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• [White Paper] Why Distributed Tracing is Essential for APM

  New Relic

  Across many organizations, software engineering teams face complex environments, which makes it difficult to diagnose and resolve performance issues and errors before they impact reliability and the customer experience. In our whitepaper, Why Distributed Tracing is Essential for APM, we cover how, with distributed tracing teams can: Trace the path of a request as it travels across a complex system. Understand where bottlenecks are occurring in the request path. See and analyze where errors happen in the transaction at the individual service level. Learn more Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com. Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 09:08 - 16 Feb 2023

• Learn from Remote's Remote's foremost experts on global employment inn this hour-long talk with a live Q&A

  Learn from Remote's Remote's foremost experts on global employment inn this hour-long talk with a live Q&A

  Don't miss out! You can also claim SHRM credits if you attend this event.

  Hi MD, Employment markets continue to experience massive upheaval. Is your business prepared to break the trend and retain your best employees in 2023 and beyond? Don't miss out on our upcoming webinar... Webinar: Mass-quitting in 2023 - How to be an outlier company Date and times:  Thursday, February 23rd 2023 2:00 pm UTC 3:00 pm CET 9:00 am EST   Join this special online event from some of Remote's foremost experts on global employment. In this hour-long talk with a live Q&A, you will learn everything you need to know about why employees are leaving; signs to recognize resignations before they start; and how to make your company one they'll never want to leave. Save your spot What will you learn?  Exclusive new research on global employment trends from Remote Signs of unhappy or burned-out employees Benefits to offer to keep your teams happy Strategies to create a culture that rewards high performance Leadership tips to communicate and operate in uncertain times  Speakers: Rhiannon Payne - Senior Product Marketing Manager Sally Flaxman - Head of Mobility Joana Viana - Senior Expert, Global Benefits Design and Strategy Inumidun Akinboboye - Senior Manager, People Excellence 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 Conferences & Events 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> - 09:01 - 16 Feb 2023

• Empower Your Business With Sangoma Voice

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:32 - 16 Feb 2023

• The risks and rewards of doing business in China

  On Point

  Understand the China imperative  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Risky business In the news • VUCA squared. VUCA, the acronym meaning “volatility, uncertainty, complexity, and ambiguity” that circulated in some economic circles more than a decade ago, is finding new meaning in today’s world. It’s accompanied by another funny-sounding but serious acronym, SPOF, or single point of failure. When parts of the global economy are so concentrated within, say, a single financial institution or shared supply chains, a higher level of risk emerges that threatens entire economies if any part of those systems breaks. [FT] • Changing rules. The rules for companies doing business overseas are changing. The world has entered into a new national-security economy, according to two university professors. Any country that is too dependent on foreign production of a good may become vulnerable. While many of today’s CEOs grew up in a world where globalization enjoyed international goodwill, they must now consider political and national interests whenever making decisions. This may require recruiting board members with geopolitical expertise. [HBR] In an increasingly multipolar world, China has emerged as a major pole. Its GDP is now 18% of the global total—a share equal to the EU’s and second only to that of the US. On McKinsey.com • Risks and rewards. While China has grown to become a world leader in areas such as artificial intelligence and space technology, multinational companies (MNCs) must contend with unique risks that make doing business there complicated. Some of those risks include investment exposure to rising real-estate prices and a historically high ratio of debt to GDP, reveal McKinsey Global Institute director and senior partner Jonathan Woetzel and coauthors. As a result, MNCs have started reappraising their relationships with China. • Stay or leave? This is the question plaguing leaders at some of the world’s largest companies as they consider missing out on one of the biggest global markets. To continue doing business in China, senior leaders should consider, for example, whether they could spin off China subsidiaries, how much innovation should happen in China versus elsewhere, and how they should hire from an increasingly skilled Chinese talent pool. See six areas MNCs will need to choose wisely in to succeed in a rapidly changing China. Consider six areas for MNCs — Edited by Alexandra Mondalek, editor, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:25 - 16 Feb 2023

