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

  Harmony Internal - McKinsey

  A capital idea ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Investing in people is a good strategy. By improving people’s health, skills, experience, and knowledge—their human capital—countries and organizations stand to benefit. But human capital investments are often uneven, leaving many workers unable to be fully productive and organizations struggling to find employees with the advanced skills needed to adapt to new technologies. Our research shows that the value of human capital represents roughly two-thirds of an individual’s total wealth. But what does investing in human capital do for a company? This week, we explore some perspectives on this question. AN IDEA Focus on people and performance When companies invest in employees, the returns are not always quantifiable. Yet some organizations are much more effective than others at turning human capital into a tangible competitive advantage, according to new McKinsey research. The best companies are good at both developing their employees and turning in stellar financial performance. This subset of our respondents—companies that we call People + Performance (P+P) Winners—are more consistent and resilient performers than the rest; they also are better at attracting and retaining talent, an important advantage at a time of severe labor shortages. In addition to being heavily people-focused, P+P Winners emphasize organizational capital—the unique management practices, systems, and culture of each company. “This concept encompasses everything from training programs to workflows, department and team structures, employee communications, norms, culture, and leadership,” note the McKinsey researchers. “When these elements are effective, they can turn a collection of talented individuals into a cohesive team.” A BIG NUMBER 59% That’s the percentage of employees who report experiencing at least one mental-health challenge, according to the findings of a McKinsey survey of nearly 15,000 workers across 15 countries. “For leaders, that means that the vast majority of their employees are directly or indirectly affected by mental-health-related challenges,” write McKinsey’s Jacqueline Brassey, Erica Coe, Barbara Jeffery, and their colleagues in their report on the results. They urge employers to create a better workplace through a modern understanding of health that includes eliminating toxic behaviors, creating inclusive work environments, and holding leaders accountable for workforce well-being. A QUOTE “Spiritual growth is an odd mandate for business schools preparing graduates to make manna in a secular world.” Yet that’s precisely what one institution had in mind when it sent students to a monk in a remote village for guidance on ethical dilemmas, according to an article in the Economist. That’s a reflection of today’s shifting expectations for high-ranking executives. “Simply creating shareholder value no longer cuts the mustard,” the article observes. “Running a modern business requires an ever-expanding list of credentials and competencies.” These include spending considerably more time managing people—a shift in focus that is also changing traditional management education. For example, most MBA programs now offer courses on interpersonal skills, and interviewers may screen candidates for emotional traits such as empathy, motivation, and resilience. A SPOTLIGHT INTERVIEW Remember virtual watercooler meetings and video cocktail hours? To some participants, those pandemic-era corporate rituals may have seemed like “forced fun.” But conducted properly, rituals can be powerful acts that help define company culture, state McKinsey talent leaders Bryan Hancock and Bill Schaninger in a recent episode of the McKinsey Talks Talent podcast. “As a leader, you’ve got to be thoughtful about how a ritual advances togetherness,” says Hancock. Whether you do that through team lunches, meditation breaks, or celebrations of birthdays or promotions, the goal should be to build a sense of purpose and connection at work—including face-to-face interactions. “Let’s remember that the majority of workers are not hybrid,” Schaninger says. “And those folks desperately need rituals. There’s a huge swath of the workforce that does not feel respected or valued. So I would encourage us to keep thinking about rituals for people who still go to the workplace daily.” OUT OF IT The ‘quiet quitting’ trend has set off variations. People are showing their dislike for work in a growing number of ways. In fact, 38 percent of employees globally say that they wouldn’t wish their jobs on their worst enemies. More employees may be experiencing “resenteeism,” which describes workers who hate their jobs but stay in them resentfully for fear of not finding better alternatives. Or they could be displaying “digital presenteeism,” where they feel pressured to show constant online availability to bosses and colleagues to prove that they are working. (In traditional presenteeism, workers make sure to be seen sitting at their desks for the same purpose.) Leaders may want to try “career correction,” whereby employees work with their managers to help find different and potentially more interesting roles within the organization. Lead by developing human capital. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:29 - 13 Feb 2023

