in

info@learn.odoo.com

• 112
• 113
• 114
• 115
• 116

• Harness the power of generative AI

  The Shortlist

  Level up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Hello, Shortlist readers! We’re back with another edition in our new format. We know it’s hard to sort through all the information out there to find the articles and reports that spark new ideas. Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. We hope you enjoy them. — Liz and Homayoun What’s new There’s more to generative AI than pictures of puppies underwater. DALL-E, ChatGPT, and other new products have set the world on fire, triggering starry-eyed visions of the future (and much hand-wringing among content professionals). Many people have a basic question: what the heck is generative AI? But some execs are looking beyond the basics to the potential business uses for generative-AI models—from marketing to IT to risk and legal. For more details—and the risks to watch out for—read Generative AI is here: How tools like ChatGPT could change your business by Michael Chui, Roger Roberts, and Lareina Yee. What’s now Remember ‘software is eating the world’? Guess what: the world is biting back. Software companies have had a lock on the market for years. Now companies in every sector are embedding a software mindset at the core: they’re turning themselves into coders and developers, building new businesses, and spinning off proprietary software assets. It’s an exciting new matchup: Main Street versus Silicon Valley.   To get the download, read Every company is a software company: Six ‘must dos’ to succeed by Chandra Gnanasambandam, Janaki Palaniappan, and Jeremy Schneider. What’s next The future is here; it’s just unevenly distributed. The metaverse is popping up everywhere. By 2030, we estimate the metaverse could generate up to $5 trillion in value. Risk, you say? Sure, there are risks—but the biggest one is missing the boat. Proponents see the metaverse not as a fad but as the next iteration of the internet. We outlined a path for cautiously optimistic CEOs to follow into the future.  Update your avatar, and read A CEO’s guide to the metaverse by Homayoun Hatami, Eric Hazan, Hamza Khan, and Kim Rants.  What’s needed When will the workplace go back to normal? Executives are clamoring for answers. But according to McKinsey senior partner Katy George, “if by normal, they mean ‘2019,’ the short answer is ‘never.’ And that might be a good thing.” The worker–employer contract is changing—fundamentally and permanently—and both sides are benefiting. People don’t want to do boring or pointless tasks; they want work that is meaningful, exciting, and personally sustainable. When employers deliver the goods, they get high-performance results. To get to the next level in the new normal, companies should adopt six changes. Which have you taken up?  Harvard Business Review shares the findings in Competing in the new talent market by Katy George. We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.  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 Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:38 - 10 Feb 2023

• Investors have an opportunity to lift up Black communities. Our road map reveals how.

  On Point

  Eight areas could make a difference ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Boosting Black-owned businesses In the news • Flagging investment. Black entrepreneurs often have a tough time finding investors to back their companies. Roughly 2% of overall venture capital funding typically goes to Black-led enterprises, according to a US-based company that provides information about businesses. Black women founders receive even fewer VC dollars, attracting just 1% of funding. The racial-justice movement prompted a wave of investments to Black business founders in 2021, but much of that support fizzled out by late 2022, data reveals. [CNBC] • Black American net worth. US Black families are making progress on closing the racial wealth gap, but they still have a long way to go before reaching parity with other groups. The net worth for Black American households increased by an average of 32% from late 2019 to the third quarter of 2022, according to a US financial-services company. But even with these recent gains, Black US families lag behind their non-Black peers in terms of actual dollars. Each Black household is worth roughly $340,000 on average, compared to $1.1 million for others. [Bloomberg] To date, US investors have committed more than $350 billion to promote inclusion and economic mobility for Black Americans. On McKinsey.com • Interest in impact investing. A recent McKinsey survey on ESG and impact investing has found that the majority of investors now consider ESG factors as part of their investment and portfolio management decisions, notes McKinsey senior partner Shelley Stewart III and coauthors. The groundswell of interest in ESG and impact investing dovetails with the elevation of Black economic mobility as a prominent issue. Economic mobility—and, by extension, the experiences of Black Americans—is a critical component of the S in ESG. • Elevating Black communities. In response to 2020’s racial reckoning and the COVID-19 pandemic, private-capital investors have begun prioritizing opportunities to promote economic mobility for Black Americans. To better understand how investors can support Black economic mobility, we analyzed data on existing racial disparities that affect Black people and explored potential investment opportunities to address them. See eight socioeconomic pillars that can support the growth of Black-owned businesses. Understand the investment landscape — 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:52 - 10 Feb 2023

