted Joe Ngai, McKinsey senior partner and chair of Greater China. “I was surprised at how positive people were [at Davos],” Ngai said. “We are at a time where there’s so much uncertainty.” Senior partner and McKinsey Global Institute director, Kweilin Ellingrud, added that a highlight for her was the sense that “economic inclusion is really underpinning so much of what’s going to happen going forward.” Discover more leaders’ perspectives from Davos. Explore our Davos video series — Edited by Belinda Yu, editor, Atlanta 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> - 12:28 - 30 Mar 2023

• Building Elite DevSecOps Performers - On-Demand Webinar

  Sumo Logic

  Why not boost performance?

  

  Built-in predictive log analytics so you can build out industry-leading performance. Observability Driven Design (ODD) takes the “shift left” principles of DevSecOps and applies it to monitoring. Join Sumo team members Colin Fallwell, Field CTO Observability, and Michael Riordan, Sr. Product Marketing Manager, in this on-demand webinar to level up your DevSecOps skills including: Adopting best practices in observability as code and process capability Prioritizing investments in automation Making team culture shifts to enhance overall performance If you could, wouldn’t you scale ingestion, boost performance, and create savings across your practice areas? 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> - 09:01 - 29 Mar 2023

• Prepping for the future of restaurants

  Re:think

  Ordering up fresh ideas for the restaurant industry ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON RESTAURANTS How restaurants are cooking up solutions  Jen Henry The restaurant industry has always faced challenges, but lately there’s a sense that the knocks keep coming. First, pandemic shutdowns closed some restaurants’ doors. Then, both the pandemic and the war in Ukraine caused supply chain disruptions and cost increases. And now, restaurants are being slammed by the same general inflation that consumers are seeing elsewhere—which is, in turn, causing consumers to rethink their restaurant spending. Because consumers expect inflation to slow, they think restaurants’ price increases should also start to slow. But the actual costs for restaurants keep rising. The result is that restaurants are getting squeezed on both sides. I think there will be margin pressure for a while, stemming from higher commodity costs, labor shortages, and limits on what stressed consumers are willing to pay. On the commodities side, it’s the same thing you see at the grocery store: higher prices and barer shelves. This has been highlighted by recent jokes about the cost of eggs and people raising chickens in their backyards, but the real problem is the whole global food supply chain—the entire basket of goods. It’s one of the few times in recent history when nearly all restaurant input costs have increased simultaneously. Costs for some proteins have gone up 20 to 80 percent. Some items aren’t reliably available. And you’ve seen chain restaurants take things off menus. On the labor side, it’s been tough to find workers. After the industry largely shut down during the pandemic, which was of course horrible for the livelihoods of individual employees, only a portion of the workforce came back. There are debates over why, but one factor is that it’s in-person work, which is inherently less flexible than hybrid jobs in an age when many workers expect more flexibility. This industry has always been labor-intensive, but now it takes more to get employees in the door—better pay, better benefits, and better working conditions. There were minimum-wage increases in 26 American states in the past year. Half of restaurant operators said last year that their biggest challenge was recruiting and retaining employees. Restaurants are taking action. Many are using sophisticated pricing techniques and cutting-edge digital marketing to improve their bottom lines. But there are indications that to survive and thrive, restaurants might need to fundamentally transform their operating models. This includes a continued “unbundling” of the restaurant experience, in which preparing the food, serving the food on-premises, and delivering the food to homes all become discrete operations. The way this plays out will be different across the spectrum of restaurant types. “Nearly all restaurant input costs have increased simultaneously. Costs for some proteins have gone up 20 to 80 percent.” Fast-food and fast-casual restaurant companies are thinking about what they can automate. Their consumers tend to care more about speed, convenience, and price-to-value than about the sit-down service experience. So you’re seeing experiments with virtual cashiers and burger-flipping robots. Automation can be a way to deal with labor shortages and redeploy employees into higher-value roles. But it requires up-front capital expenditures, which favor companies with scale. There’s also been more interest in virtual brands and “ghost kitchens” that aren’t tied to physical stores with in-person dining, thus requiring fewer employees and less real estate. They can be a way to nimbly maximize assets and minimize costs, as when a chicken wings restaurant manages food waste by launching a virtual brand around, say, chicken thighs. Or there might be a way to jump on short-lived fads—if, say, meatballs became a trend, you could imagine pop-up, virtual meatball brands that quickly connect a new menu and logo to existing infrastructure.   On the other end of the spectrum, with full-service restaurants, you’ll see the service experience continue to matter even as it evolves to manage cost pressures. Because what is the impetus to go to a restaurant in the age of delivery apps? With fine dining, the experience can be a differentiator, but the question is, how do you deliver that high-end experience in a way that’s sustainable for the employees and the restaurateur? Maybe you sell prepaid tickets, perhaps on a subscription model, for people to enter the restaurant at specific times. Maybe you’re only open during days of the week or dayparts when revenues and tips are stronger, and at other times you maximize your assets—meaning your kitchen and employees—by essentially making gourmet take-home food.  The pandemic shutdown reset consumers’ expectations about what restaurants should provide. We went from “going out to eat is how I engage with the restaurant industry” to “I expect food to meet me wherever I am at any time of day.” It’s analogous to what has happened in retail, where the expectation became that a consumer could get anything delivered to their doorstep in a day or two.  The silver lining is that disruption creates opportunities. If you find new ways to engage with the consumer—where you’re not just asking them to sit down in your restaurant—you can unlock different times of day and new kinds of occasions. It could create a broader role for restaurants. ABOUT THE AUTHOR Jen Henry is a partner in McKinsey’s Charlotte office. MORE FROM THIS AUTHOR Cooking up extraordinary growth for restaurants during a downturn These growth-boosting strategies can help restaurant businesses outperform during a uniquely challenging moment. More  Winning with commercial excellence: Ten lessons for consumer goods Our latest research shows how leading consumer goods companies build the critical commercial capabilities to out-execute the competition and drive profitable growth. More  UP NEXT Dee Yang on nature positivity Livability on Earth depends on protecting multiple aspects of nature, of which climate is only one. Just as companies and countries have embraced net-zero goals, it’s time to become nature positive. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:33 - 29 Mar 2023