• Exploring APIs Made Easier

  SmartBear

  New API Exploration Tool: SwaggerHub Explore

  Hi there, We are excited to announce SwaggerHub Explore, our new API exploration tool built for increased visibility. It is our goal to provide you with practical tools to build quality software faster. SwaggerHub Explore instantly visualizes API data received from a request to easily evaluate the API value all in one place. Adding this solution to your toolkit will save you time and limit errors, so you can confidently move on to the next thing on your to-do-list.   Start Exploring   If you’re new to the API exploration process, we recommend checking out the resources below.   Resources for Getting Started SwaggerHub Explore Documentation SwaggerHub Explore Demo Video   Download Report     Learn More in our Upcoming Webinar How to Dive Into API Behavior and Integrate Faster Join us March 1st to learn about why discoverability is important and see how SwaggerHub Explore shows the functionality of existing APIs to better understand the capabilities and limitations before integration.   REGISTER HERE   Best, The SwaggerHub Explore Team

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  by "SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 10:02 - 15 Feb 2023

• Your Guide to Cloud-First Success — The Ultimate Log Management eBook

  Sumo Logic

  From best practices to key features

  

  Log management and analytics: Spend more time innovating and less time troubleshooting. Transformative growth is the promise of the cloud. Are your teams fully realizing the power of log management and analytics to drive reliability, security, and business insights? Read our Ultimate Guide - Why log management is essential to the success of cloud-first companies and learn the best practices, benefits, and key features and functionality to look for in a modern logging solution. 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 - 15 Feb 2023

• Has mining lost its luster? Why talent is moving elsewhere and how to bring them back

  Harmony Internal - McKinsey

  Understand what matters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The mining industry is going through a lot of changes—will you be able to keep up? The rise in automation, a shift in workers’ preferences, and remote work have contributed to an industry-wide talent squeeze. Over 70 percent of mining leaders say a shortage in talent is holding them back from meeting targets and 86 percent of them say it is harder to recruit and retain talent compared to two years ago. So what can miners do to address this challenge? In a new article, McKinsey partner Tino Grabbert and his coauthors explore four ways mining companies can approach talent management. Check it out and get perspective on how to build a well-managed and motivated workforce that can drive productivity and safety in mining. Has mining lost its luster? Why talent is moving elsewhere and how to bring them back A well-managed, motivated, and trained workforce has been a core driver for productivity and safety in mining; an unprecedented skills shortage in the mining industry is elevating talent to the top of miners’ agendas. Understand what matters   Quote of the day “The way I’d put it is, there is no way we move quickly toward a net-zero transition without global flows. There are certainly things about global flows that are tricky from a net-zero perspective. . . . But in order for net zero to be attainable, we need to make sure that energy-generating technologies and fuels are able to flow across the world.” —Olivia White, director of the McKinsey Global Institute and senior partner, on global flows and the net-zero transition in a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW Federal financial management: How governments can do more with the budgets they have Tools that enable more agile and transparent financial management can help government leaders tie resources directly to mission outcomes, boosting the impact of taxpayer funds. Enable strategic decision making   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   Logistics Disruptors: Flexe’s Karl Siebrecht on battling uncertainty with flexible logistics Flexe’s CEO explains how the logistics provider uses technology to create flexible warehousing, fulfillment, and distribution to help companies meet the ongoing demand for logistics solutions. Explore these 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> - 06:10 - 15 Feb 2023

• Urban transportation is changing fast. How big could shared mobility be by 2030?