• How carve-outs can unleash value

  Harmony Internal - McKinsey

  Reap the rewards ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 most value-creating support structure for each business in a larger company’s portfolio? Too often, the default assumption is “mini me.” But the ideal model is typically not the familiar one. In a new McKinsey Quarterly article, McKinsey partner Anna Mattsson and her coauthors state that “separations present an unrivaled opportunity for both transacting and transforming—by anchoring in the question ‘what is most value creating?’” Give it a read and understand the benefits of building the right support structure that is unique to the specific needs of the newly divested businesses and the five steps that will help get you there. The power of goodbye: How carve-outs can unleash value Separations can be a once-in-a-lifetime opportunity to create value for the remaining and separated companies. The secret? Get granular about support costs and personal about talent. Reap the rewards   Quote of the day “Increasing Black representation in technology jobs isn’t just about bridging wage gaps. It means improving the lives of those who are regularly othered, diminished, and discounted in workplaces where they may be the only Black person.” —Understand the importance of developing inclusive technologies and bridging the wage gap in “How to close the Black tech talent gap”  Chart of the day See today’s chart   ALSO NEW A guide to impact investing in Black economic mobility Eight socioeconomic pillars can support the growth of Black-owned businesses and increase opportunities for Black communities. Download the full report   Five ways biopharma companies can navigate the deal landscape The biopharma investment landscape is changing. Companies that grasp recent macro trends in dealmaking and how they affect deal success could position themselves well for attractive opportunities. Read more  Introducing the Australian Consumer Loyalty Survey Consumer-facing organizations in Australia can overcome declining consumer sentiment by investing in their loyalty programs. Focus on the customer   — 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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:37 - 9 Feb 2023

• New for 2023, discover the opinionated guide to API management

  New for 2023, discover the opinionated guide to API management

  New for 2023 - Get our exclusive insights. No gate, no fluff.

  Hey, you. You're doing great!   We just launched the opinionated guide to API management and wanted to share it with you. Find out what’s hot – and what’s not – on the API scene right now, according to (very opinionated) industry experts.   Totally free. No form to fill. No questions asked.   Get your hands on ten chapters of direct and actionable tips, tools and processes you need to help navigate the uncertain waters of 2023.   All the best,    Budha Bhattacharya Product Evangelist Tyk Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences

  

  ---

  by "Budhaditya Bhattacharya" <budha.b@tyk.io> - 11:00 - 9 Feb 2023

• Why great health may be within reach

  On Point

  Escape the healthcare matrix  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 secret to great health In the news • Hack your goals. Just over a month into 2023, many people may already be struggling to maintain their New Year’s resolutions. Some ideas to help keep them going include making a list of activities that bring you joy, setting a goal, homing in on small wins, adding a new habit to a current one that you enjoy doing, turning to people for support, and bringing along a friend to encourage you. In addition, one US resident, at the age of 66, set a goal of learning to play the piano. Her advice: don’t be afraid to try something new. [WaPo] • Minding mental health. Taking better care of your health also means taking care of your mental health. This includes watching for burnout and its physical symptoms, understanding how burnout is different from depression, finding an enjoyable workout, and spending more time outdoors. An additional tip is to find ways to use anxiety in your favor. As an example, feeling anxious might be a sign that there’s a problem in your life and that something needs to change. Through facing one’s fears, embracing anxiety might also encourage personal growth. [NYT] Most drivers of health sit outside conventional healthcare systems and are modifiable. On McKinsey.com • Greater control over great health. As McKinsey Health Institute coleader Lars Hartenstein and his coauthor ask in a recent article: “If changing an aspect of your life within your control decreased the odds of acquiring dementia by 25%, would you want to know about it?” Currently, more than 90% of all healthcare expenditures are spent on treating physical disease or physical symptoms. Meanwhile, less than 5% of modifiable drivers of health are defined consistently or at all, captured systematically, and made broadly available as data. • Look closer. McKinsey has identified 23 drivers of health—with many of them sitting outside of conventional healthcare systems. Among the arguments that McKinsey research supports are that mental, social, and spiritual health are as important as physical health and are deeply interconnected; that health is mostly about the ability to function, and not just death and disease; and that people are more than patients, deserving to be empowered with greater health literacy. Learn about the drivers of health, and break out of the healthcare matrix. Explore our health research — Edited by Katherine Tam, 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:21 - 9 Feb 2023

• Consumers care about sustainability—and back it up with their wallets

  Harmony Internal - McKinsey

  Embrace it ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Do consumers really care about buying environmentally and ethically sustainable products? Turns out, the answer is yes. According to a joint study by McKinsey and NielsenIQ, there is a clear link between environmental, social, and governance (ESG)-related claims and consumer spending. Products that claimed to be environmentally and socially responsible averaged 28 percent cumulative growth over the past five years, compared to 20 percent for products that made no such claims. For more on how to develop a consumer-centric ESG strategy that could benefit your company’s financial performance as well as the planet, check out this new article by McKinsey partner Jordan Bar Am, senior partner Steve Noble, and their coauthors. 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   Quote of the day “If you look at 20- to 29-year-olds, they have a very strong preference for having at least two, three days a week on site. Strategically, as a company, if you want to hire people like my students from Stanford, it’s not that appealing being fully remote.” —Nicholas Bloom, Professor of Economics at Stanford University, on the downside of fully remote work in a recent episode of the Forward Thinking podcast Chart of the day See today’s chart   ALSO NEW Indirect manufacturing costs: An overlooked source for clear savings Indirect operations functions make up a significant share of total operations—and optimizing them can deliver sizeable bottom-line impact. Find hidden savings   Focusing on developer experience and embedded security for cloud Asurion’s CIO explains how the company’s timely decision to go cloud-first allows the company to move fast, drive value, and stay competitive. Move quickly on cloud   European Transformation Summit: Fresh leadership perspectives European transformation leaders share fresh perspectives based on their real-world experiences. A unifying principle to drive change and a structured approach to execute and sustain it can boost success. Continue the journey   — Edited by Katherine Tam, 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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:15 - 8 Feb 2023

• What do finance chiefs view as the top risks to company growth?

