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• The week in charts

  The Week in Charts

  Delivery drones, autonomous driving, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored delivery drones, autonomous vehicles, net-zero investment needs, the labor market, and telehealthcare adoption. FEATURED CHART Two if by land, one if by drone See more This week’s other select charts Warming up to autonomous driving Banking on decarbonization Help (really really) wanted Mapping virtual care 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> - 03:09 - 18 Feb 2023

• Dispelling the mystery of zero-based budgets

  Harmony Internal - McKinsey

  An alternative to indiscriminate job cuts ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | February 2023 Dispelling the mystery of zero-based budgets Back in 2014, many companies found that their revenues were growing more slowly than their sales, general, and administrative (SG&A) costs were. Controlling those costs became essential. At such times, executives often think they have to make large, arbitrary budget cuts, no matter how imprudent or unsustainable. But a McKinsey team argued that companies had a better choice: zero-based budgeting (ZBB). ZBB does involve “building a budget from zero,” but it is also very much more: a repeatable process that organizations can use to scrutinize every part of the annual budget, rethink their processes, manage their financial performance, and implant a cost management culture among employees. A best-practice ZBB program exposes all cost drivers and uses the findings to set aggressive but realistic budget targets. Executives and managers can then understand and debate the company’s finances and work. ZBB can cut SG&A budgets by 10 to 25 percent, often within six months. Yet it remains a mystery for many executives. At a time when businesses are again trying to rein in costs, you’ll want to read “Five myths (and realities) about zero-based budgeting.” — Roger Draper, editor, New York Learn how to cut budgets intelligently Related Reading Michael Birshan and Ishaan Seth, “How ambidextrous leaders manage through volatile times”  Ankur Agrawal, Stefon Burns, Kyle Hawke, and Matt Jochim, “The SG&A imperative in times of crisis”  “Zero-based budgeting gets a second look”  Did You Miss Our Previous McKinsey Classics? How a great customer experience creates value Executives understand the benefits of customer-centric strategies, but many of them don’t know how to implement one. Read our 2016 classic “Linking the customer experience to value.” Learn how to give customers what they really want  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 subscribed to our McKinsey Classics 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 & Company" <publishing@email.mckinsey.com> - 11:16 - 18 Feb 2023

• Healthy dissent, the key to healthy living, ESG data governance, and more big reads for the weekend

  Harmony Internal - McKinsey

  Recharge with the week’s essential 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 We’ve made it to the weekend. Take a moment to relax and recharge by diving into this week’s big reads on healthy dissent, how history can provide insight on today's pressing issues, the key to healthy living, and more. Contributory dissent is a healthy way to gather diverse perspectives—it can also help organizations solve tough challenges according to McKinsey’s Dana Moar and her coauthors. Create a plan In a new episode of the Forward Thinking podcast, economics and finance professor Alan M. Taylor discusses the long-term economic impact of pandemics, the changing nature of globalization, and more. Focus on the long run What is the key to happy living? Harvard’s Robert Waldinger talks about what makes people live happier and healthier lives in a new Author Talks interview. Take stock Our weekly briefing note on sustainable and inclusive growth explores how banks can better manage data on sustainability, how a blend of public and private finance can help combat climate change, and more. Get updated QUOTE OF THE DAY “This is, for retail banking, something we consider, that if we want to be relevant going forward in our customers’ lives—ordinary customers, retail customers—it needs to be within mobile, because that’s the remote control for your life today.” —Petri Nikkilä, ING’s head of retail markets leaders for Benelux, on why he refers to ING as a mobileled bank in “Leading with mobile: In conversation with ING’s Petri Nikkilä” chart of the day See today’s chart Ready to unwind? What is productivity? Simply put, productivity measures the amount of value created for each hour that is worked in a society. Focus on growth  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  Planning for uncertainty in commercial aerospace Commercial aviation faces its most uncertain future in decades. COVID-depressed demand is now resurging, but there are many uncertainties and challenges for operators and manufacturers to manage. Agree to disagree  — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:09 - 17 Feb 2023

• What is productivity?