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

  On Point

  How consumer attitudes are changing  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Advancing autonomous driving In the news • Simpler solutions. After the path to developing fully autonomous vehicles (AVs) has proven difficult and expensive, investors are targeting companies that offer simpler use cases, such as autonomous forklifts that are operated away from pedestrians and at lower speeds. In October through December 2022, venture capitalists funneled $1.4 billion into AV companies, down 47% from the previous year. However, one AV company that develops self-driving trucks for use on private roads received $500 million of that funding. [Reuters] • Auto accident accountability. AV makers confront a major challenge: to what extent will they be held liable when their vehicles are involved in a car accident? A new study reveals that even when self-driving cars do not cause the accident, people still tend to hold them responsible. Roughly 2,000 study participants viewed videos of common types of collisions. When participants believed that the not-at-fault car was an AV, they were likelier to blame the AV maker at least partly for the crash and to say they would sue the company. [WSJ] About a quarter of respondents to a McKinsey 2021 survey said they were very likely to choose an advanced autonomous-driving feature when purchasing their next vehicle. On McKinsey.com • Driving value. The dream of seeing fleets of driverless cars efficiently delivering people to their destinations has captured consumers’ imaginations and fueled billions of dollars in investment in recent years. Even after some setbacks, autonomous driving (AD) could create massive value for the auto industry, explain McKinsey senior partner Ruth Heuss and colleagues. Advanced driver-assistance systems (ADAS) and AD could generate between $300 billion and $400 billion in the passenger car market by 2035, McKinsey analysis finds. • Cautious consumers. Although consumers continue to be interested in AD, they are also adopting more cautious and realistic attitudes toward self-driving cars, shows McKinsey's 2021 autonomous driving, connectivity, electrification, and shared mobility (ACES) survey, which polled more than 25,000 consumers about their mobility preferences. For instance, trust in the safety of AVs decreased by five percentage points between 2020 and 2021. See our new report on autonomous driving, including three scenarios for sales in 2030 and 2035. Get up to speed on AD — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:10 - 13 Feb 2023

• The week in charts

  The Week in Charts

  Investments in robotics, in-car entertainment, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our Charting the Path to the Next Normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored investments in robotics and automation, in-car entertainment, corporate longevity, the working preferences of tech workers in the US, and Vietnam’s potential to generate renewable energy. FEATURED CHART Hi, robot See more This week’s other select charts Infotainment superhighway Volatility is the new norm Flex, please Vietnam’s potential for renewables Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:39 - 11 Feb 2023

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

  Harmony Internal - McKinsey

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

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

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

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

  Harmony Internal - McKinsey

  Catch up on the week’s big reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The weekend is here and it’s time to unwind by diving into this week’s essential insights on globalization and our interconnected world, China’s growing meat market, building US semiconductor fabs, and more. In a new episode of The McKinsey Podcast, McKinsey Global Institute’s Olivia White talks about the fate of globalization and the forces that drive global integration. Grasp the shift McKinsey senior partners Sheng Hong, Roberto Uchoa de Paula, and their coauthors discuss the meat purchasing and eating habits of Chinese consumers and the five trends executives should understand. Consider your strategy McKinsey senior partner Bill Wiseman and his coauthors explore strategies to help accelerate progress for building semiconductor fabs in the United States. Increase collaboration Our weekly briefing note on sustainable and inclusive growth explores whether products that make claims related to environmental, social, and governance (ESG) sell better than products that don’t, actions that could help close the Black tech talent gap, and more. Get updated QUOTE OF THE DAY “We examine the period from the first time we engage with a candidate to the time we decide to hire. We analyze the funnel: when we first engage them, where they are during each step, and when we hire them. That way, we can tweak the funnel to eliminate any roadblocks and modify or optimize each step.” —Tirayu Songvetkasem, head of Maknet and chief digital officer of Siam Makro, on Maknet’s funnel-based approach to attracting talent in a recent episode of The Venture podcast chart of the day See today’s chart Ready to unwind? What is an EV? EVs are vehicles powered by electricity and an electric motor rather than a conventional gasoline-fueled internal-combustion engine. Understand the developments  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  Author Talks: Think you’re foolproof? It could be hurting your decision-making Penn’s Tess Wilkinson-Ryan explains how to quell hypervigilance about “playing the fool” for a more cooperative society. Be explicit  — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:27 - 10 Feb 2023

• How our interconnected world is changing

  Harmony Internal - McKinsey

  Grasp the shift ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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

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

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

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

  Join Remote's foremost experts on global employment.

