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• 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

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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

• Capturing the innovation of space across all industry sectors

  Harmony Internal - McKinsey

  Day 5 at Davos 2023 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Capturing the innovation of space across all industry sectors Thanks to lower costs and greater access, space is no longer the sole domain of large aerospace companies or public agencies with vast budgets, writes senior partner Ryan Brukardt. It’s a place that can deliver many benefits—both on Earth and in orbit—to almost any business sector. How and when should companies take advantage of their greater access to space and pursue emerging use cases? Check out these insights to understand benefits of the space economy and its emerging opportunities, learn more about McKinsey’s ongoing strategic partnership with the World Economic Forum, and bookmark this page for daily #WEF23 updates featuring crucial insights on the key themes at Davos. Read more How will the space economy change the world? Space is no longer the sole domain of governments and aerospace and defense companies. Businesses that pursue emerging opportunities now may gain a first-mover advantage. Discover what’s ahead  The role of space in driving sustainability, security, and development on Earth A new report reveals five actions that leaders can take to contribute to economic development, advance global security and sustainability, and make space a safe and globally accessible domain. Shoot for the stars  A different space race: Raising capital and accelerating growth As innovation accelerates within the space sector, companies may benefit by taking a disruptor’s mindset to accessing and deploying capital. Boost organic growth  McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Make the most of them  Laying the foundations for a space economy Space already plays a larger role in our lives than we realize, and it’s only going to grow as new technologies and innovations open up unimagined economic opportunities. Imagine the future  The future of space: It’s getting crowded out there Could you soon be taking trips to outer space? Some experts think so. Rocket launches have become much less expensive, so thousands more satellites—and many more people than ever before—can venture into orbit. But more objects in space also mean more space debris and higher risks of collisions. Watch this space  Why on earth should business care about space? Two decades of technological innovation have unlocked a wealth of space-based opportunities for commercial entities to offer once-unimaginable services. Listen to the podcast  Space around the globe The United States remains the epicenter of space activity, but many more countries are getting involved and increasing their investments. Make progress  Mars exploration pushes the boundaries of AI: An interview with NASA’s Vandi Verma Take a seat at Mission Control as NASA’s Vandi Verma details the AI and software powering the Mars rovers and how her field of robotic operations has advanced over the past 20 years. Learn about AI on Mars  The potential of microgravity: How companies across sectors can venture into space Should you move your R&D and manufacturing into the ether? A new McKinsey analysis explores the opportunities. Embark on a new frontier  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> - 10:25 - 20 Jan 2023

• BlazeMeter Software End Users Records

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  by "Denise Ceraso" <Denise.gilbertdata@outlook.com> - 09:09 - 20 Jan 2023

• Global connections are reconfiguring. Which trade flows propel global integration?

  On Point

  Three areas to reimagine trade flows ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Growth in global flows In the news • Betting big on logistics. As space becomes scarcer, making it harder to build new facilities, worldwide port operators are using technologies such as driverless vehicles and autonomous cranes to meet demand. The logistics sector is making big bets on the importance of Asia to future global trade. Between 2022 and 2027, five countries in Southeast Asia will likely be the world’s most rapidly growing bloc by trade volumes, per the IMF. Investors are already funneling billions of dollars into warehouses and distribution centers across Asia. [Economist] • Paper-thin demand. Slowing demand for cardboard and packaging paper is a concerning indicator of potentially sluggish trade. From July through September 2022, North American companies slashed production of the materials used in corrugated boxes by roughly one million tons, according to one analyst. Global consumption of packaging paper is also slackening, with US prices tumbling for the first time since 2020. The dip in demand may be partly explained by high inflation, which continues to lower households’ spending power. [Bloomberg] Multinational corporations can have disproportionate influence on flows because they are the current center of the system, accounting for about two-thirds of exports. On McKinsey.com • Turbulence and trade flows. Global flows of capital, data, goods and services, ideas, and people connect the world. This has created a more prosperous planet. But in view of the COVID-19 pandemic and rising geopolitical tensions, some are speculating that the world is deglobalizing. McKinsey Global Institute (MGI) analysis finds a more nuanced reality. Despite disruptions, most global flows continued to grow or even accelerate in 2020 and 2021, reveal McKinsey’s Sven Smit, chair of insights and ecosystems and chair of MGI, and his coauthors. • Services, students, and IP. As a share of the global economy, growth in the trade of goods stabilized around 2008. Now, growth in global flows is being propelled by services, talent, and intangibles such as data and intellectual property (IP). Flows of services, international students, and IP grew about twice as fast as goods flows from 2010 to 2019. As the central players in global flows, multinationals are in a prime position to shape the future in favor of growth and prosperity. Taking action in three areas may help companies reimagine global trade flows. Three ways to reshape global flows — 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> - 12:42 - 20 Jan 2023

