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• What happened in Davos

  The Shortlist

  More than a meeting ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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! This week we’re pleased to introduce a new format. We started this newsletter because we know it’s hard to sort through all the content—from McKinsey and elsewhere—to find the articles and reports that spark ideas. From now on, we’ll bring you a carefully curated selection of our best insights: four of our best new stories, twice monthly. In this edition, we’re proud to feature some of the fundamental research we shared last week at the World Economic Forum meeting in Davos, Switzerland. — Liz and Homayoun What’s new You don’t need us to tell you: it’s an astonishingly difficult time to lead an organization. The headwinds are many and varied, which is why Davos has never mattered more. For leaders who attended the gathering last week looking for guidance on resilience building, McKinsey had them covered. We collaborated with the World Economic Forum to create the Resilience Consortium, a public–private collaboration that hopes to set the resilience agenda for the coming years. We estimate that if everyone gets on board, global GDP could be 8 to 15 percent higher by 2030. To learn more, read Why Davos matters more than ever by Tracy Francis and Daniel Pacthod. What’s now What a difference a year makes. The world changed radically between COP26 and COP27. Critical now is the power of and: strategies that square the need for resilience and net-zero commitments. Both private and public sectors can address the energy crisis head-on and drive an energy transition that is secure, affordable, and clean. McKinsey has developed ten takeaways for leaders looking to accelerate the transition toward net zero while maintaining security and affordability—as well as a region-by-region guide to the energy transition. Check out Daniel Pacthod, Tarek El Sayed, and Amina Kandil’s Reflections from COP27 and ten takeaways for CEOs looking to move the needle on climate change. What’s next All together now: globalization means our world is highly interconnected, with goods, services, capital, people, data, and ideas flowing across borders. Lately, those connections have been called into question. But new McKinsey research finds that the economic ties that bind us are deep, persistent, and hard to reverse. Why? For one thing, global trade is heavily concentrated: in the case of many goods, a handful of countries supply the entire rest of the world. So globalization isn’t ready for the scrap heap. Instead, it needs reimagining.  Understand why globalization is here to stay with Global flows: The ties that bind in an interconnected world by Jeongmin Seong, Olivia White, Jonathan Woetzel, Sven Smit, Tiago Devesa, Michael Birshan, and Hamid Samandari. What’s needed Businesses and societies can become more inclusive, not only because it confers a competitive advantage but also because it’s the right thing to do. But we’re moving toward parity far too slowly. At the current rate of progress, it will take 151 years to close the global economic gender gaps, 29 years for executive teams to reach gender parity, and 24 years to reach ethnic parity. To do better, we need to know what works and what doesn’t. McKinsey’s latest research collaboration with the World Economic Forum examines the lighthouse organizations that are running DEI initiatives with significant impact.  Keep an eye on the prize with our Diversity, Equity, and Inclusion Lighthouses 2023 report by Kweilin Ellingrud, Diana Ellsworth, Stephanie Madner, Raya Musallam, Ishaa Sandhu, and Lareina Yee. 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> - 03:40 - 27 Jan 2023

• Ever heard of dual awareness? Here’s how it can help leaders in uncertain times.

  On Point

  See five levels of awareness ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Developing dual awareness In the news • Self-aware. Want to have better relationships? Start with the self. People who are self-aware understand their strengths and weaknesses. They also recognize how their behavior affects others—a part of emotional intelligence. To become more self-aware, experts advise people to slow down: moving quickly from one thing to the next makes it difficult to reflect on behavior. Paying attention to social interactions, whether with friends, acquaintances, or strangers, can also help people learn to measure their words and actions. [WaPo] • Read like a leader. The greatest advice for leaders may lie within the realm of fiction, says a business school professor who teaches a graduate class on moral leadership. Studying novels and short stories can help people better understand how power and compassion reveal themselves at work. One way to read like a leader and build critical leadership skills, such as awareness of interpersonal dynamics and empathy, is to figure out what motivates the main characters in fiction and which forces act upon them. [CNBC] As we develop dual awareness, we can slow down and better observe our situation, our internal reactions, and our behavior. We also gain empathy. On McKinsey.com • Act with intentionality. It’s a challenging time for corporate resilience; in fact, many leaders consider this to be the most difficult operating environment they have ever seen. Yet people who maintain dual awareness can act with intentionality and perform at their best no matter what else might be happening. Dual awareness is the integrated understanding of our external and internal environments, as McKinsey’s director of research science, Jacqueline Brassey, and coauthors explain in their new book, Deliberate Calm: How to Learn and Lead in a Volatile World. • Five awareness levels. Leaders can experience five levels of awareness on their way to developing dual awareness. At the first level—unaware—people function mostly on autopilot, assuming that what they see is the objective reality. Managers who genuinely want to help their teams solve problems, for example, might not realize that the way they express frustration may be hurting morale. Learn to uncover the mindsets and beliefs that keep people from getting the results they want. Lead with deliberate calm — 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> - 12:28 - 27 Jan 2023

