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• How to get workplace inclusion right

  Harmony Internal - McKinsey

  Connect across barriers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities We are aware of why inclusion is important in the workplace, but how do we effectively communicate with each other in today’s global workplace against barriers such as gender, race, sexual orientation, and generation? In a new Author Talks interview, leadership coach Sally Helgesen examines how we can all contribute to an inclusive environment by encouraging people to “look at the role that inclusive behaviors could play, rather than focusing on uncovering unconscious bias.” Check it out and for more on workplace inclusion, download the 2022 Women in the Workplace report by McKinsey’s Alexis Krivkovich, Ishanaa Rambachan, Monne Williams, Lareina Yee, and their coauthors. Author Talks: Sally Helgesen shares tools for achieving workplace inclusion Leadership coach Sally Helgesen breaks down the “how” of inclusive communication, and the simple method she uses to assess workplace culture. Connect across barriers   Quote of the day “There’s a balance between how we can support local opportunities as well as understand where that fits into the global whole. And I think for individuals, again, we seem to create these tortured arguments about either/or with almost everything today. The reality is, we need both. And we need it all.” —Justin Adams, head of partnerships at Just Climate, a climate-led investment business, on capital allocation and concentrations of opportunity in a recent episode of McKinsey Global Institute’s Forward Thinking podcast Chart of the day See today’s chart   ALSO NEW ‘Whatever we can measure, we can manage’: An interview with Paolo Gallo The capex cycle is facing new and formidable challenges. Paolo Gallo of Italgas explains the importance of adopting a long-term perspective. Exceed expectations   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   Building innovation ecosystems: Accelerating tech hub growth Innovation ecosystems can generate economic, financial, and social benefits for all, and there’s new federal funding to build them. A six-step playbook could help leaders get them right. Read our insights   — 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 the Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:34 - 6 Mar 2023

• ขอเชิญเข้าร่วมงานสัมมนา Innovation Day: SI & MI Forum 2023

  Schneider Electric

  เยี่ยมชมเว็บไซต์   ดูออนไลน์     Innovation Day: SI & MI Forum 2023   Schneider Electric ขอเชิญคุณเข้าร่วมงานสัมมนา Innovation Day: SI & MI Forum 2023 ในวันที่ 31 มีนาคม 2023 เวลา 09:00 - 16:00 พบกับผู้เชี่ยวชาญด้านระบบอัตโนมัติทางอุตสาหกรรมและเพื่อนร่วมอุตสาหกรรมของคุณ ซึ่งมุ่งเน้นไปที่การเร่งอุตสาหกรรมแห่งอนาคต มาเรียนรู้วิธีพัฒนานวัตกรรมในโลกของ Industrial Automation ที่เปลี่ยนแปลงตลอดเวลา และค้นหาโอกาสในการทำให้ธุรกิจของคุณเติบโต เข้าร่วมงานสัมมนาในหัวข้อ: Introduction for New Industrial Solutions IOT Solutions Universal Automation "Ecostruxure Automation Expert (EAE)" ค้นพบเทคโนโลยีด้านอุตสาหกรรมล่าสุดใน Market Place EAE, Machine SCADA Expert, HMI Solution, IoT Migration, Multi-Pump Solution อย่าพลาด! โอกาสลุ้นรับรางวัลสุดพิเศษจาก Schneider Electric และกิจกรรมต่างๆ ที่น่าสนใจภายในงาน   ลงทะเบียน       31 มีนาคม 2023   เวลา 09:00 - 16:00 น.     บริษัท ชไนเดอร์ อีเล็คทริค (ไทยแลนด์) จำกัด   46 อาคารรุ่งโรจน์ธนกุล ชั้น 1, ถนนรัชดาภิเษก เขตห้วยขวาง แขวงห้วยขวาง กรุงเทพ 10310       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:30 - 6 Mar 2023