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  by Noreply@learn.odoo.com - 02:39 - 29 Mar 2023

• 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
  davidmoussavou76@gmail.com
  
  Food coordinator, Congolese Revolutionary Army Goma.

  
  

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  by "David" <davidmoussavou@sendgrid.net> - 05:17 - 29 Mar 2023

• Middle managers are often stuck between leaders and employees. Here’s how to break the stalemate.

  On Point

  Three areas to increase support of managers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Empower the middle manager In the news • Middle-manager burnout. Nearly 50% of middle managers say they’re likely to leave their job within the next 12 months because of excessive stress, per a global survey from the Workforce Institute. As business leaders brace for a potential economic downturn, the COVID-19-era focus on employee mental health has dwindled in some industries. Middle managers often lack training in foundational emotional skills, according to the chief people officer at a global software company. That can make it difficult to balance their own mental well-being with that of their employees. [Fortune] • Caught in the middle. The experience of the middle manager can be fraught with tension between accomplishing an organization’s goals and attending to employees’ needs. The pressure from above and below can leave middle managers feeling powerless to satisfy the competing demands. Often with little training on soft skills (such as communicating with empathy), especially as they relate to managing teams in a hybrid or virtual work model, managers must juggle conflicting directives while often being left out of the conversation on employee wellness. [BBC] Just 20% of surveyed managers strongly agree that their organizations help them be successful people managers. On McKinsey.com • Both ends against the middle. A recent survey by McKinsey senior partner Bill Schaninger and colleagues finds that middle managers tend to be underdeveloped, underutilized, and unappreciated. They report spending nearly half of their time on administrative and individual-contributor tasks (such as scheduling meetings and sending out data analysis results), which leaves them less time to focus on talent and people management and strategy-focused work. Such time constraints may hinder their ability to deliver clear results and move organizations forward. • Finding middle ground. Much of the tension for middle managers stems from a lack of clarity on where they should be devoting their time. For example, middle managers are much more likely to say their organizations value individual-contributor work than to say they personally create the most value with that type of work. Supporting managers with clear directives and more agency can create stronger teams better able to carry out an organization’s goals. Explore three ways that organizations can support middle managers. Enable middle managers to succeed — Edited by Gwyn Herbein, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:24 - 29 Mar 2023