  On Point

  Our first McKinsey CFO Pulse 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 Crunching the numbers In the news • Zero-based budgeting. CFOs began turning to zero-based budgeting in the early days of the COVID-19 pandemic. This accounting method is one that finance leaders are considering to reduce expenses in a world of rising costs. The approach requires finance executives to interrogate and explain every line item in a new budget period. Traditional budgeting techniques rely on modifying the previous year’s spending. Finance leaders in sectors ranging from consumer goods to automotive industries are adopting the practice. [WSJ] • Out the door. At the end of 2022, more CFOs were stepping down from their jobs, according to a US-based executive-search firm. This may be because CFOs come under closer scrutiny as businesses evaluate their year-end performance or because the CFOs who led during boom times may not be equipped with the skills necessary to tackle a recession. Plus, for the first time in three years, the share of CFOs who are retiring is increasing. [Fortune] Forty-six percent of CFOs say rising interest rates pose the biggest potential risk to their companies’ growth over the next 12 months. On McKinsey.com • CFO check-in. CFOs appear to be spending less time on long-term strategic goals, such as building capabilities and pursuing organizational growth, as they focus on tackling macroeconomic headwinds that are challenging the bottom line, according to the findings of the first McKinsey CFO Pulse survey, developed by McKinsey partner Ankur Agrawal and coauthors. For CFOs, the biggest risks to future growth include rising interest rates and inflation, our survey reveals. • The price is right. Financial leaders are increasingly interested in making sure products and services are priced properly, spending more of their time focused on this priority than on areas like M&A, according to the survey. Looking ahead, CFOs ranked financial risk management, long-term planning and resource allocation, and cash management and capital structure as their top priorities in the next 12 months. See the full survey results for how finance leaders are thinking about and setting priorities. Discover CFO priorities — 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:31 - 8 Feb 2023

• Author Talks: How to stay healthy no matter what

  Harmony Internal - McKinsey

  Embrace health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 health mean now? In the past, we’ve thought of health as simply the absence of disease. But for father-daughter duo Alex Jadad and Tamen Jadad-Garcia, that’s an outdated definition. For them, a doctor and healthcare entrepreneur, health is instead the ability to adapt to inevitable physical, psychological, and social challenges we face throughout our lives. “Without adaptability,” says Dr. Jadad in a new McKinsey Author Talks, “it’s not possible to feel healthy.” To learn more about why adaptability is key to good health no matter what—and why the doctor prescribes having plants in your house—check out the interview. Author Talks: How to stay healthy no matter what A father–daughter duo of health experts redefines what it means to be healthy—and it has a lot to do with where you spend your time. Embrace health   Quote of the day “Having developers who understand how that business works, who can go in and analyze the data coming out of their systems and put in new capabilities or fixes, just pays for itself tenfold.” —Casey Santos, the CIO of Asurion, on hiring good developers in “Focusing on developer experience and embedded security for cloud” Chart of the day See today’s chart   ALSO NEW Disrupting Thailand’s B2B food marketplace: A conversation with Maknet’s Tirayu Songvetkasem The chief digital officer of a Thai incumbent catering to the food services sector explains how the company’s B2B spin-off combines the best of the start-up and enterprise worlds. Listen to the episode   Fueling the Hungarian start-up ecosystem Cooperation among all stakeholders would help the country create a start-up culture that could generate some 30,000 high-value-adding jobs and up to €1.3 billion in additional direct local spending. Be strategic   Why the economics of electrification make this decarbonization transition different The economics of decarbonizing fleets are demonstrably viable. Now commercial transport operators need to identify the best way to capture value. Deliver real benefits   — Edited by Stephanie d’Arc Taylor, editor, Southern California 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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:09 - 7 Feb 2023

• Seats are filling up - Odoo is coming to Bangkok in 2 weeks!

