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• How to get remote working right

  Harmony Internal - McKinsey

  Listen now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Hybrid and remote work have become the norm for many in recent years, but are these arrangements actually effective? Remote work makes people happier, and a well-organized hybrid environment can boost productivity, says Stanford economist Nicholas Bloom. In fact, having the option of working from home two days a week is as valuable as an 8 percent pay increase—“an enormous amount of money” according to Bloom. For a deep dive into remote work, including its history, how it has grown and evolved during the pandemic, and what practices can make working from home more effective going forward, tune into a conversation with Bloom and McKinsey Global Institute partner Michael Chui in a new episode of the Forward Thinking podcast. Forward Thinking on how to get remote working right with Nicholas Bloom “There’s a lot of scare stories in the media saying hybrid doesn’t work,” says a leading economist. “My one piece of advice is just be intentional, be organized. Basically, get folks in on two, three days a week … and be really tough about having them come in. And then let them work from home on the other days.” Listen now   Quote of the day “During the pandemic, we all came together in the healthcare system to focus on patients. I think focusing on patient outcomes and reimbursing for patient outcomes is how we can put the best interests of the patient in mind again.” —Christi Shaw, CEO of Kite, a Gilead Company, on patient access of the company’s CAR T-cell therapies in “Steadfast but nimble: CEO Christi Shaw on cancer treatment’s cutting edge” Chart of the day See today’s chart   ALSO NEW Semiconductor fabs: Construction challenges in the United States Major semiconductor players have undertaken and announced US-based fab construction projects, and more are under consideration. Here’s a road map for moving ahead. Consider new strategies   How Daiichi Sankyo Europe drives growth with digital and analytics Digital and analytics can markedly improve life sciences companies’ engagement with customers. Daiichi Sankyo Europe’s CEO Jan Van Ruymbeke explains the challenges to adopting digital and analytics and how his company overcame them. Be agile   Smart scheduling for utilities: A fast solution for today’s priorities AI-driven schedule optimizers are alleviating long-standing headaches for utility companies by reducing employee downtime, improving productivity, and minimizing schedule-related service disruptions. Learn more   — 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:31 - 2 Feb 2023

• The CFO job has gotten more complex. How can leaders hit the ground running?

  On Point

  Seven key mindsets and practices  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 CFO challenges In the news • Early birds. Many finance leaders tend to be early risers, judging from the responses to one publication’s request to share their morning routines. To be at her best, the CFO of a drug-testing company sets her alarm for 3:20 a.m. to fit in some exercise. Another leader, the CFO of a US bank, spends the first hour of the day checking email, reading the news, and reviewing key economic indexes. A third CFO in insurance begins the workday at 6:01 a.m. and is often in morning meetings. [CFO] • Price pressures. Last year, businesses contending with steeper costs passed off some of them to consumers in the form of higher prices. Now, with the risk of a potential recession and consumers reining in spending, CFOs in 2023 are pondering how much to increase prices, if at all. Some are considering raising prices one item at a time. Others, however, are keeping certain things the same. For instance, one retailer is continuing to offer a hot-dog-and-soda deal for $1.50. That price is “sacrosanct,” the company’s CFO said. [WSJ] The number of functions reporting to the CFO in a typical organization has increased steadily in recent years, from four in 2016 to more than six. On McKinsey.com • A big job. It’s a long climb to chief financial officer, and responsibilities look very different once you’re in the lead, explain McKinsey senior partner Michael Birshan and coauthors. CFOs have reported that they increasingly oversee digital initiatives alongside traditional tasks such as budgeting, planning, and risk mitigation. In addition, CFOs are responsible for the human element of a modern finance function, leading a large group of people and partnering with C-suite colleagues. • What works. Based on years of research and experience working with new CFOs and seeing what works, we’ve identified seven key mindsets and practices that new finance leaders can commit to right from the outset, to help jump-start long-term value creation. A critical first step is to form an independent, fact-based view of the resources, support structures, and activities that support and fall short of creating value. Consider all seven key mindsets and practices that will allow CFOs to hit the ground running. See what CFOs should know — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:54 - 2 Feb 2023

• Register Now | Make it is coming to Bangkok

  Adobe

  Join us in person for an action packed session

  Creativity at Scale Our flagship event is now back LIVE in Bangkok on 13 February! Join us in person to discover new ways of bringing creative ideas to life. Creativity has never been more in demand; content velocity is the key to standing out from the crowd across every channel and platform. It all hinges on having the right creative tools at your fingertips. Get your team powered up with the latest Adobe technologies and solve today’s creative challenges! Explore new features, new tools, the latest workflow solutions to improve your business outcomes, and be the driving force for tomorrow’s creative workplace. Make it with Creative Cloud 13 February 2023 1230 – 1700 BKT, GMT+7 Register now Time Session 1230 - 1300 Arrival & Registration 1300 - 1315 Welcome & Keynote 1315 - 1345 Session 1: Ideate • Ideate a new product launch • Create design mood boards and themes and assign tasks 1345 - 1400 Special guest sharing session 1400 - 1415 Tea Break 1415 - 1445 Session 2: Super powers • Create video campaign asset for social • Create hero images and graphics for campaign images 1445 - 1515 Session 3: Speed & Ease • Create virtual customer experiences • Deliver display ads to social and online leveraging video, carousel and still images, links to AR 1515 - 1530 Thank you and Close 1530 - 1700 Experience Centre & Networking   Creativity for all.     Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 10:02 - 1 Feb 2023