  Hi MD 👋 you are exclusively invited to join us to our upcoming webinar.. Webinar: Mass-quitting in 2023 - How to be an outlier company Date and times:  Thursday, February 23rd 2023 2:00 pm UTC 3:00 pm CET 9:00 am EST   Join this special online event from some of Remote's foremost experts on global employment. In this hour-long talk with a live Q&A, you will learn everything you need to know about why employees are leaving; signs to recognize resignations before they start; and how to make your company one they'll never want to leave.   What will you learn?  Exclusive new research on global employment trends from Remote Signs of unhappy or burned-out employees Benefits to offer to keep your teams happy Strategies to create a culture that rewards high performance Leadership tips to communicate and operate in uncertain times Employment markets continue to experience massive upheaval. Is your business prepared to break the trend and retain your best employees in 2023 and beyond?   Speakers: Rhiannon Payne - Senior Product Marketing Manager Sally Flaxman - Head of Mobility Joana Viana - Senior Expert, Global Benefits Design and Strategy Inumidun Akinboboye - Senior Manager, People Excellence Save your spot today Attendees at this event will also be eligible for SHRM credit! * To unlock SHRM credit you must watch at least 75% of the event, as per SHRM requirements. Grow your headcount without the headaches.   Get started You received this email because you are subscribed to Conferences & Events from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 07:00 - 10 Feb 2023

• Harness the power of generative AI

  The Shortlist

  Level up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Hello, Shortlist readers! We’re back with another edition in our new format. We know it’s hard to sort through all the information out there to find the articles and reports that spark new ideas. Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. We hope you enjoy them. — Liz and Homayoun What’s new There’s more to generative AI than pictures of puppies underwater. DALL-E, ChatGPT, and other new products have set the world on fire, triggering starry-eyed visions of the future (and much hand-wringing among content professionals). Many people have a basic question: what the heck is generative AI? But some execs are looking beyond the basics to the potential business uses for generative-AI models—from marketing to IT to risk and legal. For more details—and the risks to watch out for—read Generative AI is here: How tools like ChatGPT could change your business by Michael Chui, Roger Roberts, and Lareina Yee. What’s now Remember ‘software is eating the world’? Guess what: the world is biting back. Software companies have had a lock on the market for years. Now companies in every sector are embedding a software mindset at the core: they’re turning themselves into coders and developers, building new businesses, and spinning off proprietary software assets. It’s an exciting new matchup: Main Street versus Silicon Valley.   To get the download, read Every company is a software company: Six ‘must dos’ to succeed by Chandra Gnanasambandam, Janaki Palaniappan, and Jeremy Schneider. What’s next The future is here; it’s just unevenly distributed. The metaverse is popping up everywhere. By 2030, we estimate the metaverse could generate up to $5 trillion in value. Risk, you say? Sure, there are risks—but the biggest one is missing the boat. Proponents see the metaverse not as a fad but as the next iteration of the internet. We outlined a path for cautiously optimistic CEOs to follow into the future.  Update your avatar, and read A CEO’s guide to the metaverse by Homayoun Hatami, Eric Hazan, Hamza Khan, and Kim Rants.  What’s needed When will the workplace go back to normal? Executives are clamoring for answers. But according to McKinsey senior partner Katy George, “if by normal, they mean ‘2019,’ the short answer is ‘never.’ And that might be a good thing.” The worker–employer contract is changing—fundamentally and permanently—and both sides are benefiting. People don’t want to do boring or pointless tasks; they want work that is meaningful, exciting, and personally sustainable. When employers deliver the goods, they get high-performance results. To get to the next level in the new normal, companies should adopt six changes. Which have you taken up?  Harvard Business Review shares the findings in Competing in the new talent market by Katy George. We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