  Hello,  On Tuesday, 21 February 2023, we are hosting 2 events in Bangkok at Westin Grande Hotel Sukhumvit: Odoo Partnership Enablement (9:45 AM - 12 PM) - Exclusive for Software Implementers and Developers Odoo Roadshow Bangkok (2 - 6 PM) - Open for ALL interested in learning how to digitalize your business operations more efficiently Join us to discover the best integrated digital tools for companies and the opportunity to become our Partners to provide Odoo solution for local businesses. Register Odoo Roadshow Bangkok 2023 or, click on this link: https://www.odoo.com/r/bGd  *Registration is free, but mandatory. --- 1. Morning Event: 9:45 AM - 12 PM | Odoo Partnership Enablement Exclusive event for: Software implementers, Developers, IT services providers, anyone who wants to implement Odoo for local businesses Agenda: 9:45 - 10:15 AM | Welcoming  10:15 - 11:15 | Introduce the Odoo Partnership Program, benefits of Odoo Partners and live Q&A with Odoo team 11:15 - 12:00 | Networking with Odoo team and local partners *Event will be held in English 2. Afternoon Event: 2 - 6 PM | Odoo Roadshow Bangkok Open event for: ALL businesses You want to know more about business digitalization and choosing the right management software for your business? Join us in the Odoo Roadshow Bangkok! You will learn about how Odoo can help boost your overall business performance with our software solution and see a live demo from our product expert.  Agenda:  2:00 - 2:30 PM | Welcoming 2:30 - 4:00 PM | Introduction about Odoo - Demo on our integrated business apps: AI-assisted Website builder, eCommerce, Accounting, Manufacturing, etc. 4:00 - 5:00 | Partner Panel Talks Trinity Roots: Why SMEs Fail in ERP Implementation? Cybernetics: Improve your business efficency for success Newlogic: How to Take Control of Your Business Transformation Journey 5:00 - 6:00 PM | Networking with Odoo Experts and local partners More information on our events HERE  We look forward to seeing you at our Bangkok event! Special thanks to our event sponsors Best regards, Odoo APAC Events Team Unsubscribe

  

  ---

  by "Odoo Events" <events@odoo.com> - 02:56 - 7 Feb 2023

• Retailers now sell more than just their own products

  On Point

  Explore the expanding world of retailer services ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Stores and more In the news • Trying out the clinical-trials business. Some large US retailers have been in the pharmacy business for years, but recently, a handful of them have ventured into the clinical-trials space. They’re recruiting participants for clinical trials, making participation more convenient (for instance, by operating clinical-trial centers at their facilities or by offering virtual and in-home options), and developing digital tools to help increase diversity among clinical-trial participants—which is important given that among the roughly 5% of the US population who participate in trials, 75% are White. [Drugstore News] • Retailers as media companies. Retailers have a huge audience, so why shouldn’t they sell advertising in their stores and on their websites? Indeed, this year could mark a turning point for retail media networks (RMNs): analysts expect the leading RMNs to grow their revenues by more than 40% in 2023. Retailers are raising their game in the advertising business by creating more ad formats and expanding their ad sales teams. And RMNs could fare relatively well even in a recessionary environment, as advertisers look to spend their (likely reduced) ad budgets on targeted, measurable media. [Modern Retail] “We tested customer willingness to buy services from retailers, and 60%, on average, stated that they would. Furthermore, high-income customers are more willing to switch to retailers.” On McKinsey.com • Beyond traditional retail. As retailers face pressure to grow profitably, getting into the services business is an attractive option. Retail-adjacent services—such as consumer finance, healthcare, or travel services—have higher profitability and growth potential than traditional retail does. Furthermore, as McKinsey partner Marco Catena explains in a recent webinar, a survey of more than 6,000 European consumers showed that many are dissatisfied with their current service providers and would be willing to switch to a retailer’s service offerings. • A new playbook. By offering new services, retailers can start building ecosystems that attract and retain customers. But if you’re a retailer, which consumer services (such as credit cards, vacation packages, or pet grooming) or B2B services (such as advertising) should you offer? Three factors are useful to consider: the unmet needs of your customer base, a service’s profitability or monetization potential, and your brand values and capabilities. Learn more about the new playbook for retail success. See what else is in store — Edited by Monica Toriello, editorial director, 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 7 Feb 2023

• How to close the Black tech talent gap

  Harmony Internal - McKinsey

  Expand opportunities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 While the growth of the tech industry over the past couple of decades has led to more jobs, its employees do not reflect the makeup of the broader American workforce. Black Americans represent 12 percent of the US workforce but only 8 percent of tech jobs. And Black executives make up only 3 percent of the C-suite in tech. What can be done to close this talent gap and increase Black representation in technology? A new article by McKinsey partner Jan Shelly Brown, senior partner Mark McMillan, and their coauthors explores five ways individuals and organizations can invest in Black tech talent. Be sure to check it out and seize the opportunities. How to close the Black tech talent gap Businesses risk billions if Black professionals continue to be underrepresented in tech jobs. Closing the gap means making changes to education, recruiting, and retention initiatives. Expand opportunities   Quote of the day “Having developers who understand how that business works, who can go in and analyze the data coming out of their systems and put in new capabilities or fixes, just pays for itself tenfold.” —Casey Santos, the CIO of Asurion, on hiring good developers in “Focusing on developer experience and embedded security for cloud” Chart of the day See today’s chart   ALSO NEW How the Asian insurance market is adapting to the future In this podcast, three McKinsey partners and leaders of the Insurance Practice discuss the themes that will define Asian insurance in 2023 and beyond. Anticipate change   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   Migrating two banks to the cloud after a merger Truist’s chief information and experience officer discusses the post-merger cloud challenges. Learn from a tech leader   — 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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:48 - 6 Feb 2023

