Make way for the metaverse

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YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY

Welcome to the new McKinsey Quarterly Five Fifty. We’ve refreshed your favorite quick briefing with updated functionality and new ways to experience McKinsey’s latest thinking.

A vertical bar chart shows the expectation of time spent in the metaverse starting in five years, by generation cohort, which includes Gen Z, Millennials, Gen X, and baby boomers. Gen Z and Millennials expect to spend the most time in the metaverse, over 4 hours, which is more than twice the time that baby boomers expect to spend. A separate donut chart shows US consumer understanding of the metaverse.

Make way for the metaverse

The metaverse is morphing—and investments in the space are growing. Are you making the right moves?

Take a deep dive

Although the metaverse is still evolving, most early adopters can already define it, say McKinsey senior partner Jennifer Schmidt and coauthors—and many more consumers anticipate spending a lot of time there.

A vertical bar chart shows the expectation of time spent in the metaverse in five years by generation cohort, which includes Gen Z, Millennials, Gen X, and baby boomers. Gen Z and Millennials expect to spend the most time in the metaverse, over 4 hours, which is more than twice the time that baby boomers expect to spend. A separate donut chart shows the US consumer understanding of the metaverse.

Into the metaverse

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by "Five Fifty" <publishing@email.mckinsey.com> - 02:22 - 20 Dec 2022

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Where are the emerging opportunities in the space economy?

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

The expanding space economy

In the news

•

Space pioneers. In 2021, the space economy was valued at roughly $470 billion, according to the not-for-profit Space Foundation. The private sector generated a majority of that value, as technological advancements have lowered the barriers to space exploration. Several companies are at the forefront of the burgeoning space industry. One sustainable food company is growing cultivated steaks in space. Another company, an aerospace manufacturer, is 3-D printing rockets. [WEF]

•

New weather satellites. Europe has launched the first in a series of sophisticated new satellites aimed at predicting severe weather with enough time to warn and evacuate people. From their vantage point 36,000 kilometers above Earth, the satellites will beam down images of weather systems every two and a half minutes, allowing meteorologists to improve forecasting. The €4.3 billion satellite system is expected to generate 50 times more data than the current generation of satellites. [FT]

In 2021, private-sector funding in space-related companies topped $10 billion—an all-time high and about a tenfold increase over the past decade.

On McKinsey.com

•

Space innovations. The space economy could soon transform how people live and work. With technological advances in manufacturing, propulsion, and launch making it easier and less costly to venture into space, the potential for innovative space applications is immense, says McKinsey senior partner Ryan Brukardt. Pharmaceutical companies might establish a lab on a space station to study cell growth, or semiconductor companies could manufacture chips in space to determine whether the space environment improves the process..

•

At a tipping point. Space enthusiasts have long discussed the potential for business activity in orbit. But now, with lower costs and technological advances, the space economy may finally be at a tipping point. The costs for heavy launches in low-Earth orbit (LEO) have fallen from $65,000 per kilogram to $1,500 per kilogram. Technologies like computer-aided design and 3-D printing are also helping to reduce costs. Discover how the space economy could benefit life down on Earth, including some of the most important space applications.

Explore the space economy

— Edited by Belinda Yu, Editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 20 Dec 2022

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ตอบคำถามลุ้นรับบัตรกำนัล! - การประกวดคริสต์มาสสีเขียว

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1. ที่ ชไนเดอร์ เราตั้งเป้าที่จะบรรลุเป้าหมายความเป็นกลางทางคาร์บอนในการดำเนินงานภายในปี 2568 การปล่อยก๊าซเรือนกระจกสุทธิเป็นศูนย์ภายในปี 2030 ความเป็นกลางทางคาร์บอนทั้งระบบซัพพลายเชนภายในปี 2040 และการปล่อยก๊าซสุทธิเป็นศูนย์ทั้งระบบซัพพลายเชนภายในปี 2050

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by "Schneider Electric" <reply@se.com> - 10:01 - 19 Dec 2022

Planning for 2023: How US-based businesses can succeed when capital and talent are constrained

Harmony Internal - McKinsey

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

Turbulence ahead. Recessions usually end a business cycle. Some signs are indicating that 2023 could be a year of contraction—and as a result, leadership teams are keeping a close eye on corporate debt and interest rates. Against the threat of a downturn, McKinsey analysts have distilled some lessons based on the performance of 1,200 public companies in Europe and the US during the Great Recession (2007-11) and at the peak of the pandemic (2020-21). First up? Leading companies, when faced with an economic downturn, focus on improving margins—which, in turn, amplifies growth. For more on this, and three other relevant lessons on how to succeed in situations of constraint, read a new article from partner Zachary Silverman, senior partner Asutosh Padhi, and their coauthors.