  Re:think

  Two scenarios for shared mobility ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON SHARED MOBILITY Shared rides and the future of urban transit  Kersten Heineke Most of the world’s cities are largely car-centric. More than 50 percent of the miles traveled in a city are done so in cars—and mostly in personal vehicles. Over the past decades, there’s been a strong correlation between an increase in GDP and an increase in cars per capita. Typically, as a society gets wealthier, people have more cars. More cars lead not only to more mobility but also to more traffic and emissions. We are at or past the tipping point in many cities. If we continue this trajectory of growth in GDP, in the number of vehicle miles traveled, and in the number of cars on the streets, cities would likely come to a complete standstill. Including more shared-mobility options could keep traffic flowing in cities and avoid gridlock. Shared mobility makes cities more livable.  My colleagues and I developed two scenarios that show how the shared-mobility market could evolve over the next decade. In our base case, everything that’s currently happening keeps going, but shared mobility trends don’t accelerate. Micromobility doesn’t accelerate, and neither does the rollout of autonomous driving. There isn’t massive investment into public transit.  Even in that scenario, the share of private-vehicle miles traveled will decrease. In an average larger city in Europe and in a typical American city, about five to ten percentage points of all miles traveled will be redistributed to other mobility modes. As a result, micromobility will increase. People will bike more, ride more scooters, and even walk for certain trips. A share of private-vehicle trips will be replaced by ride hailing, taxis, and the like. These services are growing. Our analysis shows that by 2030, shared mobility could create $500 billion to $1 trillion in revenues. People like mobility as a service. They like shared mobility. What does this mean for cities? They won’t change much. Bike-lane infrastructure will continue to improve, making cities more bike-friendly. Certain downtown areas will keep becoming more off-limits to cars or, at least, less convenient for private vehicles. The total number of miles traveled will also remain pretty much constant. “We believe that by 2030, shared mobility could create $500 billion to $1 trillion in revenues. People like mobility as a service. They like shared mobility.” I’ll also mention our accelerated scenario. We’re partnering with a Scandinavian city that wants to do away with 90 percent of all private vehicles by 2030. It’s an ambitious target. Imagine that the city today has about 50 to 55 percent of all miles traveled by private vehicles, with the rest distributed over other forms of mobility. How does a city get rid of 90 percent of all private cars and reduce private-vehicle miles to 5 or 10 percent of the total miles traveled? Ultimately, it means that society needs an alternative to private vehicles. That will require more investment into public transit. A significant push into micromobility—adding bike lanes, more scooters, more shared bikes—will also help. All of the existing ride-hailing services, car-sharing programs, and the rest will continue to grow. But there will still be a significant gap. Depending on the city, our analysis shows that gap equals somewhere between 20 to 35 percentage points of the total modal mix, which is a sizable number of vehicle miles. We believe that mileage gap will be serviced by pooled autonomous vehicles, or robo-shuttles. These will be multiseat vehicles that you’ll hail via an app. Together with other passengers, you will ride to your destination. You might make two or three stops along the way to drop people off, which will add a bit of time to your journey. But it will still be convenient because you won’t have to drive, and the vehicle will pick you up right where you are. The price tag for that robo-shuttle ride is going to be nowhere near what you would pay for a ride-hailing service today. But in theory, it’s going to be comparable to what you pay for your private vehicle today, analyzing your cost per trip.  For cities, mobility leaders, and the auto industry at large, the most important thing to understand is that there’s going to be a reduction in private-vehicle miles traveled. But the value pool and consumer spending for mobility is not going to decline.  Finding new ways to supply the consumer with mobility is extremely attractive. People will always want to be mobile. The question is, “How do I tweak my business model?” The first step is to accept the fact that mobility is changing. Try not to have the discussion that all this is not happening. Mobility could change so drastically that every business model that touches it will likely be affected. It’s up to business leaders and others to ensure that these changes are positive.  ABOUT THE AUTHOR Kersten Heineke is a partner in McKinsey’s Frankfurt office and coleader of the McKinsey Center for Future Mobility. MORE FROM THIS AUTHOR Shared mobility: Sustainable cities, shared destinies By 2030, shared mobility could generate up to $1 trillion in consumer spending. New research reveals the trends and data to know. More  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. More  UP NEXT Diana Ellsworth on diversity Organizations have demonstrated positive intent on DEI, but progress is slow. A new McKinsey report, developed with the World Economic Forum, surfaces key success factors that have driven significant impact. 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> - 02:47 - 15 Feb 2023

• Can you tell whether this subject line was written by AI?