• Markets versus textbooks: Calculating today’s cost of equity

  Harmony Internal - McKinsey

  Grasp the complexity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Cast your mind back to Finance 101: inflation leads to higher interest rates. That checks out. And higher interest rates mean a higher cost of equity—right? Actually, not really. According to new McKinsey research, the cost of equity has been decoupled from government bond rates over the past 15 years or so. That’s because monetary policy has manipulated long-term rates to the extent that Treasury yields no longer reflect what the market actually applies. For guidance, a new article by McKinsey solution manager Vartika Gupta, writing in concert with David Kohn, a McKinsey associate partner, and McKinsey partners Tim Koller and Werner Rehm seeks to challenge the textbook approach to identifying the appropriate risk-free rate and provide a more evidence-based approach to valuations. Markets versus textbooks: Calculating today’s cost of equity Inflation is high and interest rates are climbing. But if you think the real cost of equity rises in lockstep with government bond yields, think again. Grasp the complexity   Quote of the day “Companies need to take a step back to look at the entire business cycle and question what could be disrupted if it has not been so far. They should assume that if it’s not the macroenvironment, then it could be an insurgence. This is the moment to predict upheavals that could happen, get ahead of them, and be ready for the next disruption, which is probably around the corner.” —McKinsey partner Mahima Chugh on how leaders in Asia can navigate volatility in “Inflation in Asia: How leaders can prepare for volatility” Chart of the day See today’s chart   ALSO NEW Improving the business-to-business customer experience Adopting a customer-centric mind-set is just as critical in B2B dealings as it is when serving retail customers, but players face special challenges that can trip them up. Read more  European private banking: Resilient models for uncertain times After one of its most successful years, Europe’s private banking industry will now need to navigate an uncertain macroeconomic outlook and evolving client needs. Emphasize the new position   The FinOps way: How to avoid the pitfalls to realizing cloud’s value Moving early and understanding what drives the greatest value matters the most. Capture cloud value   — 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> - 05:12 - 26 Jan 2023

• MD, today's 🎙 webinar starts in less than 1 hour, join us. 

  MD, today's 🎙 webinar starts in less than 1 hour, join us. 

  There is still time to register your spot for today's webinar.

  Hi MD, This is your last chance to attend today's webinar, don't miss out.  Webinar: Cost-effective hiring: Smarter ways to find and attract top global talent Date and times:  Thursday, January 26th, 2023 5.00PM UTC 6:00PM CET 12:00PM EST 9:00AM PST   What will you learn? Where to find the best talent around the world Building a headcount budget for your distributed team How to account for benefits, stock options, and more Establishing a fair and equitable global compensation plan Creating systems and processes to welcome a distributed workforce Companies thrive when they have great teams. But how can you grow a team of all-stars while keeping your headcount budget on track?   Remote has helped thousands of businesses expand their teams. In this special online event, experts from Remote's own HR and People team will share their tips and experiences about how to find, attract, onboard, and retain the best global candidates for your open roles — all while staying on budget.   Speakers: Job van der Voort - CEO of Remote Anastasia Pshegodskaya - Director of Talent Acquisition Pavania Naidu - Senior Total Rewards Specialist at Remote Karen Falenius - Director of International Growth Last chance. Join us   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 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> - 11:01 - 26 Jan 2023

• It’s time to ensure a more orderly energy transition. Here’s what has to happen.