• Better health among Middle Eastern employees can start with awareness

  Harmony Internal - McKinsey

  Track well-being ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Employees in the Middle East are feeling meh. In fall 2022, McKinsey Health Institute surveyed over four thousand employees from four Gulf countries—the United Arab Emirates, Saudi Arabia, Qatar, and Kuwait—on how they’re doing at work. The results were worrying: a majority of respondents reported experiencing both physical and mental health challenges. What’s more, symptoms of depression, anxiety, and distress were significantly higher in the Gulf than the global average. In a new report from the McKinsey Health Institute, partners Mona Hammami and Mischa Zielke and associate partners Ahmed Osman and Vanessa Schneider explore the implications of these results—and chart paths forward for Gulf governments looking to foster healthier, flourishing societies. Check it out to see what steps employers can take to invest in the health and well-being of their workforce. Better health among Middle Eastern employees can start with awareness A survey of workers in four Middle Eastern countries provides a baseline for understanding the state of employee health and informing strategies to improve outcomes. Track well-being   Quote of the day “Rituals have to feel special to everybody or very quickly you’ve got to come to grips with the fact that maybe your culture is not quite as mono as you thought.” —McKinsey senior partner Bill Schaninger on workplace rituals in a recent episode of the McKinsey Talks Talent podcast  Chart of the day See today’s chart   ALSO NEW Author Talks: Prepare your business for the cross-sector ecosystem economy After years of client impact, two McKinsey senior partners write the playbook for leveraging disappearing sector siloes into a multitrillion-dollar ecosystem strategy. Create the best value   The health benefits and business potential of digital therapeutics Digital-native start-ups and healthcare incumbents can both play important roles in building and scaling digital therapeutics to improve the management of chronic health conditions. Move quickly   Net zero: Next moves for CEOs How leaders can invest in a sustainable future and navigate near-term energy pressures successfully. Take the long view   — 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:35 - 1 Feb 2023

• The future of a post-hype metaverse

  Re:think

  Dive into the metaverse ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON THE FUTURE OF THE METAVERSE Why the metaverse still has mojo  Hamza Khan The buzz surrounding the metaverse is a bit quieter now compared with this time a year ago. Global online searches for the term “metaverse” are down by about 90 percent compared with their peak a year ago. By some accounts, virtual real estate in the metaverse has dropped by about 80 percent in value from its high point, more than the decline in physical real estate during the same period. Some highly visible decentralized virtual worlds have entered the spotlight for having far fewer daily users than previously expected. Critics might say that the metaverse was merely a bubble, driven by hype and corporate marketing, that has now burst. The way I look at it is that we’re past the peak of a first hype cycle where there is misalignment between reality and expectations. Indeed, 95 percent of the global executives we surveyed last year said—with unusual consensus for such a group—that they believe the metaverse will have a positive impact on their sectors within five to ten years. There is still very real traction happening in the metaverse. There are large and growing virtual worlds with tens of millions of visitors, including Roblox, which recently announced that it has 58.8 million daily active users. There are also virtual worlds that are phasing in the technical capabilities to host many simultaneous users in one space, like when the open-world video game Sky: Children of the Light hosted a concert at the end of last year, with 4,000 people watching at the same time (and 1.6 million viewers in total). More metaverse applications are deploying augmented reality (AR) on people’s phones. And more use cases are emerging, including those in the rapidly maturing enterprise metaverse. That doesn’t mean this is the conclusive year where the potential of the metaverse is fully realized. But it’s useful to think of this year as moving forward beyond the novelty factor. “95 percent of the global executives we surveyed last year said they believe the metaverse will have a positive impact on their sectors within five to ten years.” One reason people are more tempered about the metaverse right now is that it’s often conflated with technology shifts like Web3 and blockchain—and applications including cryptocurrency and nonfungible tokens (NFTs)—that are currently going through a down cycle. There are some clear areas of overlap, to be sure, but the metaverse is fundamentally different. We continue to believe in our consciously broad definition of the metaverse as the natural evolution of today’s internet—from something that we primarily observe to something that we are more deeply immersed in, whether it’s for gaming and digital entertainment, work, education, or other purposes. This year, we are likely to see continued advancements in the technological underpinnings of the metaverse, across computing and networking. We will see a range of new immersive-reality hardware hitting the markets and price points starting to inch down. We expect more momentum around standards, including for file formats like USD (Universal Scene Description, a 3-D open standard) and glTF (graphics language transmission format). We may see improvements in content creation tools across the spectrum from platforms like Nvidia’s Omniverse, Niantic’s Lightship, or Blippar’s AR builder, Blippbuilder. We also hope to see more meaningful and compelling brand activations in the metaverse that focus on sustained and repeated user engagement, not just launch-day traction. Emerging standards and increased content creation may also swing the pendulum more toward the “open metaverse.”  Finally, I hope to see companies moving away from the novelty of the metaverse and focusing more on the sustainability and long-term ROI of their metaverse-related efforts. The question companies should be asking themselves is less: What can we do in the metaverse? The real question is more: What should we be doing in the metaverse to help grow our business and further our innovation strategy? If the metaverse is a new marketing and consumer engagement channel, performance should be assessed against other marketing channels. If it can enable new revenue streams for a company, it needs to be assessed against other growth initiatives. If it’s geared toward operational improvements, it needs to be assessed alongside other similar efforts. And if the assessment is encouraging, companies should start thinking about the capabilities they will need to scale and sustain business impact, including their talent and partnership management models. Here’s one test that an organization can run when considering its next move in the metaverse: for any public announcement about a new metaverse-related initiative, see if you can draft it without using the word “metaverse.” That may be a good indicator of having identified real business value.  ABOUT THE AUTHOR Hamza Khan is a partner in McKinsey’s London office and the coleader of McKinsey’s metaverse efforts. MORE FROM THIS AUTHOR 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. More  The metaverse: Driving value in the mobility sector Although a fully immersive, interconnected metaverse remains years away, mobility stakeholders can already capture real business value from the technologies designed to enable it. More  UP NEXT Kersten Heineke on shared mobility Urban transportation is changing fast as consumers demand more flexible, sustainable ways to travel. New research highlights the rapid growth of shared mobility and how leaders can prepare for the big transitions ahead.  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> - 02:30 - 1 Feb 2023