  On Point

  Learn about machine learning’s capabilities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Advances in AI In the news • State of the art. Visitors to online galleries of AI-generated art might notice themes that experts say appear repeatedly: often images feature psychedelic swirls reminiscent of 1970s album covers, while others are clearly influenced by Japanese anime. But not everyone is a fan. One human artist was banned from an online forum because his art looked like it was generated by AI. Even if art created by machine-learning technologies still can’t quite compete with human-made art, these technologies might become a useful tool for artistic innovation—or might inspire artists to react against it. [WIRED] • The latest gold rush. During this tech downturn, investors are clamoring to invest in generative-AI companies, pumping at least $1.37 billion into them in 2022 and stoking comparisons to the advent of the internet and mobile devices. The company behind one new generative-AI tool is reportedly in talks to complete a deal that would value it at more than double its 2021 valuation. After the economic downturn hit the tech sector, layoffs, sluggish tech stocks, and plunging crypto prices in 2021 created a lull among investors, which has been broken by the excitement about AI. Young AI start-ups are now seeing a rush of interest to back them. [NYT] Rather than simply perceive and classify a photo of a cat, machine learning is now able to create an image or text description of a cat on demand. On McKinsey.com • New capabilities. Until recently, machine learning could be used only to observe and classify patterns in content. Generative AI was a breakthrough, made possible only once models were trained using massive amounts of data such as the entire internet. Now, generative-AI models can answer nearly any question and create all types of content, from text and images to videos and simulations. But the technology often isn’t accurate: ask it to create an image of a holiday meal, and you might find an out-of-place bowl of guacamole next to the traditional dishes. • Putting AI to work. Generative-AI tools have the potential to change how many different jobs are performed. Despite the need to proceed with caution with this nascent technology, the opportunity for businesses is clear. After all, as McKinsey Global Institute partner Michael Chui and coauthors note, companies are seeing significant bottom-line impact from AI adoption. Learn about the problems generative AI can solve and why most companies will use out-of-the-box tools or fine-tune these models rather than develop their own. Raise your AI IQ — Edited by Heather Hanselman, 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 - 15 Feb 2023

• The latest on inflation, energy prices, and world economic performance

  Harmony Internal - McKinsey

  Get updated ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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’s the latest on inflation, energy prices, and economic performance across the globe? The January update on McKinsey’s Global Economics Intelligence by McKinsey’s Sven Smit and his coauthors explores these topics and more with insights from the United States, Eurozone, the UK, China, India, Brazil, and Russia. Check it out—and for a more detailed look on macroeconomic data and analysis of the world economy and key insights on national and regional developments, download the full Global Summary Report and the Critical Trends and Risks. Global Economics Intelligence executive summary, January 2023 Growth in most surveyed economies exceeds pessimistic expectations; inflation moderates but is still high, and central banks stay tightening course. Get updated   Quote of the day “So one thing about workplace tensions that arise from the fear of being a sucker is that they are often a little misdirected. You’re annoyed at someone at your job who’s going home earlier, and it means you have to do more of the work—but actually, the real problem is with the structure of the work overall.” —Tess Wilkinson-Ryan, a professor at the University of Pennsylvania Carey Law School, on the fear of ‘playing the sucker’ in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW A cloud migration in wartime Raiffeisen Bank Ukraine’s CTO discusses migrating to the cloud under the most traumatic conditions possible—a full-scale invasion of its country. Be brave   Strategies for building US semiconductor fabs: Finding skilled labor The need to compete for skilled labor could delay fab construction in the United States, but some new strategies may help accelerate progress. Increase collaboration   How Asian banks can regain the cross-border payments crown To retake a leading position in regional cross-border payments, Asian banks need to focus on growth areas, provide differentiated services, and update their operating models to match fintechs. Learn more here   — 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> - 06:38 - 14 Feb 2023

• Is Your Network Protected From Unwanted Threats?

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 05:17 - 14 Feb 2023

• How are employees in the Middle East faring—and feeling?

  On Point

  A new McKinsey Health Institute survey  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Activate better health In the news • Reflect on relationships. While there’s no easy solution to challenges of physical, mental, social, or spiritual health, the leaders of the world’s longest scientific study on happiness say investing in relationships with other people is the strongest predictor of both happiness and health for people through their lives. Self-reflection can be a powerful tool to help people prioritize spending time with loved ones. One suggestion is to regularly assess relationships by asking what you’re giving and receiving, and what you might wish to change. [The Atlantic] • Call your mother. Devoting time to relationships could mean connecting with family (your dad/aunt/grandpa/stepsister told On Point they love you and are proud of you; give them a call). However, Harvard researcher Robert Waldinger also said there are benefits from all relationships, even acquaintances. This “includ[es] the person who makes our coffee for us in the morning, includ[es] the person who delivers our mail. We get little hits of well-being in all these different kinds of relationships,” Waldinger stated. [NPR] Our latest data finds that when employees rate themselves as happy at work, they often also indicate that they have relationships with colleagues or feel an overall strong sense of purpose. On McKinsey.com • Focus on employee health. In a new survey of 4,000 respondents in four countries (Kuwait, Qatar, Saudi Arabia, and United Arab Emirates), the McKinsey Health Institute (MHI) finds that 66% of the respondents report at least one mental-health challenge at some point in their lives. The good news: less than 20% report a social- or spiritual-health challenge, and the majority report happiness at work. Making the investment to employee health and well-being is a long journey, but it can pay off in productivity, write partner and MHI coleader Mona Hammami and colleagues. • Experiencing physical health. Poor physical health affects some respondents’ ability to work, our survey reveals. Overall, an average of about 42% of respondents report experiencing physical pain that prevents them from doing some work-related activities, while almost half of respondents say that the time they dedicate to their jobs curbs the time they have to care for physical health. See specific actions employers can take to improve employee health and well-being in the Gulf region. Consider health in the Gulf region — Edited by Elizabeth Newman, executive editor, Chicago Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:20 - 14 Feb 2023