• 2023, a testing year: Will the macro-scenario range widen or narrow?

  Harmony Internal - McKinsey

  Set your priorities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 2022 was undoubtedly a volatile year with heightened geopolitical tensions, inflation, interest rates, and labor market imbalances dominating the business environment—and it is no surprise that resilience and globalization are among the major themes being discussed at the World Economic Forum’s annual meeting at Davos this week. Will 2023 be a fresh start for business leaders? In a new article, McKinsey leaders including Michael Birshan, Ezra Greenberg, Homayoun Hatami, Ida Kristensen, María del Mar Martínez Márquez, Asutosh Padhi, Sven Smit, and Andy West, share various macroeconomic scenarios, considering both favorable and not-so-favorable outcomes for 2023 and beyond that will largely determine what we can expect in the global economy this year. Get perspective on the opportunities and risks and be prepared for the year ahead. 2023, a testing year: Will the macro-scenario range widen or narrow? Will the world move to solve its structural problems and make superior short-term choices? Yes or no: that’s the first question on the test. Set your priorities   Quote of the day “If you look back at previous recessions, in the five to seven years coming out of recessions, you see the most trading of market share of any other time. It’s partly because consumers are changing their behavior more quickly—changing where they shop, changing brands—and that spells opportunity.” —McKinsey senior adviser Richard Mayfield on opportunities amid disruption in retail and beyond in “Beyond retail: Why retailers should think ‘services’ and ‘ecosystems’” Chart of the day See today’s chart   ALSO NEW Toward a more orderly US energy transition: Six key action areas The US drive to decarbonize is at an inflection point. Critical actions could accelerate the transition while enhancing energy affordability and supporting inclusive economic growth. Act now   The China imperative for multinational companies Multinational companies operating in China must reconfigure for opportunity and risk. Capture the opportunity   The complication of concentration in global trade Concentration in the origins of traded products is widespread, prompting questions about whether to diversify or decouple. Get a better view   — 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> - 06:23 - 19 Jan 2023

• How to combat one of humanity’s biggest challenges

  Harmony Internal - McKinsey

  Progress is possible ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 & Company How to combat one of humanity’s biggest challenges In 2000, about 1.1 billion people lived in 10,600 microregions where life spans were short and GDP per capita low—both variables in the bottom 30 percent of the world. How did those places evolve over the last 20 years? Which ones transitioned to greater prosperity and well-being and which ones did not? And where can companies uncover hidden opportunities to deliver products, possible locations for operations, and new pools of prospective consumers and employees—while advancing human development? To find out, check out The last frontier: Development where it is needed most, Chapter 6 of Pixels of Progress from the McKinsey Global Institute. And to learn more about the report from the authors and leading experts, register for a webinar on January 24 at 10:00 am ET. Take the journey Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 03:48 - 19 Jan 2023