  Harmony Internal - McKinsey

  Focus on growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey & Company What is productivity? What are the different kinds of productivity? Why is productivity growth slowing in advanced countries? The answers to these questions—and others—are available in our new McKinsey Explainers series. Have a question you want answered? Reach out to us at ask_mckinsey@mckinsey.com. Focus on growth Related Reading Rekindling US productivity for a new era  What is the future of work?  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. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:57 - 17 Feb 2023

• White Label GPS Tracking Software

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 01:00 - 17 Feb 2023

• Think outside the office: Harnessing nature to boost creativity and performance

  On Point

  Nature’s cognitive benefits  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Out of office In the news • Benefits of birdsong. Bird-watching has become a favored pastime for those who are looking for an accessible, stress-relieving activity. A recent study showed that hearing birds sing improved mental well-being. Spending time outdoors has also been proven to lower stress and increase concentration. For those interested in exploring bird-watching as a hobby, there are dedicated field guides that explain where to watch and how to identify our avian friends. [NYT] • Lunch break. A good lunch break can help make all the difference in work and life. But determining the best kind of break depends on more than what you’re eating. If you’ve spent all morning sitting in conference calls, consider going outside for a walk, suggests one professor and psychologist. Walking for 20 minutes can increase divergent thinking, or the ability to generate new ideas. [Fast Company] Being in nature helps with attention span, creativity, well-being, and happiness. On McKinsey.com • Regaining focus. Attention restoration theory suggests that the brain’s ability to focus on specific tasks is limited and results in directed-attention fatigue. Researchers have found that contact with nature can help alleviate mental fatigue and improve the brain’s ability to process information. Neuroscience backs up these claims; as McKinsey senior partner Arne Gast and coauthors share, when in nature, our brains emit alpha waves, which help enable greater levels of focus, intuition, and reasoning. • The great outdoors. To help employees realize the benefits of nature, organizations can hold strategy meetings and off-sites outside rather than in a hotel or conference center. These excursions can offer both time for a group to reconnect—around a campfire, perhaps—and solo time for introspection and inspiration. Find out other ways leaders and businesses can boost performance and build stronger teams by embracing nature. Discover nature’s power — 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> - 12:52 - 17 Feb 2023

• The importance of US productivity for the economy

  Harmony Internal - McKinsey

  Download the full report ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Productivity growth in the US is declining—and this is a missed opportunity worth $10 trillion. Labor productivity, or the economic output per hour worked, is essential to addressing the major challenges we face today including workforce shortages, debt, inflation, and the cost of the energy transition. What can be done to boost US productivity, which has been growing at a mere 1.4 percent since 2005? In a new article from the McKinsey Global Institute, McKinsey’s Kweilin Ellingrud, Asutosh Padhi, Olivia White, and their coauthors explore the productivity challenges facing the US and other countries, and suggest action items business leaders and policy makers can take to return labor productivity growth to its historical level. Rekindling US productivity for a new era Regaining historical rates of productivity growth would add $10 trillion to US GDP—a boost needed to confront workforce shortages, debt, inflation, and the energy transition. Download the full report   Quote of the day “I think this next era will be, hopefully, an exciting one if we can shape it in an inclusive way. But it will certainly be a different one than we’ve had over the last few decades.” —McKinsey senior partner Kweilin Ellingrud on key takeaways from Davos 2023 in “Resilience in crisis: Perspectives from Davos” Chart of the day See today’s chart   ALSO NEW 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  Taking off: Scaling complex manufacturing in the aerospace industry OEMs in high-complexity, low-volume industries face skyrocketing demand. But it’s now possible to scale production in ways that preserve product portfolios and profitability. Take an effective approach   Agtech: Breaking down the farmer adoption dilemma Current macroeconomic conditions, consumer focus on sustainability, regulations, and changing business models could further drive farmers’ adoption of agtech products, if their concerns are addressed. Agtech has an adoption problem  — 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> - 06:18 - 16 Feb 2023

• [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

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  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

  Empower Your Business With Sangoma Voice

  Choose the leading voice and collaboration solution

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  [ Sangoma Channel Newsletter ] [[https://info.sangoma.com/202301SalesCampaign_LP-ConactSales.html?utm_source=sangoma&utm_medium=email&utm_campaign=apac_nl_UC_ms_teams_02_2023]]

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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

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

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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?

  Is Your Network Protected From Unwanted Threats?

  Upgrade your network with Sangoma to compete with the changing world

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  [ Sangoma Channel Newsletter ] [[https://info.sangoma.com/202301SalesCampaign_LP-ConactSales.html?utm_source=sangoma&utm_medium=email&utm_campaign=apac_nl_UC_fintech_02_2023]]

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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