  On Point

  Transition into energy action ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Powering a new era In the news • Lighting upon solutions. Renewable energy offers many benefits over traditional power sources, with one big downside: when the wind doesn’t blow or the sun doesn’t shine, electrons don’t flow. The next frontier for power companies is to figure out the mix of energy generation, distribution, and storage that will enable them to consistently provide customers with power when they need it. Some companies are finding success with dynamic mixes of wind and solar power, battery storage, well-timed interactions with the grid, and sophisticated software that knits the system together. [WSJ] • Girding the grid. For the US to meet its target of transitioning to 80% renewable electricity by 2030, lots of clean-energy projects will have to be built. But there’s a less discussed problem lurking in the background, and without solving it, all the solar, wind, and battery technology in the world will do little good. Interconnection queues are jamming up companies’ ability to connect new-energy sources to the grid. As a result, renewables aren’t being brought online fast enough owing to a mix of outmoded regulation and infrastructure, high costs, and system congestion. [WaPo] Despite growth in renewable energy, the use of fossil fuels is also expanding to meet growing demand for energy. On McKinsey.com • Finding balance. Renewable energy’s share of global energy consumption grew from 9% to 13% between 2011 and 2021. But as global energy demand increases, fossil-fuel use and related emissions are also growing, explain McKinsey senior partners Daniel Pacthod and Humayun Tai and coauthors. This underscores a basic fact of the energy transition: it’s not just about creating renewables. It also entails gradually decommissioning assets such as coal or oil power generation facilities while investing in lower-emissions fuel production. • One world, many roles. McKinsey has found that countries fall into five main archetypes based on key energy transition characteristics, such as access to natural resources and available capital. For example, naturally endowed, developing economies such as Brazil, Indonesia, and Mexico have significant potential for solar or wind power or other critical resources. Such countries could set up a framework to develop these resources and produce them sustainably. See eight sets of actions all countries can take to support the energy transition. Spark change — 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> - 12:46 - 26 Jan 2023

• A CEO’s guide to the metaverse

  Harmony Internal - McKinsey

  Get a fresh start ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The metaverse–while still in its early stages, it has become a force that is impossible to ignore. It has captured the imagination of not only individuals but also companies, both big and small. With millions of people flocking to the metaverse and investors piling in, what does this mean for CEOs? The potential is enormous, according to McKinsey’s Homayoun Hatami, Eric Hazan, Hamza Khan, and Kim Rants in a new McKinsey Quarterly article. They estimate that the metaverse could generate $4 trillion to $5 trillion in value by 2030 and outline the opportunities and obstacles in the road ahead. See why the metaverse should be a CEO issue and the 3 steps business leaders can take to be prepared for the future. A CEO’s guide to the metaverse It’s too big to ignore—yet its future is far from certain. Companies need to dip a toe in the water and plan to take the plunge should developments warrant. Get a fresh start   Quote of the day “It doesn’t matter if they find some of the arguments a bit tricky or unimportant. I think that people need to know the basics of economics in order to have a meaningful democracy.” —Ha-Joon Chang, a research professor of economics at SOAS University of London, on why everyone should understand some economics in a recent Author Talks interview  Chart of the day See today’s chart   ALSO NEW Reimagining the college experience: An interview with CUNY’s Félix Matos Rodríguez Technology and flexibility will play a larger role in educating the next generation of students at the City University of New York, says its chancellor. Get engaged   Myth busters: Unexpected insights on contact centers By using facts rather than outdated assumptions, companies can shape their customer service strategies to better answer consumer and employee needs. Get it straight   Clearing data-quality roadblocks: Unlocking AI in manufacturing An agile, data-centric approach can help clean and enrich data needed for machine learning. To move forward, manufacturers need to set up the right teams with the right tools. Clear data roadblocks   — 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> - 06:24 - 25 Jan 2023

• Mental health is only the first step: A broader approach to employee well-being

  McKinsey Five Fifty

  Get your briefing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY Learn more about the McKinsey Health Institute Employee well-being: The holistic way Thinking comprehensively about health can help workers live longer, better, and more productively. Get your briefing Companies have invested in better mental health, but employees are still struggling with well-being at work. Addressing physical, social, and spiritual health dimensions as well can help employers better align with employees’ aspirations, say McKinsey Health Institute coleaders Jacqueline Brassey, Erica Coe, and Barbara Jeffery and coauthors. Get employee well-being right 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 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 Five Fifty" <publishing@email.mckinsey.com> - 02:41 - 25 Jan 2023