• Consumer behavior—what’s changed, what hasn’t: A leader’s guide

  Harmony Internal - McKinsey

  Spending shift ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The strong consumer spending of the past two years may have lulled companies into taking their customers for granted. But now, as high inflation and increasing pessimism about the economy push many people to cut their spending, leaders should watch for new consumption patterns: “These times call for a nuanced understanding of how consumers are feeling and reacting given an increasing number of external shocks,” says McKinsey partner Tamara Charm. “The need to reassure consumers is paramount so they know they’re making smart purchases.” Whether your organization’s customers are businesses or consumers, it’s important to monitor—and cater to—their behaviors and preferences closely, as we discuss in this issue. AN IDEA Prepare for fluctuations Amid high inflation and economic uncertainty, “companies should continuously track swings in sentiment and spending,” suggest McKinsey senior partner Kelsey Robinson and colleagues in their article on the findings of our latest Consumer Pulse Survey. With pessimism about the economy increasing, more people are tightening their purse strings by delaying purchases, adjusting the quantity or pack sizes of what they buy, or trading down to lower-priced products. Still, some categories and channels—for example, retail apparel, electronics, restaurants, and grocery stores—continue to do well, and higher-income consumers of all ages expect their spending to grow regardless of whether they’re buying essential or nonessential goods. In this unpredictable environment, companies may need to work a lot harder to satisfy their customers. That could mean designing highly personalized offerings, placing big bets for long-term growth, and creating agile operating models that enable adaptation to rapid shifts in consumer behavior. A BIG NUMBER 94% That’s the percentage of respondents to a McKinsey survey of B2B decision makers who say that omnichannel sales models are now as effective or more effective than the ones in place before the pandemic. In omnichannel commerce, customers engage with sellers through a variety of channels—for example, face-to-face, videoconferencing, online chat, self-service, or online marketplaces. Most B2B customers now use ten or more channels to interact with suppliers, up from five in 2016. B2B sellers rank e-commerce as their most effective channel, but they don’t write off in-person contact just yet: “59 percent of customers say they will buy from a supplier only if they’ve met in person at least once before,” according to McKinsey senior partner Steve Reis and colleagues. A QUOTE “Most leaders’ thinking about e-commerce is too small.” That’s from a recent McKinsey article on how organizations can become indispensable to customers. Companies should think big and upgrade digital capabilities “to move past basic transactions and provide experiences that solve a much broader set of their customers’ problems,” suggest McKinsey senior partners Arun Arora and Kevin Wei Wang and their coauthors. Six major forces—among them sky-high customer expectations and advances in technology—are pushing companies to rethink how they approach the customer experience. Organizations may want to begin by evaluating their current e-commerce status unflinchingly and assessing their weak spots in areas such as profitability, operational efficiency, technology, and coordination across the enterprise. A SPOTLIGHT INTERVIEW When COVID-19 was at its peak, many people adopted new behaviors, such as baking bread, cooking meals at home, or taking in pets. But companies should ask, “Which of those consumer behaviors are truly going to persist and be ‘sticky’ coming out of this pandemic?” says McKinsey partner Kari Alldredge in this McKinsey on Consumer and Retail podcast. The answer no longer lies solely in traditional market research, which asks consumers how likely they are to buy a product; rather, companies should consider mining online data—such as ratings and reviews on e-commerce sites—to help with truly understanding what consumers are thinking, feeling, and, ultimately, buying, Alldredge says. Based on what they learn, organizations could even quickly test and adjust products online rather than invest in mass product development for store shelves. Alldredge’s advice to leaders of consumer companies? “Listen; don’t tell.” HABIT FORMING Leaders should be nimble in keeping up with customers’ changing preferences. But old habits die hard. For the most part, people have returned to pre-COVID-19 lifestyles and buying patterns; they’re flocking to shopping malls and gyms and no longer hoarding toilet paper. Nevertheless, they’re not giving up online entertainment or videoconferencing anytime soon. Understanding this balance of old and new behaviors can help organizations better seize and hold customer loyalty. Lead by knowing your customers. — Edited by Rama Ramaswami, senior editor, New York Update: The Spotlight Interview in last week’s Leading Off did not include the recent change in leadership at Majid Al Futtaim. The content has been updated to reflect that Alain Bejjani is no longer CEO. 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

  ---

  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:14 - 6 Feb 2023

• Demand for shared mobility is surging. What are the trends to know?