• No fluff. No filler. Plenty of opinions

  No fluff. No filler. Plenty of opinions

  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

  

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  by "Budhaditya Bhattacharya" <budha.b@tyk.io> - 09:59 - 1 Feb 2023

• What is resilience in business?

  On Point

  Six dimensions of resilience ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Reaching for resilience In the news • Businesses on the brink. Thousands of UK companies could be pushed to bankruptcy in 2023 as businesses continue to grapple with high costs and glum consumers. From October through December 2022, the number of UK firms at risk of failure increased by more than 33% compared with the previous year. Companies are repaying COVID-19-related loans at the same time that consumers are reigning in spending. Yet overall, UK businesses have shown “incredible resilience,” according to the CEO of a major UK bank. [BBC] • Small but mighty. Europe’s small and medium-size enterprises (SMEs) were better able to weather the shocks of the COVID-19 pandemic than larger companies, according to Eurostat. Nearly all of the companies that make up Europe’s nonfinancial business economy, 99%, employ fewer than 50 workers. European SMEs added $3.5 trillion in value in 2020, a decrease of 5% compared with 2019. However, that was a smaller decline than in the overall nonfinancial business sector, which saw value fall 6% from 2019 to 2020. [WEF] More than half of senior leaders believe the COVID-19 pandemic has made risk and resilience much more important to their organizations. On McKinsey.com • Bounce back. In the face of looming economic uncertainty, many leaders are thinking more than ever about building resilience. In business, resilience means dealing with adversity and shocks and continuously adapting for growth. Truly resilient organizations actually thrive in hostile conditions. McKinsey research on the financial crisis of 2007–08 shows that resilient companies not only outperform their peers through a downturn and recovery—they also accelerate into the new reality, leaving peers further behind. • Six key dimensions. There are six key dimensions business leaders should consider as they foster resilience in their organizations, explain McKinsey senior partner Andrew Grant and coauthors. One of them, reputational resilience, thrives on internal alignment around operating in geopolitically sensitive markets. As an example, many companies have chosen to stop doing business in Russia as a result of the war in Ukraine. See our new McKinsey Explainer for lessons in resilience from some of today’s top executives. Grasp six facets of resilience — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:56 - 1 Feb 2023

• Net zero: Next moves for CEOs

  Harmony Internal - McKinsey

  Take the long view ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Across the globe, leaders have committed to a net-zero future. But over the past year, the war in Ukraine threatened to upend access to affordable energy—and shot energy resilience to the top of the leadership agenda. What will it take to follow through on long-term decarbonization commitments while managing for short-term shocks? McKinsey’s Anna Moore and Humayun Tai talk through the steps CEOs can take now in a new episode of The McKinsey Podcast. Tune in and see what’s next on the path to a sustainable future. Net zero: Next moves for CEOs How leaders can invest in a sustainable future and navigate near-term energy pressures successfully. Take the long view   Quote of the day “The pandemic has accelerated the adoption of new guest-facing technology by, probably, a decade in the course of a couple of years. . . . We think that this was the inevitable path that hospitality was headed toward; it’s just been accelerated.” —Francis Davidson, cofounder and CEO of Sonder, on how the pandemic changed hospitality in “Travel Disruptors: Sonder’s Francis Davidson on the future of hospitality” Chart of the day See today’s chart   ALSO NEW Steadfast but nimble: CEO Christi Shaw on cancer treatment’s cutting edge Kite’s CEO discusses the company’s CAR T-cell therapies and what it means to put patients first. Focus on the patient   Four themes shaping the future of the stormy European power market Demand for electricity in Europe is surging at a time when supplies are disrupted. To adapt to the market’s uncertainty and rising prices, players will have to be clear-eyed about what’s ahead. Adapt your approach   Fixing the ladder: How UK businesses benefit from better social mobility Socioeconomic diversity merits consideration alongside gender, race, ethnicity, and other diversity dimensions on the UK corporate agenda. Widen your net   — 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> - 06:39 - 31 Jan 2023