• Davos: Why it matters more than ever

  On Point

  Five themes for leaders to consider ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 On Davos In the news • Crises and cooperation. The 2023 theme of the World Economic Forum (WEF) annual meeting, “Cooperation in a fragmented world,” is a nod to the many challenges that the world now faces, including inflation, geopolitical tension, surging energy prices, and climate change. Top priorities for Davos delegates are the slowdown of the global economy and a potential recession. Globalization is also a chief concern. As countries and organizations reshape their supply chains, some are pulling back from countries where an adversarial relationship exists. [WaPo] • Potential ‘polycrisis.’ As political, environmental, and economic risks intensify, the next decade will likely be decisive for the global economy. Some experts warn that multiple threats might converge into a polycrisis, meaning that overlapping risks combine in a way that causes catastrophic effects. If leaders don’t address long-term risks such as the potential breakdown of biodiversity and extreme weather events, the world could tip into a polycrisis within the next ten years, according to a new report from the WEF. [Fortune] The ideas and relationships forged at the 2023 annual meeting in Davos may well be the seeds of new collaborations that put a dent in otherwise intractable problems. On McKinsey.com • Global challenges. In 2023, the WEF’s annual meeting is estimated to be the largest in the organization’s history. Leaders recognize that globalization needs reimagining, not rejecting, say McKinsey’s chief marketing officer Tracy Francis and senior partner Daniel Pacthod. Global trade flows remain deeply interconnected, recent research by the McKinsey Global Institute finds. No region is self-sufficient. Furthermore, today’s biggest challenges, including the energy transition and building a system in which everyone prospers, are global in nature. • Diversifying relationships. Reimagining globalization was one of a handful of topics McKinsey highlighted as leaders gathered last week in the alpine town of Davos. About 40% of global trade is highly concentrated, with just three or fewer nations supplying the others with a needed resource or product. As tensions mount, decision makers from government, business, and civil society can find ways to diversify, rather than detach from, trade relationships. Discover five themes that can frame forward-looking dialogues as Davos attendees address the state of the world. View our Davos themes for 2023 — 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> - 12:41 - 25 Jan 2023

• 1 ปีมีครั้งเดียว! Innovation Day: Services in the age of IoT, Thailand 2023

  Schneider Electric

  อัพเดทแผนบริการ ชไนเดอร์ อิเล็คทริค   ดูออนไลน์     Innovation Day: Services in the age of IoT, Thailand 2023   ขอเชิญท่านลงทะเบียนร่วมงาน Innovation Day: Services in the age of IoT, Thailand 2023 พบกับนวัตกรรมการบริการด้านการจัดการระบบไฟฟ้าในยุคดิจิทัล พร้อมร่วมพูดคุยตรงกับผู้เชี่ยวชาญเฉพาะจาก ชไนเดอร์ อิเล็คทริค หัวข้อไฮไลท์: ปฏิวัติการบำรุงรักษาระบบไฟฟ้าและระบบสำรองไฟฟ้าด้วย Analytic Services (EAA & ETE) ยกระดับแผนผังระบบไฟฟ้า ด้วยนวัตกรรม Electrical Digital Twin Service (ซอฟต์แวร์ ETAP & Digital SLD) และการบริการให้คำปรึกษาเชิงวิเคราะห์ระบบไฟฟ้า (EcoConsult) พิเศษสำหรับการแชร์ประสบการณ์และวิสัยทัศน์ จากผู้ใช้บริการฯ *ลงทะเบียนและรับชม Live สด รับบัตรกำนัล Grab ฟรี #แจกให้ทุกคน และของที่ระลึกมากมาย   ลงทะเบียน!       วันและเวลา   วันที่ 23 ก.พ. 2566 เวลา 13:30 - 15:30 น.     รูปแบบการจัดงาน   รับชมออนไลน์ผ่านระบบ Webex       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 08:01 - 24 Jan 2023