A white path winding its way though a series of dense abstract obstacles. The path continues straight after it exits.

Planning for 2023: How US-based businesses can succeed when capital and talent are constrained

The Great Recession demonstrated the value of capital discipline. As interest rates are staying higher for longer, US-based leaders can put those lessons to work.

Put theory into practice

Quote of the day

“If people are afraid of failure or think that failure is a career-limiting move, then you’re in trouble. If you want to reward innovation, you have to be prepared to reward failure.”

—Jeremy Utley, codirector of executive education at the Stanford d.school, on failure and innovation in a recent Author Talks interview

Chart of the day

Chart detailing that investment is flooding into 14 transversal technologies

See today’s chart

ALSO NEW

— Edited by Stephanie d’Arc Taylor, editor, Southern California

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:07 - 19 Dec 2022

activpayroll announcement

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activpayroll continues expansion in Asia Pacific

We are delighted to announce that our plans for accelerated growth in Asia Pacific have taken a significant step forward with the acquisition of Malaysia-based payroll outsourcing and employee mobility specialist, Propay Partners.

We have delivered significant year-on-year growth, growing revenues over the last year by an impressive 27%, with the Asia Pacific business proving to be a significant part of that success. The acquisition of Propay helps us accelerate this growth and provides the ideal opportunity to support existing customers while building on our success in the region.

This is an exciting time for both companies, and we wanted to take the opportunity to share our news. Thanks to our long-standing partnership, with Propay, we have a strong collaborative working relationship with them which means we can ensure that our customers will continue to receive an uninterrupted high-quality level of service throughout the acquisition process and beyond.

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by "activpayroll" <pr@activpayroll.com> - 07:14 - 19 Dec 2022

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Short on time? We’ve collected excellent, expert advice on how to crush your APIM strategy in 2023 and thoughts on what the future holds for APIM. Here’s a round-up of what went down.

See you in the new year!

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A leader’s guide to practicing deliberate calm in times of transition

Harmony Internal - McKinsey

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

The end of one year and beginning of another is often a time of transition and renewal—a time for looking ahead, setting goals, and rethinking priorities. In a business environment that has thrown us no shortage of volatility, uncertainty, and unfamiliar obstacles to overcome, the time is ripe for reflecting on how we think, act, and lead. Whether you’re a new or seasoned executive, these perspectives can open the door to more effective ways of leading, especially in times of trial or change. Here’s to bright and fruitful days ahead.

AN IDEA

Image of a person emerging from a dark forest into the light

Practice deliberate calm and dual awareness

McKinsey expert Jacqueline Brassey , senior partner Aaron De Smet , and alumnus Michiel Kruyt say that pausing to understand the connection between self- and situational awareness can help us “learn, change, and adapt when it’s the most important and hardest.” Their new book, Deliberate Calm: How to Learn and Lead in a Volatile World, provides a tool kit to help leaders navigate these situations. While it’s easy to react impulsively or fall back on old methods to solve new problems, practicing dual awareness and deliberate calm can lead to adaptive behaviors and outcomes that are three times better, and a seven-and-a-half times improvement in well-being. The good news is there are many ways to build these skills in low-stakes settings, so you’re prepared when the pressure is high. “The phrase ‘corporate athlete’ sometimes comes up in our conversations,” Brassey says. “It’s the same as anybody who wants to train for a marathon or for some high-level sports. You don’t do that overnight. You practice.” Likewise, recovering like an athlete will replenish your resources.

A BIG NUMBER

43%

That’s the number of respondents who said their organizations provide employees with guidance and support through their role transitions, according to a 2021 survey by the Institute for Corporate Productivity. The survey also found that 64 percent of companies have recently or are currently undergoing culture changes, including shifting leadership positions. This Harvard Business Review article outlines actions leaders in transition can take to succeed in their new roles and prevent negative ripple effects on their teams, including disengagement and lower levels of performance.

A QUOTE

“Every leader in their lifetime goes through a crucible. I think leaders have to deal with their difficult times. That’s when you deal with your dark side. That’s when you find yourself and come face to face with the real you.”

That’s Harvard professor and former Medtronic CEO Bill George on leading successfully in a disruptive era. In this Author Talks interview with McKinsey, George discusses his book True North: Leading Authentically in Today’s Workplace, Emerging Leader Edition and the emotionally intelligent leadership that requires taking the time to develop self-awareness and discover what your true north is. “You have to have passion for the business, compassion for the people you’re serving, empathy for your employees, and most of all, you have to have courage,” he says. “If you think about those qualities … those are all matters of the heart.”