• Leadership styles: What’s in, what’s out

  Harmony Internal - McKinsey

  Behavior modification ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Theories of what constitutes good leadership evolve every few years as new research, ideas, and experiences take root in organizations. But today’s global upheavals—such as geopolitical turmoil, inflation, and climate change—are testing many traditional definitions of leadership. Besides coping with an uncertain environment, leaders may need to play several new roles at once, forge relevant on-the-job skills and behaviors, cultivate a distinctive set of mindsets, and build a more compassionate and equitable workplace. And that’s just the beginning. Operating in a pervasive climate of ambiguity may mean shelving all plans and doing something very different. This week, we explore some perspectives on how leaders view their jobs today and in the future. AN IDEA Apply a broader definition of leadership There’s little doubt that the traditional top-down approach to leadership is reaching its limits, but leaders may be left questioning what should take its place. Our global survey of nearly 200,000 people in 81 organizations offers some answers: four types of behavior account for 89 percent of leadership effectiveness, and an evolving approach, “service-minded leadership”—which focuses on how leaders can improve the well-being of the people they lead and the broader organization—enables individuals and teams to perform at their best. This type of leadership builds on and surpasses traditional leadership approaches, with leaders making five major shifts (such as becoming visionary, empowering, and authentic) that can help them transform organizations through a combination of self-awareness and effective outward-facing actions. A BIG NUMBER 4 That’s the number of actions that can help CEOs achieve success in the first six to 12 months of their tenure, according to McKinsey senior partners Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink. For example, one key action is to “nail your firsts,” they counsel. Besides making a good first impression on employees and stakeholders, successful CEOs “prepare intensely for important moments of truth,” whether that’s their first team or board meeting, first investor presentation, or first quarterly earnings report. A QUOTE “We teach elements of preparing for a very flexible and uncertain world, but there are also universal elements.” That’s Ann Harrison, dean of the Haas School of Business at the University of California, Berkeley, on what constitutes a great business education today. Speaking with McKinsey senior partner and chief marketing officer Tracy Francis and McKinsey Quarterly editorial director Rick Tetzeli, Harrison notes that the building blocks of Hass’s business curriculum continue to be traditional elements such as finance, accounting, economics, and marketing operations. At the same time, she says, the school emphasizes leading empathically and with “enormous commitment to social mobility and the problems of the future.” That involves developing leaders who are great listeners and have “confidence without attitude,” Harrison says. “Narcissistic leaders get their organizations more involved in lawsuits and create long-term problems in company culture and outcomes—problems that last even after they leave.” A SPOTLIGHT INTERVIEW “The expectations of us, as CEOs and as senior leaders, [have] really changed,” says Paul Hudson, CEO of France-based pharmaceutical company Sanofi, in this discussion with McKinsey senior partner Martin Dewhurst. “It’s not hierarchy and command and control. Those things have gone.” With the pandemic arriving just months into his tenure, Hudson was challenged to create an entirely new playbook for company leadership: keeping operations running during the crisis, coping with new ways of working, and deploying technologies such as predictive analytics and AI to anticipate possible disruptions. Adapting to the situation also meant learning to be humble and grounded and honoring commitments to society—attributes that future leaders need to cultivate. “We get to leapfrog,” says Hudson. “We get to do things that have never been done. If we think we could do these jobs like we’ve always done them, I think we’re living in a fantasy.” ‘FADING’ It can be hard for leaders to step back from the limelight. But sometimes, that’s exactly what needs to happen so that other people can learn and grow. For example, in an apprentice relationship, “fading”—or pulling back—is a technique that leaders can adopt as their apprentices or mentees become increasingly independent, according to McKinsey’s Lisa Christensen and Tony Gambell. In fact, the best leaders are adept at switching between “power modes,” observe the authors of a Harvard Business Review article. “The key to successful leadership is knowing when to get in the way, when to get out of the way, and how to send crystal clear signals to your followers about which mode to operate in right now.” Lead with a new leadership style. — Edited by Rama Ramaswami, senior 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 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> - 02:14 - 6 Mar 2023

• What is the future of work?