• Sporting Goods 2023: The need for resilience in a world in disarray

  Harmony Internal - McKinsey

  Deliver on promises ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Lipstick may be recession proof, but what about yoga pants? In a world preoccupied with global recession, a land war in Europe, continuing supply chain issues, record inflation, and rising interest rates, consumers worldwide have less money to spend on athletic shoes, clothes, and gear. 2022 was a down year for the industry, after generally positive returns in 2021. Looking ahead to an uncertain future, short-term headwinds urgently demand companies embed resilience into their operations. Simply raising prices might not cut it this time. For a more nuanced, holistic roadmap comprising six key actions for sporting goods organizations, check out a new report by McKinsey associate partner Sabine Becker, senior partners Achim Berg, Raphael Buck, and partner Alexander Thiel. Sporting goods 2023: The need for resilience in a world in disarray After recording a widely positive performance in 2021, the sporting-goods industry has seen multiple challenges in the past year, including the threat of global recession, war in Europe, continued supply chain challenges, and rapidly rising interest rates—all contributing to a world in disarray. Resilience will be key to tackling the highly uncertain environment and preparing for the next wave of growth. Deliver on promises   Quote of the day “Really we should see this as part of a bigger picture, and really we should see how we can use trade in a way that can enhance cooperation in the areas where we really need it for sustainability reasons. And there I’m talking about, obviously, climate, public health, and, increasingly, national security and global security as well.” —Chad P. Bown, Reginald Jones Senior Fellow at the Peterson Institute for International Economics, on trade policy in a recent episode of the McKinsey Global Institute’s Forward Thinking podcast Chart of the day See today’s chart   ALSO NEW McKinsey Talks Operations: How the best from 2022 can power 2023 Listen in as we recap this year’s critical conversations with industry experts on the real operational challenges being faced by business leaders. Join the discussion   Starting up as a new CFO Congratulations, you’ve made it—now hit the ground running. Here are seven key mindsets and practices that effective CFOs adopt from day one. Scope the challenge   What is generative AI? Generative artificial intelligence (AI) describes algorithms (such as ChatGPT) that can be used to create new content, including audio, code, images, text, simulations, and videos. Recent new breakthroughs in the field have the potential to drastically change the way we approach content creation. Take a comprehensive 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> - 06:12 - 24 Jan 2023

• Learn from Remote's CEO, HR & People team on how to find, attract, onboard, and retain the best global candidates for your open roles 📽️

  Learn from Remote's CEO, HR & People team on how to find, attract, onboard, and retain the best global candidates for your open roles 📽️

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

  Hi MD, Don't miss out! There is still time to join Remote's own HR and People team — alongside Remote CEO Job van der Voort in this special online event.   Webinar: Cost-effective hiring. Smarter ways to find and attract top global talent Date and times:  Thursday, January 26th, 2023 5.00PM UTC 6:00PM CET 12:00PM EST 9:00AM PST Save your spot What will you learn? Where to find the best talent around the world Building a headcount budget for your distributed team How to account for benefits, stock options, and more Establishing a fair and equitable global compensation plan Creating systems and processes to welcome a distributed workforce Companies thrive when they have great teams. But how can you grow a team of all-stars while keeping your headcount budget on track?   Remote has helped thousands of businesses expand their teams. In this special online event, experts from Remote's own HR and People team will share their tips and experiences about how to find, attract, onboard, and retain the best global candidates for your open roles — all while staying on budget.   Attendees at this event will also be eligible for SHRM credit! * To unlock SHRM credit you must watch at least 75% of the event, as per SHRM requirements. Grow your headcount without the headaches.   Get started You received this email because you are subscribed to Conferences & Events from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 09:01 - 24 Jan 2023

• A new form of leadership is taking hold in Asia. What are top priorities for CEOs?

  On Point

  Three big shifts in leadership ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Asia’s resilient CEOs In the news • A boost to global growth. As the Chinese economy reopens, financial experts are predicting that slowing global markets will receive a vital boost. Chinese citizens venturing abroad for the first time in three years could jump-start the country’s aviation and tourism industries. Southeast Asia is eager for travelers to return. In 2022, roughly 11.5 million international visitors journeyed to Thailand, a far cry from the 40 million guests who made the trip in 2019. Developed economies, such as Australia, the UK, and the US, are also likely to benefit, analysts say. [Bloomberg] • Generating jobs in India. With more than 1.4 billion inhabitants, India is on track to become the most populous country in the world in 2023. Adding more healthy workers to India’s workforce could contribute to the country’s rapid economic growth. The challenge, some warn, will be for leaders to generate meaningful employment that can support millions of young people joining the labor market each year. The number of working-age people in India will likely reach more than one billion in the next decade, per the government of India. [CNN] Throughout Asia, examples abound of business leaders who are reinventing their organizations—and their own professional journeys along the way. On McKinsey.com • Critical challenges. Today, the world may stand at the cusp of a new era, marked by serious supply side issues amid a shifting geopolitical landscape. As Asia confronts weighty challenges, including climate change and disruptive demographic trends, the region’s leaders are making big, bold bets to promote long-term value, reveal McKinsey’s Asia chairman Gautam Kumra and senior partner Joydeep Sengupta. In 2022, McKinsey spoke with many current and former CEOs to learn how Asia’s leaders are building resilience as the world grows ever more complex. • Creating resilient cultures. At a time of fierce competition for talent and finding the right hybrid working norms, leaders are placing renewed emphasis on strengthening their organizations’ culture and purpose. For example, in 2020, the chair of a software company began reshaping its culture by installing certain habits—including being respectful, being responsive, and demonstrating stewardship—at the center of the workplace. Discover three shifts in how top CEOs are leading their businesses in Asia. Consider three leadership shifts — 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> - 12:15 - 24 Jan 2023