  On Point

  Eight areas could make a difference ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Boosting Black-owned businesses In the news • Flagging investment. Black entrepreneurs often have a tough time finding investors to back their companies. Roughly 2% of overall venture capital funding typically goes to Black-led enterprises, according to a US-based company that provides information about businesses. Black women founders receive even fewer VC dollars, attracting just 1% of funding. The racial-justice movement prompted a wave of investments to Black business founders in 2021, but much of that support fizzled out by late 2022, data reveals. [CNBC] • Black American net worth. US Black families are making progress on closing the racial wealth gap, but they still have a long way to go before reaching parity with other groups. The net worth for Black American households increased by an average of 32% from late 2019 to the third quarter of 2022, according to a US financial-services company. But even with these recent gains, Black US families lag behind their non-Black peers in terms of actual dollars. Each Black household is worth roughly $340,000 on average, compared to $1.1 million for others. [Bloomberg] To date, US investors have committed more than $350 billion to promote inclusion and economic mobility for Black Americans. On McKinsey.com • Interest in impact investing. A recent McKinsey survey on ESG and impact investing has found that the majority of investors now consider ESG factors as part of their investment and portfolio management decisions, notes McKinsey senior partner Shelley Stewart III and coauthors. The groundswell of interest in ESG and impact investing dovetails with the elevation of Black economic mobility as a prominent issue. Economic mobility—and, by extension, the experiences of Black Americans—is a critical component of the S in ESG. • Elevating Black communities. In response to 2020’s racial reckoning and the COVID-19 pandemic, private-capital investors have begun prioritizing opportunities to promote economic mobility for Black Americans. To better understand how investors can support Black economic mobility, we analyzed data on existing racial disparities that affect Black people and explored potential investment opportunities to address them. See eight socioeconomic pillars that can support the growth of Black-owned businesses. Understand the investment landscape — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

• How carve-outs can unleash value

  Harmony Internal - McKinsey

  Reap the rewards ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities What’s the most value-creating support structure for each business in a larger company’s portfolio? Too often, the default assumption is “mini me.” But the ideal model is typically not the familiar one. In a new McKinsey Quarterly article, McKinsey partner Anna Mattsson and her coauthors state that “separations present an unrivaled opportunity for both transacting and transforming—by anchoring in the question ‘what is most value creating?’” Give it a read and understand the benefits of building the right support structure that is unique to the specific needs of the newly divested businesses and the five steps that will help get you there. The power of goodbye: How carve-outs can unleash value Separations can be a once-in-a-lifetime opportunity to create value for the remaining and separated companies. The secret? Get granular about support costs and personal about talent. Reap the rewards   Quote of the day “Increasing Black representation in technology jobs isn’t just about bridging wage gaps. It means improving the lives of those who are regularly othered, diminished, and discounted in workplaces where they may be the only Black person.” —Understand the importance of developing inclusive technologies and bridging the wage gap in “How to close the Black tech talent gap”  Chart of the day See today’s chart   ALSO NEW A guide to impact investing in Black economic mobility Eight socioeconomic pillars can support the growth of Black-owned businesses and increase opportunities for Black communities. Download the full report   Five ways biopharma companies can navigate the deal landscape The biopharma investment landscape is changing. Companies that grasp recent macro trends in dealmaking and how they affect deal success could position themselves well for attractive opportunities. Read more  Introducing the Australian Consumer Loyalty Survey Consumer-facing organizations in Australia can overcome declining consumer sentiment by investing in their loyalty programs. Focus on the customer   — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

  New for 2023, discover the opinionated guide to API management

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

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

  