• Resilience in crisis: Perspectives from Davos

  Harmony Internal - McKinsey

  Watch the videos ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Last month, leaders in government, business, and civil society convened in Davos, Switzerland at the World Economic Forum Annual Meeting. Every year, delegates from all over the world discuss the most pressing issues of the day and the urgent priorities for the year ahead. In a new video series, McKinsey leaders based in Asia talk about the themes that emerged from Davos this year, addressing topics such as sustainability, economic inclusion, diversity, and the importance of leadership. Tune in to see what Kweilin Ellingrud, Gautam Kumra, Joe Ngai, and Yuito Yamada have to say. Resilience in crisis: Perspectives from Davos Delegates from many sectors across the globe gathered at Davos this year to discuss a world affected by unprecedented crises and an uncertain future. What are the key themes that emerged? Learn more   Quote of the day “There’s nothing wrong with efficiency, but efficiency can lead to rigidity. We had to take a step back and say, ‘What is the cost of this hyperefficient supply chain if it limits my ability to react quickly, to be more agile?’” —Karl Siebrecht, cofounder and CEO of Flexe, on how the pandemic affected Flexe and its customers in “Logistics Disruptors: Flexe’s Karl Siebrecht on battling uncertainty with flexible logistics” Chart of the day See today’s chart   ALSO NEW 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   Investing in a net-zero economy: Scaling blended finance The scale of financing required for the transition to net zero is immense and the current financial gap substantial, making it vital to rapidly increase blended finance. Stay vital   A balancing act: How trucking companies can find the optimal spot-contract mix Road freight carriers and brokers could improve EBIT by 15 to 30 percent by leveraging data for decision making—here’s how. Learn more   — 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> - 06:49 - 13 Feb 2023