• Expense Management - White Label GPS Tracking Software

  Expense Management - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Expense Management 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Gives fleet owners complete financial control Key Benefits Eliminate avoidable expenses With detailed cost distribution reports of avoidable and necessary expenses, Trakzee makes it easy to save money and taxes. Detailed expense breakdown Gives a complete breakdown and visual summary of all expenses — from fuel and tyres to insurance and driver salaries. Compare costs for Vehicles Keep track of how much each vehicle costs with monthly reports along with maintenance, repair and breakdown history. Make expense tracking simpler Trakzee's mobile app makes it extremely simple for drivers and fleet managers to track expenses and vehicle costs. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.com> - 10:30 - 23 Jan 2023

• How an economist is using food to explain economics and the world

  Harmony Internal - McKinsey

  Make systemic change ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 How can economics be more appetizing? In a new Author Talks interview, SOAS University of London institutional economist Ha-Joon Chang makes the case that economic theory can be appealing and palatable to the masses by making connections to stories about food. He also explains why it’s important for everyone to understand some economics because it is tied to everything from healthcare and education to culture. Give it a read and see what he has to say. And if you’re hungry for more insights on global economics, be sure to check out the latest Global Economics Intelligence executive summary by Sven Smit, chair of insights and ecosystems and chair of the McKinsey Global Institute, and his coauthors. Author Talks: A food-loving economist crafts a recipe for humane capitalism Using the history of common foods and goods, Ha-Joon Chang explains the economics of industrial policy and the relationship between freedom and capitalism. Make systemic change   Quote of the day “We should be a space for innovation, but we also need to be the place where ethical and moral standards are raised so that we can protect ourselves from some types of technology that might not be as useful or as positive.” —Félix V. Matos Rodríguez, the chancellor of the City University of New York, on the future of the classroom experience in “Reimagining the college experience: An interview with CUNY’s Félix Matos Rodríguez” Chart of the day See today’s chart   ALSO NEW Forward Thinking on the complicated and contentious state of global trade with Chad P. Bown “This is certainly the most exciting, contentious, uncertain time when it when it comes to trade policy, certainly in my lifetime,” says a leading trade economist. “And I just had one of those big, round number—half century—birthdays, and so I’ve been around for a fairly long period of time.” Don't oversimplify  Inflation in Asia: How leaders can prepare for volatility Global inflation is increasingly unpredictable, leaving companies unsure how to navigate the current environment. What are the effects of inflation on businesses in Asia? Build your resilience   Closing the digital divide in Black America Five steps could help to bring broadband and digital equity to every Black household in the United States—urban and rural—while bolstering efforts to create a more inclusive economy. Closing the divide   — 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> - 06:18 - 23 Jan 2023