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

• Why great health may be within reach

  On Point

  Escape the healthcare matrix  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The secret to great health In the news • Hack your goals. Just over a month into 2023, many people may already be struggling to maintain their New Year’s resolutions. Some ideas to help keep them going include making a list of activities that bring you joy, setting a goal, homing in on small wins, adding a new habit to a current one that you enjoy doing, turning to people for support, and bringing along a friend to encourage you. In addition, one US resident, at the age of 66, set a goal of learning to play the piano. Her advice: don’t be afraid to try something new. [WaPo] • Minding mental health. Taking better care of your health also means taking care of your mental health. This includes watching for burnout and its physical symptoms, understanding how burnout is different from depression, finding an enjoyable workout, and spending more time outdoors. An additional tip is to find ways to use anxiety in your favor. As an example, feeling anxious might be a sign that there’s a problem in your life and that something needs to change. Through facing one’s fears, embracing anxiety might also encourage personal growth. [NYT] Most drivers of health sit outside conventional healthcare systems and are modifiable. On McKinsey.com • Greater control over great health. As McKinsey Health Institute coleader Lars Hartenstein and his coauthor ask in a recent article: “If changing an aspect of your life within your control decreased the odds of acquiring dementia by 25%, would you want to know about it?” Currently, more than 90% of all healthcare expenditures are spent on treating physical disease or physical symptoms. Meanwhile, less than 5% of modifiable drivers of health are defined consistently or at all, captured systematically, and made broadly available as data. • Look closer. McKinsey has identified 23 drivers of health—with many of them sitting outside of conventional healthcare systems. Among the arguments that McKinsey research supports are that mental, social, and spiritual health are as important as physical health and are deeply interconnected; that health is mostly about the ability to function, and not just death and disease; and that people are more than patients, deserving to be empowered with greater health literacy. Learn about the drivers of health, and break out of the healthcare matrix. Explore our health research — Edited by Katherine Tam, editor, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

  Harmony Internal - McKinsey

  Embrace it ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Do consumers really care about buying environmentally and ethically sustainable products? Turns out, the answer is yes. According to a joint study by McKinsey and NielsenIQ, there is a clear link between environmental, social, and governance (ESG)-related claims and consumer spending. Products that claimed to be environmentally and socially responsible averaged 28 percent cumulative growth over the past five years, compared to 20 percent for products that made no such claims. For more on how to develop a consumer-centric ESG strategy that could benefit your company’s financial performance as well as the planet, check out this new article by McKinsey partner Jordan Bar Am, senior partner Steve Noble, and their coauthors. Consumers care about sustainability—and back it up with their wallets A joint study from McKinsey and NielsenIQ examines sales growth for products that claim to be environmentally and socially responsible. Embrace it   Quote of the day “If you look at 20- to 29-year-olds, they have a very strong preference for having at least two, three days a week on site. Strategically, as a company, if you want to hire people like my students from Stanford, it’s not that appealing being fully remote.” —Nicholas Bloom, Professor of Economics at Stanford University, on the downside of fully remote work in a recent episode of the Forward Thinking podcast Chart of the day See today’s chart   ALSO NEW Indirect manufacturing costs: An overlooked source for clear savings Indirect operations functions make up a significant share of total operations—and optimizing them can deliver sizeable bottom-line impact. Find hidden savings   Focusing on developer experience and embedded security for cloud Asurion’s CIO explains how the company’s timely decision to go cloud-first allows the company to move fast, drive value, and stay competitive. Move quickly on cloud   European Transformation Summit: Fresh leadership perspectives European transformation leaders share fresh perspectives based on their real-world experiences. A unifying principle to drive change and a structured approach to execute and sustain it can boost success. Continue the journey   — Edited by Katherine Tam, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

  On Point

  Our first McKinsey CFO Pulse survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Crunching the numbers In the news • Zero-based budgeting. CFOs began turning to zero-based budgeting in the early days of the COVID-19 pandemic. This accounting method is one that finance leaders are considering to reduce expenses in a world of rising costs. The approach requires finance executives to interrogate and explain every line item in a new budget period. Traditional budgeting techniques rely on modifying the previous year’s spending. Finance leaders in sectors ranging from consumer goods to automotive industries are adopting the practice. [WSJ] • Out the door. At the end of 2022, more CFOs were stepping down from their jobs, according to a US-based executive-search firm. This may be because CFOs come under closer scrutiny as businesses evaluate their year-end performance or because the CFOs who led during boom times may not be equipped with the skills necessary to tackle a recession. Plus, for the first time in three years, the share of CFOs who are retiring is increasing. [Fortune] Forty-six percent of CFOs say rising interest rates pose the biggest potential risk to their companies’ growth over the next 12 months. On McKinsey.com • CFO check-in. CFOs appear to be spending less time on long-term strategic goals, such as building capabilities and pursuing organizational growth, as they focus on tackling macroeconomic headwinds that are challenging the bottom line, according to the findings of the first McKinsey CFO Pulse survey, developed by McKinsey partner Ankur Agrawal and coauthors. For CFOs, the biggest risks to future growth include rising interest rates and inflation, our survey reveals. • The price is right. Financial leaders are increasingly interested in making sure products and services are priced properly, spending more of their time focused on this priority than on areas like M&A, according to the survey. Looking ahead, CFOs ranked financial risk management, long-term planning and resource allocation, and cash management and capital structure as their top priorities in the next 12 months. See the full survey results for how finance leaders are thinking about and setting priorities. Discover CFO priorities — Edited by Alexandra Mondalek, editor, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