• The value of human capital: A leader’s guide to developing people

  Harmony Internal - McKinsey

  A capital idea ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Investing in people is a good strategy. By improving people’s health, skills, experience, and knowledge—their human capital—countries and organizations stand to benefit. But human capital investments are often uneven, leaving many workers unable to be fully productive and organizations struggling to find employees with the advanced skills needed to adapt to new technologies. Our research shows that the value of human capital represents roughly two-thirds of an individual’s total wealth. But what does investing in human capital do for a company? This week, we explore some perspectives on this question. AN IDEA Focus on people and performance When companies invest in employees, the returns are not always quantifiable. Yet some organizations are much more effective than others at turning human capital into a tangible competitive advantage, according to new McKinsey research. The best companies are good at both developing their employees and turning in stellar financial performance. This subset of our respondents—companies that we call People + Performance (P+P) Winners—are more consistent and resilient performers than the rest; they also are better at attracting and retaining talent, an important advantage at a time of severe labor shortages. In addition to being heavily people-focused, P+P Winners emphasize organizational capital—the unique management practices, systems, and culture of each company. “This concept encompasses everything from training programs to workflows, department and team structures, employee communications, norms, culture, and leadership,” note the McKinsey researchers. “When these elements are effective, they can turn a collection of talented individuals into a cohesive team.” A BIG NUMBER 59% That’s the percentage of employees who report experiencing at least one mental-health challenge, according to the findings of a McKinsey survey of nearly 15,000 workers across 15 countries. “For leaders, that means that the vast majority of their employees are directly or indirectly affected by mental-health-related challenges,” write McKinsey’s Jacqueline Brassey, Erica Coe, Barbara Jeffery, and their colleagues in their report on the results. They urge employers to create a better workplace through a modern understanding of health that includes eliminating toxic behaviors, creating inclusive work environments, and holding leaders accountable for workforce well-being. A QUOTE “Spiritual growth is an odd mandate for business schools preparing graduates to make manna in a secular world.” Yet that’s precisely what one institution had in mind when it sent students to a monk in a remote village for guidance on ethical dilemmas, according to an article in the Economist. That’s a reflection of today’s shifting expectations for high-ranking executives. “Simply creating shareholder value no longer cuts the mustard,” the article observes. “Running a modern business requires an ever-expanding list of credentials and competencies.” These include spending considerably more time managing people—a shift in focus that is also changing traditional management education. For example, most MBA programs now offer courses on interpersonal skills, and interviewers may screen candidates for emotional traits such as empathy, motivation, and resilience. A SPOTLIGHT INTERVIEW Remember virtual watercooler meetings and video cocktail hours? To some participants, those pandemic-era corporate rituals may have seemed like “forced fun.” But conducted properly, rituals can be powerful acts that help define company culture, state McKinsey talent leaders Bryan Hancock and Bill Schaninger in a recent episode of the McKinsey Talks Talent podcast. “As a leader, you’ve got to be thoughtful about how a ritual advances togetherness,” says Hancock. Whether you do that through team lunches, meditation breaks, or celebrations of birthdays or promotions, the goal should be to build a sense of purpose and connection at work—including face-to-face interactions. “Let’s remember that the majority of workers are not hybrid,” Schaninger says. “And those folks desperately need rituals. There’s a huge swath of the workforce that does not feel respected or valued. So I would encourage us to keep thinking about rituals for people who still go to the workplace daily.” OUT OF IT The ‘quiet quitting’ trend has set off variations. People are showing their dislike for work in a growing number of ways. In fact, 38 percent of employees globally say that they wouldn’t wish their jobs on their worst enemies. More employees may be experiencing “resenteeism,” which describes workers who hate their jobs but stay in them resentfully for fear of not finding better alternatives. Or they could be displaying “digital presenteeism,” where they feel pressured to show constant online availability to bosses and colleagues to prove that they are working. (In traditional presenteeism, workers make sure to be seen sitting at their desks for the same purpose.) Leaders may want to try “career correction,” whereby employees work with their managers to help find different and potentially more interesting roles within the organization. Lead by developing human capital. — 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> - 02:29 - 13 Feb 2023

• People are still drawn to self-driving cars. Can leaders win the passenger car market?

  On Point

  How consumer attitudes are changing  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Advancing autonomous driving In the news • Simpler solutions. After the path to developing fully autonomous vehicles (AVs) has proven difficult and expensive, investors are targeting companies that offer simpler use cases, such as autonomous forklifts that are operated away from pedestrians and at lower speeds. In October through December 2022, venture capitalists funneled $1.4 billion into AV companies, down 47% from the previous year. However, one AV company that develops self-driving trucks for use on private roads received $500 million of that funding. [Reuters] • Auto accident accountability. AV makers confront a major challenge: to what extent will they be held liable when their vehicles are involved in a car accident? A new study reveals that even when self-driving cars do not cause the accident, people still tend to hold them responsible. Roughly 2,000 study participants viewed videos of common types of collisions. When participants believed that the not-at-fault car was an AV, they were likelier to blame the AV maker at least partly for the crash and to say they would sue the company. [WSJ] About a quarter of respondents to a McKinsey 2021 survey said they were very likely to choose an advanced autonomous-driving feature when purchasing their next vehicle. On McKinsey.com • Driving value. The dream of seeing fleets of driverless cars efficiently delivering people to their destinations has captured consumers’ imaginations and fueled billions of dollars in investment in recent years. Even after some setbacks, autonomous driving (AD) could create massive value for the auto industry, explain McKinsey senior partner Ruth Heuss and colleagues. Advanced driver-assistance systems (ADAS) and AD could generate between $300 billion and $400 billion in the passenger car market by 2035, McKinsey analysis finds. • Cautious consumers. Although consumers continue to be interested in AD, they are also adopting more cautious and realistic attitudes toward self-driving cars, shows McKinsey's 2021 autonomous driving, connectivity, electrification, and shared mobility (ACES) survey, which polled more than 25,000 consumers about their mobility preferences. For instance, trust in the safety of AVs decreased by five percentage points between 2020 and 2021. See our new report on autonomous driving, including three scenarios for sales in 2030 and 2035. Get up to speed on AD — 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> - 12:10 - 13 Feb 2023