  On Point

  Where job growth is expected ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 the future of work In the news • Lead like a scientist. To create healthy workplaces now and in the future, executives need to think more like scientists when leading their companies, says organizational psychologist Adam Grant. Each opinion is like a hypothesis that can be tested, while each decision can be an experiment from which leaders can learn. In hybrid work environments, people must be willing to grow new capabilities. When leaders believe that they can’t change their decisions, they might miss big opportunities to develop stronger organizations. [WSJ] • Demand for digital. What are the top skill sets needed for future careers? Employers in an increasing number of sectors are looking for workers with experience in AI and machine learning (ML), cloud computing, product management, and social media, according to a study of 228 million US job postings. The demand for AI and ML skills is increasing the fastest, the researchers said. From 2017 to 2022, the growth rate for AI and ML capabilities was two or three times higher than for any other high-growth skill area. [WEF] One in 16 workers may have to switch occupations by 2030. That’s more than 100 million workers across the eight economies studied. On McKinsey.com • Seeking new skills. The world of work is clearly changing, and looking ahead can help organizations prepare for what’s next. To map the future of work, the McKinsey Global Institute (MGI) considers potential labor demand, occupational mix, and necessary workforce skills. Research by Sven Smit, McKinsey’s chair of insights and ecosystems and of MGI, and his colleagues has found that job growth will be more concentrated in high-skill jobs (for example, in healthcare, science, technology, engineering, and math). • Remote-work revolution. For some, the COVID-19 pandemic has sparked a structural shift in where work takes place. MGI analysis of the potential for remote work to persist revealed that 20 to 25% of workforces in advanced economies could work from home between three to five days a week. (That’s four to five times more remote work than pre-COVID-19.) Since hybrid work setups are likely to persist, organizations will need to refine how they operate in response. See three trends accelerated by the pandemic that will continue to reshape work. Ponder three trends reshaping work — 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> - 12:50 - 6 Mar 2023

• Making better decisions, redefining health, and living longer

  Readers & Leaders

  Redefine health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Think you’re foolproof? You might have your guard up against the wrong people. In this edition of Readers & Leaders, find out why hypervigilance can sometimes set you up for failure, how healthy living depends on good relationships, and more. Catch up on new conversations from Author Talks, plus this month’s top bestselling business books, prepared exclusively for McKinsey by NPD. Itching for more? Preorder Power to the Middle: Why Managers Hold the Keys to the Future of Work by senior partner Bill Schaninger and partners Bryan Hancock and Emily Field. Visit McKinsey on Books for the latest, and to get Readers & Leaders in your inbox monthly, click here to subscribe. IT BEARS REPEATING “The people who are super vigilant about getting exploited or taken advantage of are putting their money under their mattress. You can do that, but it means that you definitely won’t get the benefit of market upswings.” — University of Pennsylvania Carey Law School professor Tess Wilkinson-Ryan in a recent edition of Author Talks. IN CASE YOU MISSED IT Alex Jadad and Tamen Jadad-Garcia redefine what it means to be healthy: “Instead of the absence of disease, we advocate for a position that views health as an ability: the ability to adapt to the inevitable physical, psychological, or social challenges that we face throughout our lives.” Watch the full interview. Harvard study director Robert Waldinger explains why people with good relationships live longer: “If you don’t have people to help you weather the inevitable stresses that come along, the body stays in a low-level fight-or-flight mode, with higher levels of circulating stress hormones and higher levels of inflammation, and we know that those things gradually wear away many different body systems.” Watch the full interview. Entrepreneurs Colin Coggins and Garrett Brown share their mindset unlock for selling authentically: “They say sellers are known for asking great questions. What we found is that it wasn’t that they had great questions; it’s that they were thinking about the people that they were asking questions to differently.” Watch the full interview. Leadership expert Sally Helgesen offers practical methods of workplace inclusion: “[In] the conversation about communicating against common barriers—gender, ethnicity, race, sexual identity, generation—what’s missing is the ‘how to do it,’ the specifics.” Watch the full interview. LOOKING AHEAD Power to the Middle: Why Managers Hold the Keys to the Future of Work Senior partner Bill Schaninger and partners Bryan Hancock and Emily Field 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 Sticking to your book goals? Find your next entertaining or enlightening read on this month’s list of business bestsellers in eight categories, prepared exclusively for McKinsey by NPD BookScan. 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 (Avery Publishing Group) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Avery Publishing Group) DECISION MAKING Blink: The Power of Thinking Without Thinking by Malcolm Gladwell (Hachette Book Group) ECONOMICS Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Steven D. Levitt (HarperCollins Publishers) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates by Karin Hurt (HarperCollins Focus) 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 (Two Rivers Distribution) BOOKMARK THIS The Ecosystem Economy Two McKinsey senior partners explain how business leaders can exploit disappearing barriers between sectors to create durable new competitive advantages in #TheEcosystemEconomyBook. Order your copy now  The McKinsey Crossword | No. 117 Sharpen your problem-solving skills the McKinsey way, with our latest weekly crossword. 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> - 03:44 - 5 Mar 2023

