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

  Harmony Internal - McKinsey

  Strength training ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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

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

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

  On Point

  Debunking six metaverse myths ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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

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

• What’s next for the world of work?

  Harmony Internal - McKinsey

  Map the future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities New from McKinsey & Company The world of work is still evolving The workplace we once knew—but arguably never really loved—is no longer. The pandemic propelled remote work, virtual transactions, and adoption of digital technologies. Then came the Great Attrition: Craving flexibility, employees quit their jobs in droves, taking time to tend to their personal lives or embarking on sabbaticals. HR professionals continue to rethink how they manage their people and the best way to do so, and new HR operating-model archetypes are emerging in response to dramatic changes in business and in the world, write partners Neel Gandhi, Asmus Komm, and Florian Pollner. To say the world of work has been flipped upside-down in recent years is an understatement. Explore these insights to see where we’ve been, where we are, and where we’re going. Read more Workplace rituals: Recapturing the power of what we’ve lost The right rituals can revitalize meaning at work—and help employees move beyond “me” to “we.” Make it happen  HR’s new operating model Interviews with more than 100 chief human resources officers and people leaders reveal how the HR operating model is changing to drive value in a volatile business environment. Put people first  What is the future of work? Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what’s coming Reimagining HR: Insights from people leaders Human resources is playing a critical role in helping organizations respond to the COVID-19 pandemic. Chief human resources officers expect that influence to persist. Understand new priorities  European talent is ready to walk out the door. How should companies respond? Like their global peers, Europeans are thinking more about quitting, exacerbating a high job vacancy rate and a skills gap. New research shows how companies can emphasize “people factors” that workers say they need. Address the attrition  Women in tech: The best bet to solve Europe’s talent shortage To remain competitive in technological growth and innovation, Europe must recruit and retain women for the fastest-growing tech roles of the foreseeable future. Close the gap  The Great Attrition is making hiring harder. Are you searching the right talent pools? People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs. Reassess now  Talent in a changing market: What now? High turnover, shrinking pipelines, inflation—the talent market remains in flux. Here’s what you should be doing differently. Be flexible  Quiet quitting and performance management Churn is up. Engagement is down. And year-end reviews are here. Are you worried that giving feedback will make workers feel worse? Understand the disconnect  This time it’s personal: Shaping the ‘new possible’ through employee experience In an era of workplace upheaval, companies that create tailored, authentic experiences strengthen employee purpose, ignite energy, and elevate organization-wide performance. Listen to what matters  (Extremely) out of office: Let nature boost your team’s creativity and performance Studies show that time spent in nature has a positive effect on attention span and well-being. Companies that harness its power can create a resilient and productive workforce for the long term. Go forest bathing  Addressing employee burnout: Are you solving the right problem? Employers have invested unprecedented resources in employee mental health and well-being. With burnout at all-time highs, leaders wonder if they can make a difference. Our research suggests they can. Address employee burnout  Race in the workplace: The frontline experience Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers. Get new DEI insights  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:12 - 29 Jan 2023

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

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

  Remote Global Update for January 2023

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

  

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

• The week in charts

  The Week in Charts

  Superaged societies, K-12 stimulus funds, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our Charting the Path to the Next Normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored “superaged” societies, the Elementary and Secondary School Emergency Relief Fund, the latest Future Years Defense Plan by the US Department of Defense, organizations’ growing need for risk-related roles, and the unique challenges faced by sustainable capital projects. FEATURED CHART Superaged like a fine wine? See more This week’s other select charts More than lunch money  The future of US defense spending   Risk pros are making moves  Construction stagnation Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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

• How a great customer experience creates value

  Harmony Internal - McKinsey

  Many executives don’t have a clue ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | January 2023 How a great customer experience creates value Executives understand that successful customer-centric strategies create satisfied customers, engaged employees, greater loyalty, and a lower cost to serve. But many of them have no idea how much their customers like or dislike different parts of the customer experience, how these likes and dislikes influence behavior, or how much a company gains or loses as a result. Without that kind of knowledge, customer service transformations probably won’t rack up early wins that help them pay for themselves, build support among functional executives, or earn a place at the strategy table. These transformations stall before they really get going. There’s a better way, anchored in science, business research, and a structured methodology. For starters, follow customer satisfaction levels over time to quantify the economic outcomes linked to them—for example, analyze the behavior of satisfied, neutral, and dissatisfied customers over a couple of years to learn, among many other things, how much less churn there is among satisfied ones. Then you’ll have a real business case for a customer service transformation program. To learn more, read our 2016 classic “Linking the customer experience to value.” — Roger Draper, editor, New York Learn how to give customers what they really want Related Reading Victoria Bough, Ralph Breuer, Nicolas Maechler, and Kelly Ungerman, “The three building blocks of successful customer-experience transformations”  Itai Miller, Kevin Neher, Rens van den Broek, and Tom Wintering, “Six customer experience pitfalls to avoid”  “The human touch at the center of customer-experience excellence”  Did You Miss Our Previous McKinsey Classics? How to be a better leader To make 2023 more fulfilling, read our 2016 classic “Want to be a better leader? Observe more and react less.” Declutter your mind  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 11:39 - 28 Jan 2023