• How Asia’s top CEOs are embracing change and resilience

  Harmony Internal - McKinsey

  Adopt a learning mindset ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Resilience is top of mind for leaders attending the World Economic Forum’s annual meeting at Davos, which is taking place this week—and now is an opportune time to learn some important lessons from Asia’s top CEOs on how they’re embracing change. According to a recent article by senior partners Gautam Kumra and Joydeep Sengupta, the top CEOs in Asia are learning how to play both offense and defense by reevaluating their business strategies while taking advantage of new opportunities to grow. As one leader puts it: "If you assume the responsibility of leadership, then that brings with it a responsibility to make sure you are always ready to be on.” Check out the article and see how Asia’s CEOs are redefining what it takes to be a leader by focusing on building resilience. And for more on Davos, be sure to register for a special McKinsey “Live From Davos” event on January 19 to get a firsthand account of what senior partners Kate Smaje and Daniel Pacthod are seeing and hearing from global leaders. Asia’s top CEOs embrace change with boldness and resilience Asia’s top business leaders are navigating today’s shocks with bold moves and a determination toward building sustainable and inclusive growth. Adopt a learning mindset   Quote of the day “The first one is frustrating in a good way, and that is that it’ll always find a loophole. It’s not going to use common sense. If I’m working with a human co-driver, they get what you mean even if it’s not exactly what you said, whereas the AI’s going to go with exactly what you specify.” —Vandi Verma on what frustrates her about AI in “Mars exploration pushes the boundaries of AI: An interview with NASA’s Vandi Verma” Chart of the day See today’s chart   ALSO NEW 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   Young Global Leaders on Davos 2023 What can we expect at Davos 2023? Young Global Leaders, current and alumni, share their thoughts on topics that they think will dominate the Davos agenda–and those that they believe should get more attention. Get perspective  Financing the net-zero transition: From planning to practice Financial institutions will play a leading role in the transition to a net-zero economy. To maximize the opportunity, they must make fundamental changes across portfolios and organizations. Uncover the possibilities   — 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> - 01:13 - 19 Jan 2023

• The China imperative for multinational companies

  Harmony Internal - McKinsey

  Capture the opportunity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The China imperative for multinational companies Multinational companies operating in China must reconfigure for opportunity and risk. Capture the opportunity Related Reading Your daily #WEF23 updates featuring crucial insights on the key themes at Davos   Global flows: The ties that bind in an interconnected world  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 08:23 - 19 Jan 2023

• It’s a new era of higher-for-longer interest rates. How should US businesses prepare?

  On Point

  Four strategies to foster resilience  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Building resilience in US business In the news • Profit predictions. As corporate-earnings season begins in the US, Wall Street analysts are predicting a dip in profits and anticipating more layoffs. In 2023, S&P 500 companies will likely see earnings decline by 10% on the back of high inflation, rising borrowing rates, and a sluggish economy, said one market analyst. In fourth quarter 2022, analysts cut their earnings-per-share forecasts for all of 2023 to $230.51, a drop of 4.4%. Some hope does exist, however. If interest rate hikes start letting up, stocks may rally in the second half of 2023, added the analyst. [NYT] • Taking on temps. As the US private sector braces for a potential recession, companies are hiring more temporary workers to fill roles. From May to November 2022, the number of contract-job postings increased 26% over the same period in 2021, while full-time-job postings grew just 6%, according to a US-based social-media platform that focuses on career development. The uptick in contractor hiring is enabling a greater variety of workers to pursue careers in competitive sectors, said one principal economist at a payroll software company. [FT] The story on US company earnings is bleak. The median equity analyst expects EBITDA margins to decline in all but a handful of industries. On McKinsey.com • Mixed messages. The US economy is continuing to throw off mixed signals. The labor market remains hot, and more people are rejoining the workforce. More workers could ease labor shortages but may also boost demand, stoking inflation. Amid the uncertainty, one thing seems clear: US companies are likely entering a new era of higher-for-longer interest rates and cost of capital, explain McKinsey senior partner Ida Kristensen, senior partner Stephan Görner, and their coauthors. • Closing talent gaps. Even in a challenging environment, many US companies are still hiring. But talent pools in many industries are dwindling as employees quit their jobs to enter other fields, pursue nontraditional work, or leave the labor force, McKinsey research finds. Shortages of digitally savvy workers are especially sharp. In a McKinsey survey of more than 1,500 senior leaders around the world, nearly 90% said their companies lack adequate digital skills. View four themes that US business leaders can consider as they manage costs, develop resilience, and create long-term value. Build new muscles for a new era — 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> - 06:15 - 19 Jan 2023

• Recent Mailchimp account breach

  Recent Mailchimp account breach

  Here's what you need to know

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  Hello,

  On January 12, 2023, we were notified about an unauthorized breach of Mailchimp, a communications tool WooCommerce uses to send emails to customers who have opted in. Our account is one of 130+ that appear to have been impacted by this security incident.

  This breach may have resulted in some of the information you've shared with us, including your name, store URL, and email address, being exposed. No payment data, passwords, or other sensitive security information is part of this breach.