• The week in charts

  The Week in Charts

  Racial equity commitments, Europe's decarbonization efforts, 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 companies’ racial equity commitments, Europe’s decarbonization efforts, the planet’s boundaries, agriculture technology, and products that are backed by environmental, social, and governance (ESG) claims. FEATURED CHART Following the money for racial justice See more This week’s other select charts Calling on dispatch Dollars and planetary sense Betting the farm on agtech? Unpacking ESG product claims 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 - 4 Mar 2023

• The resilience agenda: Long-term solutions for a disrupted world

  Harmony Internal - McKinsey

  Plus, how consumers value brands and products that incorporate ESG-related claims ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, March 2023 In the past year, leaders have been confronted with a lifetime’s worth of disruption and crises: global conflict, energy uncertainty, food shortages, accelerating inflation, and severe climate events. Natural and human-made disruptions will only persist. To enable long-term, sustainable, and inclusive growth, today’s business leaders and policy makers must strengthen resilience beyond a survival capacity. In this month’s first featured story, a collaborative white paper from McKinsey and the World Economic Forum (WEF), Bob Sternfels, global managing partner of McKinsey, and Børge Brende, president of WEF, lay out the key elements of the resilience agenda and actions that the public and private sectors must undertake to strengthen global resilience. Our second featured story offers an integrated, broadly additive framework for global companies that seek to distill geopolitical complexity and to structure their strategic conversations amid a fragmenting global order. Other highlights in this month’s issue include the following topics: • how consumers value brands and products that incorporate claims related to environmental, social, and governance issues • the fate of globalization • why long-term productivity is among the most important challenges facing the US economy • how tech companies approach changes to their system landscape Editor's choice Seizing the momentum to build resilience for a future of sustainable inclusive growth The ‘resilience agenda,’ developed by the World Economic Forum with McKinsey & Company, is the first serious program to coordinate long-term solutions throughout our disrupted world. Support diversity  Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings) The need for board-level strategic conversations on geopolitical risk is urgent. Think broadly  THIS MONTH's HIGHLIGHTS Consumers care about sustainability—and back it up with their wallets A joint study from McKinsey and NielsenIQ examines sales growth for products that claim to be environmentally and socially responsible. Embrace it How our interconnected world is changing What’s the fate of globalization? New research breaks down changes in the global flows that bind us together—and what those changes mean for our collective future. Grasp the shift 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 The ERP platform play: Cheaper, faster, better Enterprise resource planning upgrades can be expensive and complex—and unavoidable. A product and platform approach can manage costs and improve outcomes. Upgrade your ERP 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 Into all problem-solving, a little dissent must fall In today’s interconnected business environment, companies won’t be able to solve problems effectively without encouraging “contributory dissent”—a healthy approach to gathering diverse perspectives that should be taught to team members, modeled by leaders, and supported by culture. Create a plan ALSO New The executive’s guide to new-business building Why you can’t tread water when inflation is persistently high John Chambers: ‘Breaking away during the tough times is when the next generation of great companies gets formed’ Petrochemicals in 2022: A return to normalcy, with uncertainty ahead Global Insurance Report 2023: Expanding commercial P&C’s market relevance Author Talks: How to stay healthy no matter what How to close the Black tech talent gap Digital and AI-enabled wealth management: The big potential in Asia Author Talks: The world’s longest study of adult development finds the key to happy living Forward Thinking on how to get remote working right with Nicholas Bloom CO2 removal solutions: A buyer’s perspective 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 At a time when businesses are again trying to rein in costs, you’ll want to read “Five myths (and realities) about zero-based budgeting.” Rewind The Shortlist Four of our best new ideas, delivered twice monthly. Read a sample, and sign up for it 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> - 11:39 - 4 Mar 2023