• Author Talks: How to stay healthy no matter what

  Harmony Internal - McKinsey

  Embrace health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities What does health mean now? In the past, we’ve thought of health as simply the absence of disease. But for father-daughter duo Alex Jadad and Tamen Jadad-Garcia, that’s an outdated definition. For them, a doctor and healthcare entrepreneur, health is instead the ability to adapt to inevitable physical, psychological, and social challenges we face throughout our lives. “Without adaptability,” says Dr. Jadad in a new McKinsey Author Talks, “it’s not possible to feel healthy.” To learn more about why adaptability is key to good health no matter what—and why the doctor prescribes having plants in your house—check out the interview. Author Talks: How to stay healthy no matter what A father–daughter duo of health experts redefines what it means to be healthy—and it has a lot to do with where you spend your time. Embrace health   Quote of the day “Having developers who understand how that business works, who can go in and analyze the data coming out of their systems and put in new capabilities or fixes, just pays for itself tenfold.” —Casey Santos, the CIO of Asurion, on hiring good developers in “Focusing on developer experience and embedded security for cloud” Chart of the day See today’s chart   ALSO NEW Disrupting Thailand’s B2B food marketplace: A conversation with Maknet’s Tirayu Songvetkasem The chief digital officer of a Thai incumbent catering to the food services sector explains how the company’s B2B spin-off combines the best of the start-up and enterprise worlds. Listen to the episode   Fueling the Hungarian start-up ecosystem Cooperation among all stakeholders would help the country create a start-up culture that could generate some 30,000 high-value-adding jobs and up to €1.3 billion in additional direct local spending. Be strategic   Why the economics of electrification make this decarbonization transition different The economics of decarbonizing fleets are demonstrably viable. Now commercial transport operators need to identify the best way to capture value. Deliver real benefits   — Edited by Stephanie d’Arc Taylor, editor, Southern California Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

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

  

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

• Retailers now sell more than just their own products

  On Point

  Explore the expanding world of retailer services ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Stores and more In the news • Trying out the clinical-trials business. Some large US retailers have been in the pharmacy business for years, but recently, a handful of them have ventured into the clinical-trials space. They’re recruiting participants for clinical trials, making participation more convenient (for instance, by operating clinical-trial centers at their facilities or by offering virtual and in-home options), and developing digital tools to help increase diversity among clinical-trial participants—which is important given that among the roughly 5% of the US population who participate in trials, 75% are White. [Drugstore News] • Retailers as media companies. Retailers have a huge audience, so why shouldn’t they sell advertising in their stores and on their websites? Indeed, this year could mark a turning point for retail media networks (RMNs): analysts expect the leading RMNs to grow their revenues by more than 40% in 2023. Retailers are raising their game in the advertising business by creating more ad formats and expanding their ad sales teams. And RMNs could fare relatively well even in a recessionary environment, as advertisers look to spend their (likely reduced) ad budgets on targeted, measurable media. [Modern Retail] “We tested customer willingness to buy services from retailers, and 60%, on average, stated that they would. Furthermore, high-income customers are more willing to switch to retailers.” On McKinsey.com • Beyond traditional retail. As retailers face pressure to grow profitably, getting into the services business is an attractive option. Retail-adjacent services—such as consumer finance, healthcare, or travel services—have higher profitability and growth potential than traditional retail does. Furthermore, as McKinsey partner Marco Catena explains in a recent webinar, a survey of more than 6,000 European consumers showed that many are dissatisfied with their current service providers and would be willing to switch to a retailer’s service offerings. • A new playbook. By offering new services, retailers can start building ecosystems that attract and retain customers. But if you’re a retailer, which consumer services (such as credit cards, vacation packages, or pet grooming) or B2B services (such as advertising) should you offer? Three factors are useful to consider: the unmet needs of your customer base, a service’s profitability or monetization potential, and your brand values and capabilities. Learn more about the new playbook for retail success. See what else is in store — Edited by Monica Toriello, editorial director, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