  Your store and customer data have not been impacted by this incident, nor have your WordPress.com or WooCommerce.com accounts. This was not a breach of WordPress.com or WooCommerce.com.

  What happens next?

  At this time, no action is required on your part.

  There is no indication the person who engaged in unauthorized access to Mailchimp has taken any action with the exposed information. However, we are contacting you out of an abundance of caution to alert you to that possibility in the future. We have confirmed with Mailchimp that our account is secure and follows all security best practices, and are working with them to better understand the cause of this breach and what they're doing to prevent similar incidents in the future.

  If you have any questions about Mailchimp's breach, please feel free to contact us.

  We apologize for any issues or concerns this may have caused, and we will keep you updated if any new information arises.

  Thank you, The Woo Team

  You're receiving this email because you previously shared your email address with WooCommerce to receive messages from us, typically for sales or marketing purposes. Update your profile or unsubscribe from this list. Please note: If you unsubscribe, you may continue to receive WooCommerce.com account-related emails. View an online version of this email. WooCommerce, Inc. is located at 60 29th St #343, San Francisco, CA 94110, U.S.A. © 2023 WooCommerce, Inc. – an Automattic company

  

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  by "WooCommerce" <noreply@woocommerce.com> - 06:08 - 19 Jan 2023

• Monitor Driving behaviour - White Label GPS Tracking Software

  Monitor Driving behaviour - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Eliminate problematic driving habits and ensure fleet safety 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Drivers are the most important part of any fleet operation. Video telematics empowers fleet managers with powerful behaviour monitoring tools to ensure the safety of drivers. Standard benefits Increased on-road safety Eliminate dangerous driving habits like smoking, aggressive acceleration, harsh braking, rapid cornering, etc. Identify distracted or drowsy drivers 45% of all road accidents are caused by inattentive or drowsy driving. Instant alerts for sleepy or distracted drivers. Better driver training Every event generates an instant alert for drivers and fleet managers. Easily train drivers to be more responsible. Video playback evidence Better transparency with video recordings of every event and playback based on date and time. 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> - 05:43 - 19 Jan 2023

• How concentrated is global trade?

  On Point

  New McKinsey Global Institute research ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Reimagining global trade In the news • New world-trade winners. It’s becoming trendy to discuss deglobalization. However, the possibility that countries will keep readjusting trade flows is more probable. This will, of course, generate new winners in global trade. 2022 was a tough year for international commerce, with COVID-19-related lockdowns in Asia and conflict in Europe fracturing supply chains and rattling the world. Although leaders relish highlighting the return of jobs to home countries, it’s not easy to do an about-face on globalization. [WSJ] • Shipping hub strikes. Workers were a force to be reckoned with in 2022. Labor unrest at major ports in Africa, Asia, and Europe shook up global supply chains. Rising food and energy prices coupled with stagnant salaries roused employees to make their demands heard, according to freight-forwarding agents, shipping companies, and union experts. In 2022, operations at shipping hubs were hampered by protesting or striking workers at least 38 times, according to one risk management provider. That’s more than four times higher than in 2021. [Bloomberg] About 15% of the trade of global goods corresponds to cases where the importing economy relies on only two or fewer nations. Laptops, chromium, and palm oil are all examples. On McKinsey.com • Relationships reexamined. Global trade partnerships have fostered economic growth and increased worldwide product availability. But recent events, including rising geopolitical tensions, have motivated leaders to reexamine global interdependencies. How should companies and countries adjust trading relationships, if at all? To learn where concentration in global trade exists, McKinsey senior partner Olivia White and colleagues analyzed McKinsey Global Institute (MGI) research on more than 120 countries, roughly 6,000 products, and eight million trade corridors. • Concentration creates complications. Global concentration, or when relatively few economies export a given product, can reflect and promote increased efficiency. However, the interruption of concentrated trade flows for products that are difficult to replace on short notice can be particularly disruptive. MGI research finds that for 40% of global trade, the importing economy relies on three or fewer nations for the supply of a given product or manufactured good. Find out where global trade is most concentrated and ways to reassess trading relationships. View global-trade concentration — 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> - 12:37 - 18 Jan 2023