• EU data privacy, talent challenges in US K-12 schools, lessons from top CEOs, and more big reads for the weekend

  Harmony Internal - McKinsey

  Catch up on these insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 As the week comes to a close, get ready for the weekend by diving into these big reads on EU data privacy, attracting and keeping teachers in US K-12 schools, leadership lessons from CEOs, and more. McKinsey’s Daniel Mikkelsen, Henning Soller, and their coauthors go over three steps to navigate the European Union data privacy landscape. Navigate the new landscape K–12 schools in the United States are facing talent challenges. McKinsey’s Jake Bryant and his coauthors explore the factors that are motivating teachers to stay or leave. How to keep teachers How do successful bosses lead during times of change? Check out the latest Five Fifty from McKinsey Quarterly for leadership lessons from top CEOs. Get your briefing Our weekly briefing note on sustainable and inclusive growth explores how to strengthen global resilience through a resilience agenda, the importance of board-level conversations on geopolitical risk, and more. Get updated QUOTE OF THE DAY “More than ever, it’s important to be a great listener and not think that you know all the answers.” —Ann Harrison, dean of the University of California, Berkeley, Haas School of Business, on the importance of “confidence without attitude” for today’s leaders in McKinsey Quarterly’s “‘Confidence without attitude is critical for today’s leaders’” chart of the day See today’s chart Ready to unwind? Building innovation ecosystems: Accelerating tech hub growth Innovation ecosystems can generate economic, financial, and social benefits for all, and there’s new federal funding to build them. A six-step playbook could help leaders get them right. Read our insights  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  38-Across: 2022 book subtitled How Industrial Technology Can Create a Better, Faster, Stronger America Know the answer? Test yourself with the latest McKinsey Crossword, Elementary Reading | No. 117. Hit the books  — 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 the Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:46 - 3 Mar 2023

• Cloud computing Customers List

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  James Robert

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  by "James Robert" <jamesrobert4587@gmail.com> - 03:10 - 3 Mar 2023

• When did you last get a full night’s sleep? Here’s how employers can support worker well-being.

  On Point

  The often-overlooked aspects of health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 the well-being of workers In the news • Management metamorphosis. Employees’ biggest sources of stress could be sitting at the next desk: their manager. An analysis of more than 50 studies on leadership style shows that transformational leadership (tailoring work to individual needs) and destructive leadership (hostile and aggressive) had the strongest effect on employee well-being. Focusing on making leaders better can be just as effective as stress-reduction programming—and may reduce the need to log into that meditation app. [Scientific American] • Alone in the crowd. Remote and hybrid work can exacerbate loneliness, but in-person work limits the autonomy and flexibility employees crave. Coworking spaces—rich with diversity of experience from people in different industries, low-pressure opportunities for socializing, and freedom from the pressure of interacting with people who can make or break your career—may be a good middle ground. Educating employees about coworking options and providing a stipend for coworking costs can help workers feel more connected and productive. [HBR] Employees experiencing at least one mental-health challenge are four times more likely to say they intend to leave their organization. On McKinsey.com • Well-being at work. Efforts to increase overall well-being at work have come a long way, but many employees are still struggling. Research by McKinsey partner Erica Coe and colleagues finds that workers who report at least one mental-health challenge are three times more likely to report low job satisfaction. Employers who take a broader approach to what constitutes health—like social connection, having a sense of purpose, and healthy aging—can contribute to employees’ longevity and quality of life. • What employees need. A greater understanding of employees’ needs, both at work and at home, can increase happiness, longevity, and productivity. For example, sleep deprivation can hinder EQ, creativity, and the ability to problem solve. Understanding four dimensions of health, including the often-overlooked aspects such as social inclusion and spiritual health, can help organizations support a productive and healthy workforce. Promote well-being at work — 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> - 12:38 - 3 Mar 2023