• The week in charts

  The Week in Charts

  Investments in robotics, in-car entertainment, 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 Charting the Path to the Next Normal 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 investments in robotics and automation, in-car entertainment, corporate longevity, the working preferences of tech workers in the US, and Vietnam’s potential to generate renewable energy. FEATURED CHART Hi, robot See more This week’s other select charts Infotainment superhighway Volatility is the new norm Flex, please Vietnam’s potential for renewables 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> - 03:39 - 11 Feb 2023

• ¿Hacia dónde va el mundo a partir de ahora?

  Harmony Internal - McKinsey

  Además, ¿por qué la innovación puede ser su solución a la incertidumbre? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Destacados mensuales, febrero de 2023 El primer mes del nuevo año está ya en el retrovisor y no hemos tenido el comienzo fresco que esperábamos. Entre la tensión geopolítica, el cambio climático y la incertidumbre macroeconómica —temas centrales en la reunión anual del Foro Económico Mundial en Davos—, el entorno empresarial sigue siendo turbulento en 2023. ¿Hacia dónde se dirige el mundo a partir de ahora? Nuestras dos historias destacadas de este mes pretenden aportar algo de claridad. En un nuevo artículo, los socios sénior Michael Birshan, Homayoun Hatami, Ida Kristensen, entre otros coautores, ofrecen escenarios potenciales para ayudar a los líderes empresariales a establecer sus principales prioridades y prosperar en un mundo 3 × 3 en el que las incertidumbres se multiplican. Otros temas destacados en la edición de este mes son los siguientes: • Por qué ahora es el momento de elegir una nueva cartera de innovación • Cómo los líderes pueden aprovechar al máximo la tecnología • Dónde la IA y las herramientas de análisis avanzado pueden aportar un valor enorme • Cómo las tecnologías seleccionadas pueden ayudar a expandir y diversificar las fuentes de ingresos en el sector de la movilidad La selección de nuestros editores 2023, un año de prueba: ¿Se ampliará o reducirá el rango de los macroescenarios? Las estrategias ganadoras comienzan con una visión clara de la inflación, los mercados laborales y las implicaciones de los futuros escenarios económicos. Establezca sus prioridades  LOS DESTACADOS DE ESTE MES Innovación: Su solución para superar la incertidumbre Cuando los tiempos se ponen difíciles, los más resistentes se vuelven innovadores y crean caminos hacia el crecimiento futuro. Haga evolucionar las necesidades de su empresa Propósitos de año nuevo para la tecnología en 2023 Los líderes de McKinsey Technology ofrecen sus perspectivas sobre cómo los líderes empresariales pueden aprovechar al máximo la tecnología este año. Lidere en tecnología La inteligencia artificial en la estrategia Las herramientas de IA pueden ayudar a los ejecutivos a evitar sesgos en las decisiones, extraer información de océanos de datos y tomar decisiones estratégicas más rápidamente. Y eso es solo el comienzo. Sintonícese El metaverso: Impulsar el valor en el sector de la movilidad Aunque todavía faltan años para crear un metaverso totalmente inmersivo e interconectado, las partes interesadas en la movilidad ya pueden capturar el valor comercial real de las tecnologías diseñadas para hacerlo posible. Cause impacto El nuevo modelo operativo de RRHH En entrevistas con McKinsey, más de 100 directores de recursos humanos y líderes de personas revelan cómo el modelo operativo de recursos humanos está cambiando para generar valor en un entorno empresarial volátil. Ponga a la gente primero Cerrar la brecha digital en la América negra Cinco pasos podrían ayudar a llevar la banda ancha y la equidad digital a todos los hogares negros los Estados Unidos —urbanos y rurales—, mientras se impulsan los esfuerzos para crear una economía más inclusiva. Cerrar la brecha Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New How ambidextrous leaders manage through volatile times Why Davos matters more than ever Five Fifty: Employee well-being: The holistic way Developing dual awareness Sporting Goods 2023: The need for resilience in a world in disarray What is Davos? What to expect in US healthcare in 2023 and beyond Cooking up extraordinary growth for restaurants during a downturn The China imperative for multinational companies Battery 2030: Resilient, sustainable, and circular Asia’s top CEOs embrace change with boldness and resilience Toward a more orderly US energy transition: Six key action areas COVID-19 learning delay and recovery: Where do US states stand Special features McKinsey and the World Economic Forum 2023 As a strategic partner to the World Economic Forum, McKinsey engaged with Davos 2023 participants to identify impact-oriented solutions that can help contribute to a better world. Explore the key themes McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by NPD. See the list Charting the Path to the Next Normal Our daily chart helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics Get the logic and the math right for a successful customer experience transformation program with “Linking the customer experience to value.” Rewind The Daily Read Our must-read insights of the day, delivered to your inbox Monday through Friday—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. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:20 - 11 Feb 2023