  On Point

  Four key segments of shared mobility ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 spread of shared mobility In the news • Borrowed bikes. From North America to Europe, more people are paying monthly fees to rent bikes and e-bikes. Electric bikes, consumers say, are expensive and can be difficult to repair. Long-term bike subscriptions allow riders to outsource maintenance and not worry about their bikes getting stolen. One Amsterdam-based bike subscription company estimates that it serves 280,000 riders in 60 European cities. Kids are also hopping onto rented bikes: one UK company targeted at kids has 55,000 active subscribers. [BBC] • Micromobility riders return. Since ridership plunged in 2020 during the global COVID-19 pandemic, shared micromobility in the US has almost completely recovered. Micromobility trips, including via station-based bikes, dockless bikes, and e-scooters, totaled 112 million in 2021, after dropping to 65 million in 2020, revealed a recent analysis by an association of 95 North American cities. Demand for docked bike share has remained the most stable. In 2021, bike-share ridership surpassed pre-COVID-19 levels by 18%. [Bloomberg] By 2030, the shared-micromobility market could reach $50 billion to $90 billion, a roughly 40% increase each year between 2019 and 2030. On McKinsey.com • Shared-mobility surge. From ride hailing and robo-taxis to shared e-bikes, spending on shared mobility could grow rapidly over the next decade, with profound implications for policy makers, companies, and consumers, reveal McKinsey partners and McKinsey Center for Future Mobility coleaders Kersten Heineke and Timo Möller and their colleagues. The number of e-hailing trips tripled from 5.5 trillion in 2016 to 16.5 trillion in 2019, per McKinsey analysis. Spending on shared-mobility services could reach $500 billion to $1 trillion in 2030. • The challenge of congestion. One main trend behind the growth of shared mobility is a potential transition from individual to pooled use of vehicles. The dizzying pace of urbanization means that congestion is an ongoing challenge in urban areas. Cities working to reduce private-vehicle use are establishing car-free zones, charging cars to enter cities, reducing parking spaces, and increasing parking fares. See our perspective on four key segments of shared mobility, including estimated global revenues and major trends. Grasp shared-mobility trends — 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:25 - 6 Feb 2023

• ห้ามพลาด! นวัตกรรมการบริการการจัดการระบบไฟฟ้าแห่งปี จากชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทแผนบริการ ชไนเดอร์ อิเล็คทริค   ดูออนไลน์     ห้ามพลาด...พบกับงานใหญ่ของปี!   ขอเชิญท่านลงทะเบียนร่วมงาน Innovation Day: Services in the age of IoT, Thailand 2023 พบกับนวัตกรรมการบริการด้านการจัดการระบบไฟฟ้าในยุคดิจิทัล พร้อมร่วมพูดคุยตรงกับผู้เชี่ยวชาญเฉพาะจาก ชไนเดอร์ อิเล็คทริค หัวข้อไฮไลท์: ปฏิวัติการบำรุงรักษาระบบไฟฟ้าและระบบสำรองไฟฟ้าด้วย Analytic Services (EAA & ETE) ยกระดับแผนผังระบบไฟฟ้า ด้วยนวัตกรรม Electrical Digital Twin Service (ซอฟต์แวร์ ETAP & Digital SLD) และการบริการให้คำปรึกษาเชิงวิเคราะห์ระบบไฟฟ้า (EcoConsult) พิเศษสำหรับการแชร์ประสบการณ์และวิสัยทัศน์ จากผู้ใช้บริการฯ *ลงทะเบียนและรับชม Live สด รับบัตรกำนัล Grab ฟรี #แจกให้ทุกคน และของที่ระลึกมากมาย   ลงทะเบียน!       วันและเวลา   วันที่ 23 ก.พ. 2566 เวลา 13:30 - 15:30 น.     รูปแบบการจัดงาน   รับชมออนไลน์ผ่านระบบ Webex       + 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.

   