• Forward Thinking on working at the interface of the environment and business with Justin Adams

  Harmony Internal - McKinsey

  Tune in ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Fresh air. Clean water. Healthy soil. These are some of the “services” that nature provides to us for free. But what if we could create markets for these services? In a new episode of McKinsey Global Institute’s Forward Thinking podcast, McKinsey partner Michael Chui talks to Justin Adams, the head of partnerships at Just Climate, a climate-led investment business, about the tremendous value the ecosystem offers to our economy and how we can think about investing in nature by creating a market of buyers and sellers. Tune in and shift your consciousness. Forward Thinking on working at the interface of the environment and business with Justin Adams “I’m increasingly talking about the need to build a planetary restoration industry,” says a prominent investor in sustainability. “This, to me, is one of the great industries that we need to be building together over the next decades, and indeed beyond—the next centuries.” Tune in   Quote of the day “The greatest salespeople on the planet are not the most gregarious. They’re not the most sociable, but they are the most socially aware.” —Colin Coggins, a cofounder of Agency18 and adjunct professor of entrepreneurship at the University of Southern California, on characteristics of salespeople in a recent Author Talks interview Chart of the day See today’s chart ALSO NEW Women in the workplace: Breaking up to break through Record numbers of women leaders are leaving their jobs. Research reveals what’s behind the “great breakup”—and how employers can reverse the trend. Be optimistic   Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings) The need for board-level strategic conversations on geopolitical risk is urgent. Think broadly   Unlocking Asia–Pacific’s vast carbon-capture potential Asia–Pacific has vast CCUS potential—but substantial challenges remain. With eight assertive actions, regulators and companies can boost CCUS in the region. Make decisive moves   — 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 the Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 05:15 - 2 Mar 2023

• Flexible pricing options to fit your needs

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  Get ahead of the curve with our advanced GPS tracking features. Download our e-book to discover how to elevate your tracking game! Download E-book Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 10:03 - 2 Mar 2023

• What are you doing to take care of your health? How small, simple changes can help.

  On Point

  Why adaptability is key to health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 pursuit of health In the news • All fun and games. The state of the world—from the COVID-19 pandemic to politics to the economy—is taking a toll on people’s physical and mental health. Two new books explore the idea that having more fun may be the antidote. Long relegated to the hazy memories of childhood, intentional fun, from blowing bubbles to brewing beer, can be a way for adults to connect with others and counteract some of those bad vibes. One author recommends reflecting on your “fun magnets”: people, activities, and places that delight. [NPR] • Microstress, macroeffects. Microstresses are small, fleeting moments that are often triggered by people in our inner circle. Although people tend to downplay it, microstress can drain your emotional reserves and your ability to get things done. Biologically, these small stresses add up to big ones, and our bodies respond in kind with heightened cortisol levels and other unpleasant effects. Building a multidimensional life with close friends and interests separate from work can put those microstresses into perspective and reduce their harmful effects. [HBR] “We advocate for a position that views health as an ability: the ability to adapt to the inevitable physical, psychological, or social challenges that we face throughout our lives.” On McKinsey.com • Simple steps to boost health. Father–daughter duo Alex Jadad and Tamen Jadad-Garcia tell McKinsey that people are good judges of their own level of health and possess the self-awareness to know where improvements can be made. Jadad, a physician, and Jadad-Garcia, a healthcare entrepreneur, stress the simple actions that can make big impacts, such as having houseplants, which reduces stress and improves air quality, and reconnecting with friends after the isolation of the pandemic. • Adapt to thrive. In the new book Healthy No Matter What: How Humans Are Hardwired to Adapt, Jadad and Jadad-Garcia aim to make health-related studies and data accessible to as many people as possible. They provide a list of easy and meaningful actions that go beyond diet and exercise that everyone can take to improve health. By focusing on health as the ability to adapt, people can explore many ways in which to feel healthy—even if they have diseases. Explore a more holistic view on mental and physical well-being that can lead to higher quality of life. Shape up — 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> - 12:16 - 2 Mar 2023