• How to close the Black tech talent gap

  Harmony Internal - McKinsey

  Expand opportunities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities While the growth of the tech industry over the past couple of decades has led to more jobs, its employees do not reflect the makeup of the broader American workforce. Black Americans represent 12 percent of the US workforce but only 8 percent of tech jobs. And Black executives make up only 3 percent of the C-suite in tech. What can be done to close this talent gap and increase Black representation in technology? A new article by McKinsey partner Jan Shelly Brown, senior partner Mark McMillan, and their coauthors explores five ways individuals and organizations can invest in Black tech talent. Be sure to check it out and seize the opportunities. How to close the Black tech talent gap Businesses risk billions if Black professionals continue to be underrepresented in tech jobs. Closing the gap means making changes to education, recruiting, and retention initiatives. Expand opportunities   Quote of the day “Having developers who understand how that business works, who can go in and analyze the data coming out of their systems and put in new capabilities or fixes, just pays for itself tenfold.” —Casey Santos, the CIO of Asurion, on hiring good developers in “Focusing on developer experience and embedded security for cloud” Chart of the day See today’s chart   ALSO NEW How the Asian insurance market is adapting to the future In this podcast, three McKinsey partners and leaders of the Insurance Practice discuss the themes that will define Asian insurance in 2023 and beyond. Anticipate change   Performance through people: Transforming human capital into competitive advantage A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development   Migrating two banks to the cloud after a merger Truist’s chief information and experience officer discusses the post-merger cloud challenges. Learn from a tech leader   — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

  Harmony Internal - McKinsey

  Spending shift ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The strong consumer spending of the past two years may have lulled companies into taking their customers for granted. But now, as high inflation and increasing pessimism about the economy push many people to cut their spending, leaders should watch for new consumption patterns: “These times call for a nuanced understanding of how consumers are feeling and reacting given an increasing number of external shocks,” says McKinsey partner Tamara Charm. “The need to reassure consumers is paramount so they know they’re making smart purchases.” Whether your organization’s customers are businesses or consumers, it’s important to monitor—and cater to—their behaviors and preferences closely, as we discuss in this issue. AN IDEA Prepare for fluctuations Amid high inflation and economic uncertainty, “companies should continuously track swings in sentiment and spending,” suggest McKinsey senior partner Kelsey Robinson and colleagues in their article on the findings of our latest Consumer Pulse Survey. With pessimism about the economy increasing, more people are tightening their purse strings by delaying purchases, adjusting the quantity or pack sizes of what they buy, or trading down to lower-priced products. Still, some categories and channels—for example, retail apparel, electronics, restaurants, and grocery stores—continue to do well, and higher-income consumers of all ages expect their spending to grow regardless of whether they’re buying essential or nonessential goods. In this unpredictable environment, companies may need to work a lot harder to satisfy their customers. That could mean designing highly personalized offerings, placing big bets for long-term growth, and creating agile operating models that enable adaptation to rapid shifts in consumer behavior. A BIG NUMBER 94% That’s the percentage of respondents to a McKinsey survey of B2B decision makers who say that omnichannel sales models are now as effective or more effective than the ones in place before the pandemic. In omnichannel commerce, customers engage with sellers through a variety of channels—for example, face-to-face, videoconferencing, online chat, self-service, or online marketplaces. Most B2B customers now use ten or more channels to interact with suppliers, up from five in 2016. B2B sellers rank e-commerce as their most effective channel, but they don’t write off in-person contact just yet: “59 percent of customers say they will buy from a supplier only if they’ve met in person at least once before,” according to McKinsey senior partner Steve Reis and colleagues. A QUOTE “Most leaders’ thinking about e-commerce is too small.” That’s from a recent McKinsey article on how organizations can become indispensable to customers. Companies should think big and upgrade digital capabilities “to move past basic transactions and provide experiences that solve a much broader set of their customers’ problems,” suggest McKinsey senior partners Arun Arora and Kevin Wei Wang and their coauthors. Six major forces—among them sky-high customer expectations and advances in technology—are pushing companies to rethink how they approach the customer experience. Organizations may want to begin by evaluating their current e-commerce status unflinchingly and assessing their weak spots in areas such as profitability, operational efficiency, technology, and coordination across the enterprise. A SPOTLIGHT INTERVIEW When COVID-19 was at its peak, many people adopted new behaviors, such as baking bread, cooking meals at home, or taking in pets. But companies should ask, “Which of those consumer behaviors are truly going to persist and be ‘sticky’ coming out of this pandemic?” says McKinsey partner Kari Alldredge in this McKinsey on Consumer and Retail podcast. The answer no longer lies solely in traditional market research, which asks consumers how likely they are to buy a product; rather, companies should consider mining online data—such as ratings and reviews on e-commerce sites—to help with truly understanding what consumers are thinking, feeling, and, ultimately, buying, Alldredge says. Based on what they learn, organizations could even quickly test and adjust products online rather than invest in mass product development for store shelves. Alldredge’s advice to leaders of consumer companies? “Listen; don’t tell.” HABIT FORMING Leaders should be nimble in keeping up with customers’ changing preferences. But old habits die hard. For the most part, people have returned to pre-COVID-19 lifestyles and buying patterns; they’re flocking to shopping malls and gyms and no longer hoarding toilet paper. Nevertheless, they’re not giving up online entertainment or videoconferencing anytime soon. Understanding this balance of old and new behaviors can help organizations better seize and hold customer loyalty. Lead by knowing your customers. — Edited by Rama Ramaswami, senior editor, New York Update: The Spotlight Interview in last week’s Leading Off did not include the recent change in leadership at Majid Al Futtaim. The content has been updated to reflect that Alain Bejjani is no longer CEO. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