• [Last Chance] Design-First API Contract Testing

  SmartBear

  See how Pactflow easily integrates into your SwaggerHub workflow

  VIEW IN BROWSER Stop Delaying Deployments: Detect While You Design with SwaggerHub and PactFlow Haven't made plans for February 1st yet? Good! We are hosting a very special webinar announcing the official launch of the SwaggerHub + PactFlow integration Register Now   Hi Abul, Are you lacking visibility of your APIs? For example, how they are used by consumers and whether the changes you make will result in an error in production? Design-first API contract testing is a way to solve this and is made possible with the new SwaggerHub and PactFlow integration. Join API experts at SmartBear as they go over: What design-first API contract testing and why you should consider it How to set up and use the SwaggerHub and PactFlow integration See a live demo of the integration in action   Hope to see you there! P.S. If you can't make it, register anyway and we'll send you a recording.   Molly Farmer Growth Marketing Manager, SmartBear molly.farmer@smartbear.com

  This email was sent to {lead.Eamil Address} by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617.684.2600, 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 "Molly from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 02:49 - 31 Jan 2023

• Even nature has a breaking point. There are ways to make sure it’s never breached.

  On Point

  Respecting nature’s boundaries ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Nurturing nature In the news • Are we there yet? Some scientists who study the Amazon ecosystem conclude that the feared tipping point—at which the forest no longer absorbs carbon dioxide but emits it and begins to convert into a savanna—has already been reached. In the past 50 years, 17% of the Amazon has been deforested. At 20% to 25% deforestation, one scientist predicts that a rainforest cannot survive in most of the region, which is nearly the size of the contiguous US. [NYT] • Catching a chill? If you’ve recently been tempted to describe unseasonably cold weather as “arctic,” you may be closer to the truth than you realize. Though it’s a hotly debated climate science topic, some hypothesize that global warming is weakening weather systems that used to trap polar air in place, allowing it to spread southward. One example of this phenomenon is the expansion of the polar vortex, a kind of atmospheric “spinning top” that, when warmer than usual, loosens and unfurls cold air. [WaPo] Companies have the potential to shift the world’s trajectory on natural capital and usher in a return to a safe operating space for humanity by 2050. On McKinsey.com • Unsafe space. The impact of human activity has pushed at least four boundaries beyond the safe operating space: biodiversity loss, chemical and plastic pollution, nutrient pollution, and greenhouse-gas emissions, McKinsey senior partners Daniel Aminetzah, Hamid Samandari, and their coauthors explain in a new report. Two others, forest cover loss and freshwater consumption, currently dwell in the “zone of uncertainty.” One particularly alarming statistic: the level of plastic emitted into water sources each year is currently 2.6 times higher than it was in 2010. • Required changes. Using current technologies, companies and societies can reverse the negative trendline. Food systems—in particular, growing crops for livestock—pose the greatest threat to a variety of natural boundaries, while retail sales and services are also a major contributor to chemical and plastic pollution. The power sector and industry are the largest contributors to greenhouse-gas emissions, according to previous McKinsey research. Read the full report for 47 potential corporate actions that could improve resilience in the natural world. Restore natural balance — Edited by Katy McLaughlin, senior editor, Southern California 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> - 01:16 - 31 Jan 2023

• How ambidextrous leaders manage through volatile times

  Harmony Internal - McKinsey

  Be open ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities We are living in a time when the world is grappling with constant uncertainty, with shocks such as inflation, the war in Ukraine, supply chain disruptions, the overhang from the pandemic, and many other forces amplifying one another. How can leaders navigate through this volatility and what’s the competitive edge needed to come out on top? In a new episode of Inside the Strategy Room podcast, McKinsey’s Michael Birshan and Ishaan Seth share the three types of edge leaders should develop to manage through these challenging times, discussing research from their recent article co-authored with McKinsey global managing partner Bob Sternfels. Tune in to see how you can become an ambidextrous leader. How ambidextrous leaders manage through volatile times When uncertainty reigns, the best leaders play both defense and offense. That requires honing three types of competitive edge: insights, commitment, and execution. Be open   Quote of the day “Most ecosystems will not be ruled by one gigantic company. . . . Most ecosystems will be orchestrated by a partnership with partners of very different roles. It is a multifaceted, multidimensional dance and choreography through which they find their natural roles.” —McKinsey senior partner Miklós Dietz on the ecosystem economy in a recent Author Talks interview   Chart of the day See today’s chart   ALSO NEW Workplace rituals: Recapturing the power of what we’ve lost The right rituals can revitalize meaning at work—and help employees move beyond “me” to “we.” Make it happen   Life-centric banking with an analytics edge Bank Jago’s Peterjan van Nieuwenhuizen explains the value a life-centric banking approach has for AI banks. Prepare for the future   Women in tech: The best bet to solve Europe’s talent shortage To remain competitive in technological growth and innovation, Europe must recruit and retain women for the fastest-growing tech roles of the foreseeable future. Close the gap   — 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> - 06:43 - 30 Jan 2023

• Just Released: 2023 Gartner iPaaS Magic Quadrant

  

  Access the report today!

  ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏  ͏   ͏   ͏   Hi Md Abul,    The 2023 Gartner® Magic Quadrant™ for iPaaS has just been published, and we want to ensure you’re the first to get a copy so you can get insights into how enterprise architectures are evolving toward low-code automation platforms. You can read it right here.   Integration Platform as a Service is one of the most in-demand technologies to drive the business outcomes that equip organizations to connect tech stacks and automate business processes.   We’re proud to be named the sole Challenger in the report. Here are some highlights: Customer experience - At 96%, we have one of the highest "Willingness to Recommend" ratings on Gartner Peer Insights. Market responsiveness - As iPaaS shifts from IT-centric tools to modern, low-code platforms, our capabilities let anyone in the organization - from line-of-business professionals to developers - automate with ease. Sales strategy - Our free, self-service trial offers a refreshingly different experience that lets you quickly learn about our solution and begin automating business processes right away. Access the report © Tray.io Inc. 25 Stillman Street, San Francisco, CA 94107, United States Connectors | Blog | Careers Unsubscribe from Tray.io Company News and Product Updates Unsubscribe from all Tray.io marketing emails

  

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  by "The Tray.io Team" <team@tray.io> - 12:00 - 30 Jan 2023

• From planning to practice: A leader’s guide to building resilience

  Harmony Internal - McKinsey

  Strength training ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 We last published an issue on the topic of resilience in January 2022, and we have to say: what a difference a year makes. Back then, organizations were still struggling to respond to the fallout of COVID-19, and resilience, though hotly debated, hadn’t yet become core to organizational strategy. Today, there is a remarkable shift from discussion to action—increasingly, companies are implementing formal and systematic techniques to shore up resilience in all aspects of their operations. Here are some strategies for leaders to consider. AN IDEA Tackle geopolitical risk “In the next two decades, competition for global influence is likely to reach its highest level since the Cold War,” according to McKinsey’s Andrew Grant, Ziad Haider, and Jean-Christophe Mieszala. As organizations strive to remain global players in a world rocked by crises, most executives are “seeking a more rigorous and analytical approach to fostering geopolitical resilience and to creating an enterprise-wide ‘resilience premium,’” the authors report. This involves focusing on six key dimensions of resilience—such as business model resilience and reputational resilience—and addressing strategic issues related to each. For example, when considering business model resilience, leaders may need to ask practical questions such as: How should we structure relationships with joint-venture partners in the short and long term? How should we manage extraterritorial legal, tax, or regulatory requirements? The answers could help shape proactive risk mitigation measures. A BIG NUMBER 49% That’s the percentage of respondents to a McKinsey survey who see technological innovation as the global force most likely to affect their organizations over the next 20 years. Energy and natural resource considerations come in at a close second. Most enterprises are taking major steps to prepare for the impact of those two forces, with a few regional differences: in some countries, respondents are taking steps to prepare for a new world order, whereas in others, they are gearing up for financial changes resulting from debt, currency fluctuations, or growth. A QUOTE “If we stop at planning, nothing’s going to happen. I think 2023 is the year of getting stuff done.” That’s McKinsey global managing partner Bob Sternfels during a panel discussion on global resilience at the World Economic Forum’s annual meeting in Davos, Switzerland, earlier this month. Urging companies to begin “stress testing a much wider array of scenarios” than previously, Sternfels called for tangible action: “[If we] start making some decisions and move even under uncertainty against a wider range of scenarios, we may end up having some positive outcomes.” Panelists concurred that resilience needs to be viewed not as a cost but as an investment in future growth. “If you don’t invest in resilience, you move into loss and damage,” cautioned Rania Al-Mashat, Egypt’s minister of international cooperation. “Being resilient is a commercial endeavor,” said Robin Vince, president and CEO of financial institution BNY Mellon. “Economies around the world rely on the financial sector to be resilient, to be able to weather downturns.” A SPOTLIGHT INTERVIEW ‘As recently as January 2020, we took a lot for granted and didn’t consider resilience to be very important,’ says Alain Bejjani, CEO of Dubai-based conglomerate Majid Al Futtaim, in this interview with McKinsey senior partner Gemma D’Auria. “What mattered at the time, first and foremost, was efficiency and how to improve it to support growth and margins. Then, in the span of ten days, we discovered resilience matters above all else.” Though Bejjani’s company is used to operating in volatile regions—the Middle East, Africa, and central Asia—the COVID-19 outbreak was of a scope and scale that no organization could have been prepared for, with disruptions that are still ongoing, in his view. “As leaders, we must be mindful of the consequences of an action not only in the next week, month, or year, but over the horizon,” he says. “We must plan for long-term recovery by taking into account the changes to normal business operations that are apt to become permanent; this is yet another dimension of resilience.” MOVING ON The writer and philosopher Ralph Waldo Emerson is lauded for his resilience and optimism in the face of personal tragedy. His remedy for it was “not to stay still” but to go on with his life and work by harnessing a “recuperative force,” as this Wall Street Journal article describes. In a business context, that recuperative force is all about moving forward and adapting to change in practical ways, whether it is through agility and self-sufficiency, as McKinsey senior partner Dana Maor and colleagues suggest, or bolstering resilience through foresight, response, and adaptation, as McKinsey senior partners Celia Huber and Ida Kristensen, along with North America managing partner and senior partner Asutosh Padhi, recommend in this podcast. Lead with resilience. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:13 - 30 Jan 2023