• โอกาสดีที่สุดแห่งปี! เชิญท่านร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทข้อมูลและกิจกรรมล่าสุดที่นี่   ดูออนไลน์     Innovation Day: Industrial Solutions, Chon Buri 2023   ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล ไฮไลท์สำคัญ เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล พิเศษ! สัมผัส Mobile Innovation Hub และลุ้นรับรางวัลฯ เฉพาะผู้ที่มาร่วมงาน   ลงทะเบียน       วันและเวลา   วันที่ 23 มี.ค. 2566 เวลา 8:30-16:00 น.     สถานที่จัดกิจกรรม   ห้อง The Tee พัฒนากอล์ฟคลับ แอนด์ รีสอร์ท จ.ชลบุรี       + 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> - 08:01 - 1 Mar 2023

• Safe, Tiered and Affordable — How ALL Data is Meant To Be

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  Logs, metrics, traces — capture it all!

  

  One platform, one place, for all the log analytics you need. Your distributed, modern applications are talking to you. Can you hear them? No matter where your machine data lives, capturing and analyzing it is the key to unlocking critical insights that power business decisions. If you’ve got just one minute - check out our latest video. We share the power of safe, tiered, and affordable data, across the enterprise. From reliability to security and compliance to cost savings, we’ve got you covered. 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> - 08:00 - 1 Mar 2023

• What Splunk’s CEO has to say about leadership and resilience

  Harmony Internal - McKinsey

  Focus on proactive resilience ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities As the world becomes increasingly more digital, individuals and organizations are adopting larger digital footprints—and becoming more vulnerable to cyberattacks and system failures. Digital systems are crucial to the success of many companies, which means they “have no choice but to be resilient” according to Gary Steele, president and CEO of Splunk, whose platform helps businesses deflect cyberattacks and detect potential system failures. In a new interview with McKinsey partner Martin Harrysson, he discusses recent trends in resilience and cybersecurity, how his leadership style changed amid these trying times, how he’s dealing with an uncertain economic environment, and more. Check it out and see why resilience matters. Resiliency and leadership in uncertain times: An interview with Splunk’s CEO Splunk CEO Gary Steele explains how digitization is elevating the topic of resilience to the boardroom and shares his thoughts on successful CEO transitions. Focus on proactive resilience   Quote of the day “I wanted to create this seamless experience where you don’t know where one part ends and the next begins; one minute there is business content, the next rhyming, then it’s a story. The variety really helps to keep the audience leaning in.” —Sekou Andrews, a performer and entrepreneur, on Poetic Voice, a style of public speaking he created that integrates inspirational speaking and spoken-word poetry, in a recent episode of the McKinsey on Healthcare podcast Chart of the day See today’s chart   ALSO NEW ‘Confidence without attitude is critical for today’s leaders’ In the fourth episode of The Quarterly Interview: Provocations to Ponder, Ann Harrison, dean of the Haas School of Business, talks about what it takes to develop leaders for the modern era, and what makes for a great business education today. Support the pipeline   Can better governance help space lift off? With more public and private actors entering the arena, outer space is getting crowded. Good governance could limit conflicts and help keep the space economy on a growth trajectory. 5 issues   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   — 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 the Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:30 - 1 Mar 2023

• Can leaders invest in a sustainable future and navigate near-term risks?