• Creating value from sustainability: A leader’s guide

  Harmony Internal - McKinsey

  Green mindset ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 It wasn’t so long ago that sustainability programs were just “nice to haves.” They have rapidly become critical to corporate strategy, but companies still struggle to generate tangible impact from their sustainability efforts. McKinsey research reveals a disconnect between sustainability values and action: there are considerable differences between the activities that organizations are pursuing and those that executives think have the most potential for creating value. Companies also find it difficult to come up with accurate financial measures of sustainability. Here are some ways to ensure that your organization’s sustainability efforts deliver value to the business. AN IDEA Set quantitative targets Some companies do better than others at realizing value from their sustainability programs. They apply a distinctive set of practices, according to the results of a global survey reported by McKinsey’s Anna Granskog, Eric Hannon, Solveigh Hieronimus and their colleagues. In particular, value creators take a strategic, purposeful approach. Sustainability is likely to be a priority on their strategic agendas and aligned with their organizational goals, values, and purpose. Value-creating companies also develop KPIs for sustainability and engage their workforces and suppliers in sustainability efforts. A good first step is to view sustainability issues as business opportunities. The McKinsey researchers note that leading organizations “set tangible, concrete aspirations for their sustainability programs and convert those aspirations into quantitative performance targets.” A BIG NUMBER 5 That’s the number of principles that emerging climate-technology companies are using to charge ahead—leaving many incumbents lagging behind. McKinsey senior partner Harry Bowcott, partner Philipp Hillenbrand, and their colleagues discuss how disruptive start-ups are quickly building green businesses by combining genuine passion and purpose with deep technical understanding, adept use of complementary technologies, strong empowerment and risk taking, and a full-speed-ahead, test-and-try mindset. Can incumbents ever catch up? They can if they take a three-step approach toward tech-enabled value creation: start with a clean sheet, create the right environment, and transform the investment and partnership strategy. A QUOTE “Few companies have organizational structures that are designed to treat sustainability as a material business issue.” That’s McKinsey senior partners Aaron De Smet and Thomas Hundertmark and their colleagues on setting up an organization that can deliver on the practical requirements of sustainability—managing risk, addressing stakeholder concerns, and holding the enterprise accountable—all while capturing new business opportunities. Leaders can guide the redesign of their sustainability work in four ways, one of which is to design for specific topics (for example, green hydrogen and operational decarbonization), not for sustainability overall, which can be overwhelming. Another important consideration is team structure. For example, out of five commonly used organizational models, three are more effective at capturing sustainability’s full potential. A SPOTLIGHT INTERVIEW Growing your organization sustainably while improving performance may seem daunting, but Fourth Industrial Revolution technologies—such as additive manufacturing, advanced analytics, robotics, and the cloud—can help. Throw in an engaged workforce, and productivity jumps several notches. In a McKinsey Talks Operations podcast led by chief people officer and senior partner Katy George, three leaders of companies that are at the forefront of sustainability reveal how they meet growing business demands while working toward sustainability goals. For example, one manufacturer deployed Internet of Things sensors to its equipment and utilities systems to gather data and generate analytics insights that enabled energy optimization across the entire factory. “Each of these companies has been able to demonstrate not only that they can pilot new technologies but that they have truly transformed their way of working in order to create sustained outcomes,” says George.  YOU’VE GOT IT ALL WRONG Business transformations often fail, cautions McKinsey senior partner Seth Goldstrom. Sustainability programs are even more prone to failure for similar reasons: lack of leadership commitment, poor planning, and inadequate incentives and resources, coupled with investor reluctance and “hidden enemies” such as outdated metrics and frameworks. For any transformation to succeed, three core elements are essential, Goldstrom says: a quantifiable goal, commitment throughout the organization, and a trackable plan for which the sustainability team can be held accountable. Lead sustainably. — 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> - 02:26 - 23 Jan 2023

• Many companies have measures to increase workplace inclusivity. Which work best?

  On Point

  Five factors for DEI success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Increasing inclusion In the news • Missing goals. Greater diversity in corporate boardrooms is thought to improve business performance. Although a majority of UK organizations track data related to racial and ethnic diversity, relatively few are actually setting goals to improve diversity, finds a study from August 2022. Roughly seven in ten British companies track data, but only about a quarter are publicizing it, and about one in three have set targets to advance racial and ethnic diversity, reveals a survey of 70 UK firms with a global reach of roughly one million people. [Reuters] • Questionable strategies. The US workforce includes many more people of color and older workers than it did decades ago. Yet it's still common for employers to use unproven efforts to increase diversity, such as requiring job applicants to pass skills tests before hiring them. Because of bias, these tests are often judged differently for non-White workers, says one sociologist. Offering mentoring programs and recruiting from organizations that serve Blacks and Hispanics are more effective ways to attract and retain underrepresented workers. [CBS] In 2020, the global market for DEI was estimated at $7.5 billion and is projected to more than double to $15.4 billion by 2026. On McKinsey.com • DEI lighthouses. Organizations are doing more to create inclusive environments. Still, progress is slow. The World Economic Forum currently estimates it will take another 151 years to close the global economic gender gap at all levels. To generate change, leaders need to know what works—and what doesn’t. The Global Parity Alliance’s DEI Lighthouse Program identifies the initiatives that helped companies make significant, quantifiable, scalable, and sustainable improvements, McKinsey senior partner Kweilin Ellingrud and coauthors explain. • Five factors. Having a nuanced understanding of root causes can help leaders prioritize efforts and investment, set goals, and design solutions. One US retailer found that its frontline workers were not securing higher-paying roles, because of the skill sets or degrees required to move up internally. The company created a program that provided free education and upskilling. Consequently, Black program participants were 87.5% likelier to be promoted when compared with nonparticipants. See five factors shared by successful DEI initiatives. Learn what works to improve DEI — 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> - 12:41 - 23 Jan 2023