• Are you a metaverse user? Here’s how companies can prepare for new opportunities.

  On Point

  Debunking six metaverse myths ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Metaverse milestones In the news • Hefty headsets. What types of technology can consumers expect to see in 2023? In addition to advances in AI-powered chatbots, more virtual-reality (VR) headsets will make their debut. Prominent tech companies say that today’s more powerful, wireless VR goggles will change how people live, much like smartphones have. One tech CEO acknowledges that the technology still has a way to go. Wireless headsets are often hefty, and they aren’t likely to become a big hit in 2023, says one consumer tech analyst. [NYT] • Metaverse ETFs. More metaverse-themed exchange-traded funds (ETFs) are now available in global markets than those in any other niche area, according to a US financial-services firm. Since the original metaverse-related ETF was offered in June 2021, 35 ETFs have been launched. That surpasses the number of ETFs related to the internet, blockchain, and cloud computing, which stand at 32, 29, and 23, respectively. But investors might need more convincing. Metaverse ETF net flows have recently turned negative. [FT] Metaverse investments in 2022 surpassed $120 billion—more than double the 2021 level. On McKinsey.com • Not a fad. Although the metaverse is still evolving, it appears to be the future, not a fad. Most early adopters can already define it. Moreover, US consumers anticipate spending a significant amount of time in the metaverse, according to research by McKinsey senior partner Jennifer Schmidt and colleagues. Gen Z and millennials expect to spend nearly five hours a day in the metaverse in five years, but older generations also predict spending several hours in the metaverse each day, per a survey of 1,000 American consumers. • Metaverse myths. One big myth about the metaverse is that it’s only for gamers. While gaming remains one of the leading experiences, about 25% of consumers will be metaverse “superusers” who use virtual words for shopping, learning, traveling, and socializing, our analysis shows. The metaverse could generate up to $5 trillion in value by 2030. But companies looking to enter the metaverse shouldn’t wait, since testing initial activities is a critical part of creating an engaging space. See six myths about the metaverse. Understand metaverse opportunities — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:43 - 30 Jan 2023

• What’s next for the world of work?

  Harmony Internal - McKinsey

  Map the future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 New from McKinsey & Company The world of work is still evolving The workplace we once knew—but arguably never really loved—is no longer. The pandemic propelled remote work, virtual transactions, and adoption of digital technologies. Then came the Great Attrition: Craving flexibility, employees quit their jobs in droves, taking time to tend to their personal lives or embarking on sabbaticals. HR professionals continue to rethink how they manage their people and the best way to do so, and new HR operating-model archetypes are emerging in response to dramatic changes in business and in the world, write partners Neel Gandhi, Asmus Komm, and Florian Pollner. To say the world of work has been flipped upside-down in recent years is an understatement. Explore these insights to see where we’ve been, where we are, and where we’re going. Read more Workplace rituals: Recapturing the power of what we’ve lost The right rituals can revitalize meaning at work—and help employees move beyond “me” to “we.” Make it happen  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  What is the future of work? Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what’s coming Reimagining HR: Insights from people leaders Human resources is playing a critical role in helping organizations respond to the COVID-19 pandemic. Chief human resources officers expect that influence to persist. Understand new priorities  European talent is ready to walk out the door. How should companies respond? Like their global peers, Europeans are thinking more about quitting, exacerbating a high job vacancy rate and a skills gap. New research shows how companies can emphasize “people factors” that workers say they need. Address the attrition  Women in tech: The best bet to solve Europe’s talent shortage To remain competitive in technological growth and innovation, Europe must recruit and retain women for the fastest-growing tech roles of the foreseeable future. Close the gap  The Great Attrition is making hiring harder. Are you searching the right talent pools? People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs. Reassess now  Talent in a changing market: What now? High turnover, shrinking pipelines, inflation—the talent market remains in flux. Here’s what you should be doing differently. Be flexible  Quiet quitting and performance management Churn is up. Engagement is down. And year-end reviews are here. Are you worried that giving feedback will make workers feel worse? Understand the disconnect  This time it’s personal: Shaping the ‘new possible’ through employee experience In an era of workplace upheaval, companies that create tailored, authentic experiences strengthen employee purpose, ignite energy, and elevate organization-wide performance. Listen to what matters  (Extremely) out of office: Let nature boost your team’s creativity and performance Studies show that time spent in nature has a positive effect on attention span and well-being. Companies that harness its power can create a resilient and productive workforce for the long term. Go forest bathing  Addressing employee burnout: Are you solving the right problem? Employers have invested unprecedented resources in employee mental health and well-being. With burnout at all-time highs, leaders wonder if they can make a difference. Our research suggests they can. Address employee burnout  Race in the workplace: The frontline experience Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers. Get new DEI insights  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey 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 & Company" <publishing@email.mckinsey.com> - 02:12 - 29 Jan 2023

• So much to celebrate — a new year, another birthday, and lots of new innovations!