  On Point

  Finding equilibrium in ESG ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Zeroing in on net zero In the news • Sustainability’s stormy year. 2022 was another topsy-turvy year for companies navigating ESG issues. Amid copious change, the evolving role of business in society was the year’s biggest story. Companies are now expected to take a stand on issues such as inequality, reproductive rights, and climate change. That means weighing risks (political backlash) against opportunity (attracting stronger talent). A growing number of companies are choosing not to publicize net-zero goals to avoid potential repercussions; some call this “green-hushing.” [HBR] • Moving the needle. Geopolitical, economic, and societal risks create a complex environment for businesses. With so many unexpected changes, leaders may think that working toward a net-zero transition can wait. But companies that are making net-zero principles part of their day-to-day may be more agile when it comes to responding to other changes, says a leader of an Asia-based stock exchange. Embedding net-zero goals into the business may require starting with board members who can champion an “ESG mindset.” [WEF] In the first half of 2022, we saw $120 billion in net new money going to sustainable funds. On McKinsey.com • Play the long game. The 2020s are proving a critical turning point for the net-zero transition. Many decarbonization investments are being delayed, which could make it harder to meet net-zero-emissions goals by 2050. Even during a potential downturn, investors and companies need to allocate capital in a way that makes long-term sustainability goals a reality, say McKinsey partner Anna Moore and senior partner Humayun Tai. Proactively making long-term investments could help generate between $9 trillion and $12 trillion in new green value pools by 2030. • The devil is in the details. CEOs attempting to balance the “devilish duality” of long-term net-zero commitments against short-term risks may be struggling to prioritize. But investing in the core business and investing in the new don’t always have to be in conflict. Listen to this episode of The McKinsey Podcast to hear more about how CEOs can manage the trade-offs and challenges of getting to net zero. Strike a balance — 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> - 12:31 - 1 Mar 2023

• ‘Confidence without attitude is critical for today’s leaders’

  Harmony Internal - McKinsey

  Support the pipeline ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities What does the future hold for new leaders? As the dean of the University of California, Berkeley, Haas School of Business and the former director of development policy at the World Bank, Ann Harrison has a unique perspective on what it takes to develop successful leaders. In a new McKinsey Quarterly interview with McKinsey’s chief marketing officer and a senior partner Tracy Francis, she talks about how diversity and inclusion, innovation and entrepreneurship, and geopolitics play into the business education at Haas, and why “confidence without attitude” is an important leadership quality. Give it a read and be prepared for the future. ‘Confidence without attitude is critical for today’s leaders’ In the fourth episode of The Quarterly Interview: Provocations to Ponder, Ann Harrison, dean of the Haas School of Business, talks about what it takes to develop leaders for the modern era, and what makes for a great business education today. Support the pipeline   Quote of the day “What we see and what we hear from women is they want a return on the investment for their loyalty and for their effort.” —McKinsey senior partner Alexis Krivkovich on what women are looking for in a workplace culture in a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW Dame Sally Davies: ‘Make the healthy choice the easy choice’ UK physician and healthcare leader Dame Sally Davies says governments, employers, and individuals share responsibility for good health. Make sound choices   Treating rare diseases: How digital technologies can drive innovation Pharmaceutical companies are using recent advances in digital technologies to improve care strategies and provide hope for rare disease patients across thousands of different rare diseases. Improve care strategies   Telecom networks: Tracking the coming xRAN revolution A boom in adoption of new technologies could help fuel innovation and cost reduction, but the industry must navigate several issues to deliver on the full promise of xRAN. Build momentum   — 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 the Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:30 - 28 Feb 2023

• Want to perform like a top CEO? Embrace these mindset shifts.

  Intersection

  Get your briefing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY Learn more about McKinsey’s Strategy & Corporate Finance Practice Mindsets for success: Lessons from top CEOs During times of change, successful bosses adapt and exhibit service-minded leadership. Leaders at all levels should take note. Get your briefing Up to 50 percent of CEOs confront failure during their early tenure. Those who succeed realize the importance of reinventing themselves by rewiring their work habits and mindsets, say senior partners Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink. Get into an adaptive mindset Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly Five Fifty alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 02:58 - 28 Feb 2023

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 10:01 - 28 Feb 2023