• Global flows, China’s meat market, US semiconductor fabs, and more: The Daily Read weekender

  Harmony Internal - McKinsey

  Catch up on the week’s big reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The weekend is here and it’s time to unwind by diving into this week’s essential insights on globalization and our interconnected world, China’s growing meat market, building US semiconductor fabs, and more. In a new episode of The McKinsey Podcast, McKinsey Global Institute’s Olivia White talks about the fate of globalization and the forces that drive global integration. Grasp the shift McKinsey senior partners Sheng Hong, Roberto Uchoa de Paula, and their coauthors discuss the meat purchasing and eating habits of Chinese consumers and the five trends executives should understand. Consider your strategy McKinsey senior partner Bill Wiseman and his coauthors explore strategies to help accelerate progress for building semiconductor fabs in the United States. Increase collaboration Our weekly briefing note on sustainable and inclusive growth explores whether products that make claims related to environmental, social, and governance (ESG) sell better than products that don’t, actions that could help close the Black tech talent gap, and more. Get updated QUOTE OF THE DAY “We examine the period from the first time we engage with a candidate to the time we decide to hire. We analyze the funnel: when we first engage them, where they are during each step, and when we hire them. That way, we can tweak the funnel to eliminate any roadblocks and modify or optimize each step.” —Tirayu Songvetkasem, head of Maknet and chief digital officer of Siam Makro, on Maknet’s funnel-based approach to attracting talent in a recent episode of The Venture podcast chart of the day See today’s chart Ready to unwind? What is an EV? EVs are vehicles powered by electricity and an electric motor rather than a conventional gasoline-fueled internal-combustion engine. Understand the developments  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  Author Talks: Think you’re foolproof? It could be hurting your decision-making Penn’s Tess Wilkinson-Ryan explains how to quell hypervigilance about “playing the fool” for a more cooperative society. Be explicit  — 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> - 06:27 - 10 Feb 2023

• How our interconnected world is changing

  Harmony Internal - McKinsey

  Grasp the shift ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute 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 Explore this and future episodes of The McKinsey Podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, Spotify, Stitcher, and RSS. Related Reading Global flows: The ties that bind in an interconnected world  How to build geopolitical resilience amid a fragmenting global order  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 12:15 - 10 Feb 2023

• You're invited 🎙 Webinar: Mass-quitting in 2023 - How to be an outlier company

  You're invited 🎙 Webinar: Mass-quitting in 2023 - How to be an outlier company

  Join Remote's foremost experts on global employment.

  Hi MD 👋 you are exclusively invited to join us to our upcoming webinar.. Webinar: Mass-quitting in 2023 - How to be an outlier company Date and times:  Thursday, February 23rd 2023 2:00 pm UTC 3:00 pm CET 9:00 am EST   Join this special online event from some of Remote's foremost experts on global employment. In this hour-long talk with a live Q&A, you will learn everything you need to know about why employees are leaving; signs to recognize resignations before they start; and how to make your company one they'll never want to leave.   What will you learn?  Exclusive new research on global employment trends from Remote Signs of unhappy or burned-out employees Benefits to offer to keep your teams happy Strategies to create a culture that rewards high performance Leadership tips to communicate and operate in uncertain times Employment markets continue to experience massive upheaval. Is your business prepared to break the trend and retain your best employees in 2023 and beyond?   Speakers: Rhiannon Payne - Senior Product Marketing Manager Sally Flaxman - Head of Mobility Joana Viana - Senior Expert, Global Benefits Design and Strategy Inumidun Akinboboye - Senior Manager, People Excellence Save your spot today 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 Conferences & Events 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> - 07:00 - 10 Feb 2023