  So much to celebrate — a new year, another birthday, and lots of new innovations!

  Remote Global Update for January 2023

  January 2023 It's Remote’s 4th birthday! We're celebrating our fourth anniversary by looking at our highlights from the past year. Thank you for being part of our journey. We achieved so much together: 🥳 $300 million Series C financing round 💁‍♀️ 500+ people received help obtaining visas 🎉 First conference with 40+ speakers  🤝 100+ refugees received support getting back on their feet  🌐 Launched the Remote API 🌏 Expanded to 15 new countries 🥇 Named as #1 in multiple software categories by G2   We're so excited for what the next year will bring as this is just the beginning 🚀  Celebrate with us Remote is now officially ISO27001 certified Many companies talk about working according to the guidelines, but we've got the official certification! ISO/IEC 27001 is the world’s best-known standard for information security management systems (ISMS) and their requirements. Additional best practice in data protection and cyber resilience are covered by more than a dozen standards in the ISO/IEC 27000 family. Together, they enable organizations of all sectors and sizes to manage the security of assets such as financial information, intellectual property, employee data, and information entrusted by third parties. “It's a big deal. Our security team takes their job very serious. I couldn't be more proud!” Jon van der Voort - Remote CEO Partnership news Attention accountants and tax advisors Give your clients an easier way to compliantly and cost-effectively build a global team. Join our referral partner program to expand your solution suite and share special discounts on employment services designed to help your clients scale worldwide. Sign up now Welcoming our new marketplace partner We're thrilled to add BoldVoice to our growing roster of marketplace partners. Learn how they can help you grow your global business and get special discounts on their services. See all the marketplace deals Events Remote will be at the HR Technologies Paris show on February 1st and 2nd Remote will be at HR Technologies Paris next week. Meet the global hiring experts at booth G20 and don't miss our live session on February 1st at 10.30 in Theatre C. Register now Remote is partnering with HiBob for… Young Generation in Tech: Gen Z impact on the future of work Join us for an interactive, insightful breakfast seminar in Stockholm, dedicated to the Gen Z and their impact on the future of work. The discussion will be based, among other things, on the recently published ”Young Generation in Tech” study that HiBob has conducted this fall together with Eight Roads Ventures. Access exclusive statistics, network with HR-experts and industry peers, and enjoy a unique breakfast experience (lunch included!). Find out more Remote is #1 in three G2 categories Why customers rank Remote #1: Find out why G2 users rank Remote as the best provider in multi-country payroll, contractor management, and contractor payments. Read the guide Employee cost calculator Calculate the total cost of new hires: Figure out the most cost-effective places to hire your next superstar performer with Remote's free Employee Cost Calculator. Try it out now On-demand webinars Developing your global recruitment plan for 2023 Talent is everywhere. Opportunity is not. Developing a global recruitment plan allows your business to access the best people for all your open roles — but how can you be sure you're doing it the right way? Watch now Read the report Remote Tech Talent Report Uncover 15 hidden global tech talent hubs: Learn from our survey of 1,400 global hiring managers (and advice from Remote global HR experts) to find the world's best tech talent.   Feel closer, grow further You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 10:02 - 29 Jan 2023

• The week in charts

  The Week in Charts

  Superaged societies, K-12 stimulus funds, 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 “superaged” societies, the Elementary and Secondary School Emergency Relief Fund, the latest Future Years Defense Plan by the US Department of Defense, organizations’ growing need for risk-related roles, and the unique challenges faced by sustainable capital projects. FEATURED CHART Superaged like a fine wine? See more This week’s other select charts More than lunch money  The future of US defense spending   Risk pros are making moves  Construction stagnation Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:15 - 28 Jan 2023