• Stop Delaying Deployments with SwaggerHub + PactFlow

  SmartBear

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

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

  This email was sent to {lead.Eamil Address} by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617.684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

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  by "Molly from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 06:38 - 27 Jan 2023

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

  Harmony Internal - McKinsey

  Dive into these insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The weekend awaits so take a moment to relax and enjoy these essential reads from this week on the ecosystem economy, women in European tech, holistic employee well-being, Tech for Execs, and more. In a new Author Talks interview, McKinsey senior partners Venkat Atluri and Miklós Dietz make the case that traditional sector siloes are breaking down, and discuss how ecosystems—or networks of organizations across different sectors—are driving the global economy. Create the best value What’s the key to building competitive advantage and growth in Europe? Recruiting and retaining women in the tech sector, according to senior partner Sven Blumberg and his coauthors. Close the gap The latest Five Fifty from McKinsey Quarterly is all about employee well-being and how a holistic view of health can help workers live longer, better, and more productively. Understand the shifts Our weekly briefing note on sustainable and inclusive growth explores promoting digital equity and inclusion among Black Americans, four interventions that could improve women’s representation in European tech, and more. Get updated TECH FOR EXECS Machine learning engineers put AI into play Our experts serve up a periodic look at the technology concepts leaders need to understand to help their organizations grow and thrive in the digital age. What does a machine learning (ML) engineer do? The person in this role ensures that the algorithmic models built by data scientists operate efficiently and accurately within a live AI application, for example, one that determines a loan applicant’s creditworthiness. They test the models, build the infrastructure to run and flow data through them, and monitor and optimize model performance. ML engineers also build capabilities to automate as much of this work as possible. Why don’t data scientists do all of that? It takes a team of skilled technical professionals, often using MLOps to guide their operations, to build reliable AI applications as quickly as businesses need them today. Each team member specializes in certain aspects of application development and deployment. Data scientists are experts at building machine learning models that help solve business problems as well as identifying the data needed to train the model. They’re increasingly expected to understand how their models fit into applications, but ML engineers have way more knowledge about this and can do the engineering work to make it happen. How do I know I need one? If your organization is building a lot of AI applications and wants to get the most business value from them, you’ll likely need an ML engineer. Organizations seeing the highest returns from AI were twice as likely to hire an ML engineer last year as all other companies—in fact, 58% did so. Where do I find an ML engineer? Many organizations upskill data scientists or software engineers to transition them to ML engineering. Others hire externally. ML engineers often have computer science backgrounds and pursue machine learning in specialized professional courses or advanced degree programs. QUOTE OF THE DAY “‘In this decade of action, it’s really imperative that every company deals with its impact on climate change, biodiversity loss, and mounting inequality.” —John Revess, senior director of Net Zero Transformation at the World Business Council for Sustainable Development, on how companies are tackling decarbonization in a recent episode of McKinsey Talks Operations chart of the day See today’s chart Ready to unwind? What is the future of work? Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what's coming  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  2-Down: Much briefer way to text “While I don’t presume to think that what I say is the only right answer, as I see it” Know the answer? Test yourself with the latest McKinsey Crossword, It’s a Formality | No. 112. Keep with tradition  — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:15 - 27 Jan 2023

• 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

• RE: BlazeMeter Software End Users Records

  Hi,

   

  Just following up with you to check if you had a chance to review my email which I have sent across to you earlier.

   

  If so, please let me know your exact target criteria which you would like to acquire, so that I can get back to you with the counts, pricing and some samples on same.

   

  Await your kind reply.

   

  Best Regards

  Denise Ceraso

  Marketing Manager

   

  From: Denise Ceraso
  Sent: Friday, January 20, 2023 9:09 AM
  Subject: BlazeMeter Software End Users Records

   

  Hi,

   

  I’m inquiring to see if you would be interested in procuring our updated list of Load Testing Platform Software Users with verified emails and phone numbers.

   

  We also gathered users information from: Akamai, Apache JMeter, Micro Focus LoadRunner, BlazeMeter, and many more…

   

  The list can be filtered based on Geography, Titles, Company Size.

   

  So, let me know your specific requirement and we can provide you with the numbers of counts available and pricing, and more information.

   

  I look forward for your response.

   

  Best Regards

  Denise Ceraso

  Marketing Manager

   

   

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  by "Denise Ceraso" <Denise.gilbertdata@outlook.com> - 09:25 - 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