  ---

  by "Schneider Electric" <reply@se.com> - 08:00 - 5 Feb 2023

• Upcoming books and an emerging economy for the new year

  Readers & Leaders

  Start fresh ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 January may be over, but McKinsey is still busy sticking to its resolution of sustainable, inclusive growth. In this year’s first edition of Readers & Leaders, McKinsey senior partners Miklós Dietz and Venkat Atluri break down the multitrillion-dollar promise of the emerging ecosystem economy and lifelong economists discuss labor distribution and industrial policy with members of McKinsey Global Publishing. Watch new Author Talks interviews, catch the highlights from Davos 2023, and check out this month’s top bestselling business books, prepared exclusively for McKinsey by NPD. Itching for more? Visit McKinsey on Books for the latest, and to get Readers & Leaders in your inbox monthly, click here to subscribe. IT BEARS REPEATING “We are expecting that by 2035, around one-third of the global GDP—which would be more than half of the distribution part of the GDP—will actually be orchestrated by cross-industrial ecosystems. … The enormous valuation increase of cross-industrial companies, even after the recent correction, is very visible. Over the past two years, $8 trillion has moved into ecosystem players. The markets are assuming and expecting to see early moves to grab a large part of this future value, because in this new ecosystem, the magic is not market share anymore—it’s customer ownership.” —Miklós Dietz, McKinsey senior partner and coauthor, with senior partner Venkat Atluri, of The Ecosystem Economy: How to Lead in the New Age of Sectors Without Borders (John Wiley & Sons), in a recent edition of Author Talks. IN CASE YOU MISSED IT Lifelong labor economist Myra Strober shares the framework for making life’s hardest decisions from her popular Stanford course, Work and Family: “How to divide the work is a major issue in marriages. It depends on the kinds of jobs each of you have, the kinds of preferences each of you have, how many children you want, where you want to live, and how complicated your lives are. However, you can’t plan everything in advance. There’s an old Yiddish saying: ‘Man plans and God laughs.’” Watch the full interview. Institutional economist Ha-Joon Chang tracks the evolution of industrial policy and democracy in a capitalist economy: “When I first started doing research on this as a graduate student in the late 1980s, industrial policy for many people was a four-letter word—it was something that you didn’t mention in polite company. Today, a lot of countries that used to denounce industrial policy are now very keen to do it.” Watch the full interview. MCKINSEY AT DAVOS Decision makers gathered for the World Economic Forum’s annual meeting in Davos, Switzerland, last month to identify sustainable solutions to global issues. Revisit our Author Talks interviews on some of the key themes from #WEF23: • Resilience: How to learn and lead calmly through volatile times with McKinsey’s Jacqueline Brassey and Aaron De Smet and former partner Michiel Kruyt • Sustainability: An investor’s guide to the net-zero transition with Columbia Business School professor Bruce Usher • Reimagining globalization: Global business is coming home with Financial Times editor Rana Foroohar • Inclusion: How to eradicate roadblocks to equity with inclusion strategist Dr. Tina Opie MORE ABOUT DAVOS Why Davos matters more than ever Global challenges call for global leadership. Five themes for leaders to consider  What is Davos? Learn about Davos, the site of the annual World Economic Forum, and find answers to other commonly asked questions with McKinsey Explainers. Understand the agenda  LOOKING AHEAD Power to the Middle: Why Managers Hold the Keys to the Future of Work McKinsey partners Emily Field and Bryan Hancock and senior partner Bill Schaninger offer a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers. Preorder now  BUSINESS BESTSELLERS TOP 8 New year, new books (plus some tried-and-true favorites). 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 Deliberate Calm: How to Learn and Lead in a Volatile World by Jacqueline Brassey, Aaron De Smet, and Michiel Kruyt (HarperCollins Publishers) DIVERSITY & INCLUSION Caste: The Origins of Our Discontents by Isabel Wilkerson (Random House) SUSTAINABILITY Beloved Economies: Transforming How We Work by Jess Rimington (Macmillan) 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  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 focused on sustainable inclusive growth. Watch the videos  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

  ---

  by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 07:10 - 5 Feb 2023

• The week in charts

  The Week in Charts

  Closing the digital divide, AI’s potential, 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 the digital divide for Black Americans, the potential of AI, commodity price increases in Africa, dissatisfied workers in Europe, and soaring demand for electric vehicles. FEATURED CHART Plugging in equitably See more This week’s other select charts Seeing double with AI  The impact of commodity prices in Africa   What have you done for me lately?  Battery boom 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

  ---

  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:09 - 4 Feb 2023

• Where does the world go from here?

  Harmony Internal - McKinsey

  Plus, deciding whether to double down, decouple, or diversify ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, February 2023 The first month of the new year is in the rearview, and we didn’t quite get the fresh start we were hoping for. Between geopolitical stress, climate change, and macroeconomic uncertainty—topics that were front and center at the World Economic Forum’s annual meeting in Davos—the business environment remains turbulent in 2023. Where does the world go from here? Our two featured stories this month attempt to provide some clarity. In a new article, senior partners Michael Birshan, Homayoun Hatami, Ida Kristensen, and coauthors offer potential scenarios to help business leaders set their top priorities and prosper in a 3 × 3 world where uncertainties are multiplied. And the McKinsey Global Institute’s Olivia White, Jonathan Woetzel, Sven Smit, and Jeongmin Seong assess the future of globalization as we know it—and outline why leaders must take a granular approach when deciding whether to double down, decouple, or diversify. Other highlights in this month’s issue include the following topics. • why now is the time to choose a new innovation portfolio • how leaders can make the most of tech • five emerging HR operating-model archetypes • the factors that suggest the metaverse is truly a CEO issue Editor’s choice 2023, a testing year: Will the macro-scenario range widen or narrow? Will the world move to solve its structural problems and make superior short-term choices? Yes or no: that’s the first question on the test. Set your priorities  The complication of concentration in global trade Concentration in the origins of traded products is widespread, prompting questions about whether to diversify or decouple. Get a better view  SUBSCRIBERS LIKE YOU ARE READING Innovation: Your solution for weathering uncertainty When the times get tough, the tough get innovative and create paths to future growth. Discover fresh insights New year’s resolutions for tech in 2023 McKinsey Technology leaders offer their insights on how business leaders can make the most of tech this year. Lead in tech HR’s new operating model Interviews with more than 100 chief human resources officers and people leaders reveal how the HR operating model is changing to drive value in a volatile business environment. Put people first A CEO’s guide to the metaverse It’s too big to ignore—yet its future is far from certain. Companies need to dip a toe in the water and plan to take the plunge should developments warrant. Get a fresh start Artificial intelligence in strategy AI tools can help executives avoid biases in decisions, pull insights out of oceans of data, and make strategic choices more quickly. And that’s just the beginning. Be deliberate Diversity, Equity and Inclusion Lighthouses 2023 Leaders need clarity on what works to improve diversity, equity, and inclusion. Our 2023 report shows success factors that contributed to significant, quantifiable, scalable, and sustainable DEI impact. Be accountable ALSO New How ambidextrous leaders manage through volatile times Why Davos matters more than ever The metaverse: Driving value in the mobility sector Five Fifty: Employee well-being: The holistic way Developing dual awareness Sporting Goods 2023: The need for resilience in a world in disarray Closing the digital divide in Black America 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. 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