• How a great customer experience creates value

  Harmony Internal - McKinsey

  Many executives don’t have a clue ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 | January 2023 How a great customer experience creates value Executives understand that successful customer-centric strategies create satisfied customers, engaged employees, greater loyalty, and a lower cost to serve. But many of them have no idea how much their customers like or dislike different parts of the customer experience, how these likes and dislikes influence behavior, or how much a company gains or loses as a result. Without that kind of knowledge, customer service transformations probably won’t rack up early wins that help them pay for themselves, build support among functional executives, or earn a place at the strategy table. These transformations stall before they really get going. There’s a better way, anchored in science, business research, and a structured methodology. For starters, follow customer satisfaction levels over time to quantify the economic outcomes linked to them—for example, analyze the behavior of satisfied, neutral, and dissatisfied customers over a couple of years to learn, among many other things, how much less churn there is among satisfied ones. Then you’ll have a real business case for a customer service transformation program. To learn more, read our 2016 classic “Linking the customer experience to value.” — Roger Draper, editor, New York Learn how to give customers what they really want Related Reading Victoria Bough, Ralph Breuer, Nicolas Maechler, and Kelly Ungerman, “The three building blocks of successful customer-experience transformations”  Itai Miller, Kevin Neher, Rens van den Broek, and Tom Wintering, “Six customer experience pitfalls to avoid”  “The human touch at the center of customer-experience excellence”  Did You Miss Our Previous McKinsey Classics? How to be a better leader To make 2023 more fulfilling, read our 2016 classic “Want to be a better leader? Observe more and react less.” Declutter your mind  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> - 11:39 - 28 Jan 2023

• Stop Delaying Deployments with SwaggerHub + PactFlow

  SmartBear

  Join us for the unveiling of the SwaggerHub and Pactflow Integration!

  VIEW IN BROWSER Unveiling of the SwaggerHub + PactFlow Integration Join us on February 1st or 2nd to learn about the new integration for enhanced API designing + testing! Register Now   Hi Abul, Join us next week for a seminal webinar introducing the integration between SwaggerHub and PactFlow:  Stop Delaying Deployments: Detect While You Design with SwaggerHub + PactFlow. Embracing design-first principles, the integration between SwaggerHub & PactFlow is grounded in ensuring agreement between the API design and how it behaves in the real world. If you've ever wondered "will my API behave the way we agreed it should?", the integration answers that directly in the SwaggerHub editor by providing an instant, PactFlow-powered 'compatibility check'. Drop-in to see the integration in action.   Hope to see you there! P.S. If you can’t make it, register anyway and we’ll send you a recording.   Molly Farmer Growth Marketing Manager, SmartBear molly.farmer@smartbear.com

  This email was sent to {lead.Eamil Address} by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617.684.2600, 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 "Molly from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 06:38 - 27 Jan 2023

• The ecosystem economy, holistic employee well-being, Tech for Execs, and more big reads for the weekend

  Harmony Internal - McKinsey

  Dive into these insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The weekend awaits so take a moment to relax and enjoy these essential reads from this week on the ecosystem economy, women in European tech, holistic employee well-being, Tech for Execs, and more. In a new Author Talks interview, McKinsey senior partners Venkat Atluri and Miklós Dietz make the case that traditional sector siloes are breaking down, and discuss how ecosystems—or networks of organizations across different sectors—are driving the global economy. Create the best value What’s the key to building competitive advantage and growth in Europe? Recruiting and retaining women in the tech sector, according to senior partner Sven Blumberg and his coauthors. Close the gap The latest Five Fifty from McKinsey Quarterly is all about employee well-being and how a holistic view of health can help workers live longer, better, and more productively. Understand the shifts Our weekly briefing note on sustainable and inclusive growth explores promoting digital equity and inclusion among Black Americans, four interventions that could improve women’s representation in European tech, and more. Get updated TECH FOR EXECS Machine learning engineers put AI into play Our experts serve up a periodic look at the technology concepts leaders need to understand to help their organizations grow and thrive in the digital age. What does a machine learning (ML) engineer do? The person in this role ensures that the algorithmic models built by data scientists operate efficiently and accurately within a live AI application, for example, one that determines a loan applicant’s creditworthiness. They test the models, build the infrastructure to run and flow data through them, and monitor and optimize model performance. ML engineers also build capabilities to automate as much of this work as possible. Why don’t data scientists do all of that? It takes a team of skilled technical professionals, often using MLOps to guide their operations, to build reliable AI applications as quickly as businesses need them today. Each team member specializes in certain aspects of application development and deployment. Data scientists are experts at building machine learning models that help solve business problems as well as identifying the data needed to train the model. They’re increasingly expected to understand how their models fit into applications, but ML engineers have way more knowledge about this and can do the engineering work to make it happen. How do I know I need one? If your organization is building a lot of AI applications and wants to get the most business value from them, you’ll likely need an ML engineer. Organizations seeing the highest returns from AI were twice as likely to hire an ML engineer last year as all other companies—in fact, 58% did so. Where do I find an ML engineer? Many organizations upskill data scientists or software engineers to transition them to ML engineering. Others hire externally. ML engineers often have computer science backgrounds and pursue machine learning in specialized professional courses or advanced degree programs. QUOTE OF THE DAY “‘In this decade of action, it’s really imperative that every company deals with its impact on climate change, biodiversity loss, and mounting inequality.” —John Revess, senior director of Net Zero Transformation at the World Business Council for Sustainable Development, on how companies are tackling decarbonization in a recent episode of McKinsey Talks Operations chart of the day See today’s chart Ready to unwind? What is the future of work? Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what's coming  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  2-Down: Much briefer way to text “While I don’t presume to think that what I say is the only right answer, as I see it” Know the answer? Test yourself with the latest McKinsey Crossword, It’s a Formality | No. 112. Keep with tradition  — 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> - 06:15 - 27 Jan 2023