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

  On Point

  Four key segments of shared mobility ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The spread of shared mobility In the news • Borrowed bikes. From North America to Europe, more people are paying monthly fees to rent bikes and e-bikes. Electric bikes, consumers say, are expensive and can be difficult to repair. Long-term bike subscriptions allow riders to outsource maintenance and not worry about their bikes getting stolen. One Amsterdam-based bike subscription company estimates that it serves 280,000 riders in 60 European cities. Kids are also hopping onto rented bikes: one UK company targeted at kids has 55,000 active subscribers. [BBC] • Micromobility riders return. Since ridership plunged in 2020 during the global COVID-19 pandemic, shared micromobility in the US has almost completely recovered. Micromobility trips, including via station-based bikes, dockless bikes, and e-scooters, totaled 112 million in 2021, after dropping to 65 million in 2020, revealed a recent analysis by an association of 95 North American cities. Demand for docked bike share has remained the most stable. In 2021, bike-share ridership surpassed pre-COVID-19 levels by 18%. [Bloomberg] By 2030, the shared-micromobility market could reach $50 billion to $90 billion, a roughly 40% increase each year between 2019 and 2030. On McKinsey.com • Shared-mobility surge. From ride hailing and robo-taxis to shared e-bikes, spending on shared mobility could grow rapidly over the next decade, with profound implications for policy makers, companies, and consumers, reveal McKinsey partners and McKinsey Center for Future Mobility coleaders Kersten Heineke and Timo Möller and their colleagues. The number of e-hailing trips tripled from 5.5 trillion in 2016 to 16.5 trillion in 2019, per McKinsey analysis. Spending on shared-mobility services could reach $500 billion to $1 trillion in 2030. • The challenge of congestion. One main trend behind the growth of shared mobility is a potential transition from individual to pooled use of vehicles. The dizzying pace of urbanization means that congestion is an ongoing challenge in urban areas. Cities working to reduce private-vehicle use are establishing car-free zones, charging cars to enter cities, reducing parking spaces, and increasing parking fares. See our perspective on four key segments of shared mobility, including estimated global revenues and major trends. Grasp shared-mobility trends — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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