  ---

  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:27 - 4 Feb 2023

• Investing in human capital, supporting Black economic mobility, understanding ESG, and more big reads for the weekend

  Harmony Internal - McKinsey

  Get cozy with these 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 Get cozy this weekend as you catch up on this week’s big reads on prioritizing human capital, investing in Black economic mobility, digital and analytics in life sciences, and more. Anu Madgavkar, Bill Schaninger, Dana Maor, Olivia White, Sven Smit, Hamid Samandari, Jonathan Woetzel, Davis Carlin, and Kanmani Chockalingam explain why firms that prioritize investing in employees deliver top-tier profitability. Emphasize skill development Shelley Stewart III, Ammanuel Zegeye, and their coauthors discuss the eight socioeconomic pillars that can support the growth of Black-owned businesses and bolster Black economic mobility. Download the full report Bjorn Albrecht, Dan Tinkoff, Lieven Van der Veken, and their coauthors explore the life sciences industry’s digital maturity over the years and lessons for the future. Bring the capabilities together Our weekly briefing note on sustainable and inclusive growth explores how to advance toward a decarbonized future while enduring near-term economic shocks, the economics of decarbonizing fleets, a McKinsey Explainer on ESG, and more. Get updated QUOTE OF THE DAY “Advanced connectivity will also mean more preventive medicine, and applied AI and industrialized machine learning will significantly impact science. Think of all the different cancer genomes and all the available treatments, for example. AI can analyze those and predict the best treatment options.” —Jan Van Ruymbeke, CEO of Daiichi Sankyo Europe, on which tech trends he thinks will deliver the most impact in life sciences in the next few years in “How Daiichi Sankyo Europe drives growth with digital and analytics” chart of the day See today’s chart Ready to unwind? What is ESG? Environmental, social, and governance (ESG) criteria are useful in measuring a company’s progress toward achieving social goals in addition to creating shareholder value. Unlock the value  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  69-Across: Two-word Elvis Presley hit whose first word can follow each highlighted word in the grid to make a 69-Across Know the answer? Test yourself with the latest McKinsey Crossword, “Woof!” | No. 113. Work like a dog  — 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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:37 - 3 Feb 2023

• Performance through people: Transforming human capital into competitive advantage

  Harmony Internal - McKinsey

  Emphasize skill development ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 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 Related Reading Human capital at work: The value of experience  ‘Great Attrition’ or ‘Great Attraction’? The choice is yours  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. 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.

  ---

  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 02:58 - 3 Feb 2023

• What are some of the biggest disruptions to global food supply?

  On Point

  Four pathways to transform food economies ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Food for thought In the news • The chew-chew train. In an aim to cut food waste, Japanese companies are creating innovative solutions to repurpose natural materials such as eggshells and orange peels. In one example, fuel processed from excess lard from tonkotsu ramen soup and cooking-oil waste from tempura is used to power an open-air train taken by tourists through the Japanese countryside. While also being a tourist attraction, there’s an added benefit: the biodiesel fills the air with the smell of ramen rather than gasoline. [WaPo] • Consumer culpability. In the US, more than 100 billion pounds of food is wasted each year. That’s 40% of the nation’s total supply of food. Most of that waste is produced not by grocery stores or restaurants but by consumers. Multiple start-ups have cropped up in an effort to address this problem. By offering lumpy or oddly shaped produce for sale, one company reduces the waste of “ugly” produce that might otherwise be discarded. [Axios] Roughly one-third of the food that is produced worldwide is never eaten, which amounts to 1.3 billion tons of wasted food every year. On McKinsey.com • A global problem. Food insecurity, defined as the economic and social conditions that limit access to adequate food and leave people around the world hungry, has been on the rise for years. Global food insecurity rose to 30.4% globally in 2020, up from 22.6% in 2014, propelled by conflict, extreme climate variability, and economic slowdowns. Now, the war in Ukraine—one of the world’s six breadbasket regions—is threatening to tilt the food system into global crisis, reveal McKinsey senior partner Daniel Aminetzah and partner Nicolas Denis. • Resilient food economies. Strong food systems commonly rest upon four building blocks: efficient agricultural production, tailored trade and investment strategies, well-functioning domestic markets, and strategic food and water reserves. Today’s food systems, however, might not be functioning as efficiently as they could. Four pathways could help leaders reimagine incentives for food system actors, create a stronger food system, and reduce food insecurity, according to research from the World Economic Forum’s Food Systems Initiative in collaboration with McKinsey. Learn about food insecurity — 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:38 - 3 Feb 2023