• The week in charts

  The Week in Charts

  Human development, lessons from the Great Recession, 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 focused on some of the key themes at the World Economic Forum’s annual meeting, including life expectancy rates around the world, learnings from the Great Recession, the energy transition, the space industry, and gender equality. FEATURED CHART A granular look at human progress See more This week’s other select charts Winning at the margins  Different paths, but a common goal  A giant leap for the space industry  Inclusion in action 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> - 03:03 - 21 Jan 2023

• Dual awareness, closing the digital divide in Black America, Davos 2023, and more insights for the weekend

  Harmony Internal - McKinsey

  Dig into these insights this weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities We’ve made it to the weekend and it’s time to unwind and catch up on the week’s big reads on the concept of dual awareness, the digital divide in Black America, new tech trends, and more. In an excerpt from the book, Deliberate Calm: How to Learn and Lead in a Volatile World, McKinsey authors Jacqueline Brassey, Aaron De Smet, and Michiel Kruyt explore the integrated awareness of our external and internal environments—a concept they call “dual awareness.” Get the tools McKinsey partners Todd Wintner and Kunal Modi share five steps to expand broadband access and promote digital equity and inclusion in Black communities in the US. Closing the divide In a new episode of The McKinsey Podcast, partners Michael Chui and Roger Roberts talk about McKinsey’s latest report on technology trends, with a focus on applied AI, cloud and edge computing, and bioengineering. Get a profound understanding Our weekly briefing note on sustainable and inclusive growth explores themes discussed at Davos 2023, the US energy transition, how the battery industry can become sustainable along the entire value chain, and more. Get updated QUOTE OF THE DAY “‘You can’t overcommunicate in a crisis’ is a bit of a motto of mine. As human beings, we get a lot of comfort from a feeling of being in control of our lives.” —Anna Bligh, CEO of the Australian Banking Association, on the essential ingredients for crisis leadership in “Australian Banking Association’s CEO faces uncertainty head on” chart of the day See today’s chart Ready to unwind? What is resilience? Resilience is the ability to not only recover quickly from a crisis but to bounce back better—and even thrive. Grasp the concept  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  69-Across: Confuse ... or a phonetic hint to this puzzle’s theme Know the answer? Test yourself with the latest McKinsey Crossword, Confusion-isms | No. 111. Don’t mix it up  — 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> - 06:46 - 20 Jan 2023

• Forward Thinking on the complicated and contentious state of global trade with Chad P. Bown

  Harmony Internal - McKinsey

  Don't oversimplify ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Forward Thinking on the complicated and contentious state of global trade with Chad P. Bown “This is certainly the most exciting, contentious, uncertain time when it when it comes to trade policy, certainly in my lifetime,” says a leading trade economist. “And I just had one of those big, round number—half century—birthdays, and so I’ve been around for a fairly long period of time.” Don’t oversimplify Explore this and future episodes of the McKinsey Global Institute’s Forward Thinking podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple podcasts, Google Podcasts, Stitcher, or Spotify. Related Reading The future of globalization: Think diversifying, not decoupling  Global flows: The ties that bind in an interconnected world  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> - 04:21 - 20 Jan 2023

• Happy Lunar New Year from Remote

  Happy Lunar New Year from Remote

  Celebrating these special moments is a great way for team members around the globe to connect and share in one another's traditions.

  Happy Lunar New Year from Remote!  2023 is the year of the rabbit! To mark the occasion, the entire team at Remote sends you our best wishes to bound into the new year stronger than ever. Lunar New Year is a beautiful and important time for so many across the world. We would love to encourage you to consider how you can use events like this one to create a more inclusive workplace for your distributed team! Diverse teams celebrate a variety of occasions throughout the year. Celebrating these special moments is a great way for team members around the globe to connect and share in one another's traditions. How to create a more inclusive workplace Support your global team members to share and celebrate the events that matter, and create an inclusive environment that encourages diversity. Start with an internal celebrations calendar. This can also help you plan and manage handover coverage for leave requests across your team! We’ve pulled together 10 specific tactics you can implement right now to create a more inclusive work culture in this expert guide. Chinese astrology associates the water rabbit with flexibility and adaptability — the perfect characteristics you can use to drive positive change for your team in 2023. Thanks, and happy new year! All of us at Remote 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> - 12:02 - 20 Jan 2023