A SPOTLIGHT INTERVIEW

Understanding yourself is key to the thesis of Columbia professor Hitendra Wadhwa’s book, Inner Mastery, Outer Impact: How Your Five Core Energies Hold the Key to Success. In this Author Talks interview with McKinsey partner Tiffany Vogel , Wadhwa explains that inner success and outer success don’t have to be at odds with each other; when you approach them the right way and avoid self-defeating mindsets, a “beautiful point of confluence” emerges. “We play our best outer game when we learn to play our best inner game,” Wadhwa says. He advises: “Pay heed to your inner experience. What are the moments and practices and who are the people who make you feel most connected with the peace, joy, love, and wisdom that exist at the very core of your being? … Now, ask yourself, ‘How can I create this state on demand in the middle of my daily battlefield—even amid defeat or struggle ?’”

RESET AND RENEW

Digital illustration of a person picking flowers from a tree

The transition to CEO is one that leaders can’t fully prepare for, but it can be a catalyst for personal and institutional renewal. Despite averaging 24 years of work experience heading into the CEO role, a third to half of new CEOs are deemed to be failing within their first 18 months. In this McKinsey Quarterly article, McKinsey senior partners Carolyn Dewar , Scott Keller , Vikram Malhotra , and Kurt Strovink outline four keys to success during this transition, and executives from leading companies offer their individual perspectives on institutional focus, listening, first impressions, and big moves. And in another article, McKinsey’s global leaders of capabilities and industries, Homayoun Hatami and Liz Hilton Segel , identify six priorities that matter most to CEOs to help guide you into 2023.

Leading Off is taking a year-end break and will be back January 9, 2023. Stay tuned, and thanks for reading.

Lead calmly through change.

— Edited by Dana Sand, editor, Columbus

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:27 - 19 Dec 2022

โปรดติดตามการประกวดคริสต์มาสสีเขียว!

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ร่วมเล่นเกมส์ได้แล้ว!		ดูออนไลน์

ชไนเดอร์ อิเล็คทริค ขออวยพรให้คุณมีความสุขในวันคริสต์มาส

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ให้วันหยุดนี้พิเศษยิ่งขึ้น! ชไนเดอร์ อิเล็คทริค เชิญทุกท่านร่วมแข่งขัน Green Christmas เพียงตอบคำถามง่ายๆ ลุ้นรับบัตรกำนัล Shopee! ฟรี!

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by "Schneider Electric" <reply@se.com> - 11:02 - 18 Dec 2022

How is the US doing on providing economic opportunities? See our latest research.

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

Feeling downbeat on the US economy

In the news

•

When salaries trail inflation. US inflation surged to a four-decade high in June 2022. Americans’ wages are increasing, but not at the rate of inflation. In November, inflation increased slightly to 7.1%, while US compensation growth is typically consistent with a 4.5% inflation rate. US employers are awarding pay raises and doling out other benefits, but they generally don’t focus on the cost of living when determining pay. Besides changing jobs to earn more, workers can also negotiate for perks such as free meals or more time off. [CNBC]

•

Grinch-like gift giving. A new Associated Press-NORC Center for Public Affairs Research poll finds that more than half of Americans believe it’s more difficult to afford the gifts they want to give this holiday season. The December 2022 poll of 1,124 adults found that 57% are having a harder time paying for gifts for friends and families, compared with 40% in 2021. A majority are scaling back holiday gift giving as a result. Retailers are offering deeper discounts to lure shoppers, and over the Thanksgiving holiday slashed prices an average of 31% across all online products. [Fortune]

Americans are increasingly drawing down savings and running up credit card debt. Twenty-four percent of respondents saw a decrease in their debt payments or savings.

On McKinsey.com

•

High prices, low expectations. The job market may still be strong, but Americans’ view on access to economic opportunity is increasingly pessimistic, according to an Ipsos poll conducted on behalf of McKinsey. McKinsey’s scoring of the responses on US economic outlook—scaled from 0 to 200, from low to high perception of economic opportunity—showed a 14-point drop from 99 to 85 in overall economic sentiment, compared with a survey from six months ago, explain McKinsey senior partners André Dua and Kweilin Ellingrud and their coauthors.

•

Pessimism in prime earning years. Unlike results from previous surveys, the lack of optimism cut across all income levels, genders, and ages, with the sharpest declines among those aged 25 to 34. With high inflation pinching household budgets, more Americans also think that the US is doing a poor job of providing economic opportunity for all people, according to our survey of over 2,000 adults. See more striking findings, including where Americans are spending and saving, from McKinsey’s American Opportunity Survey.

Learn more

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:13 - 18 Dec 2022

The year's most popular articles from McKinsey Global Institute

McKinsey&Company

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Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

Top 10 | MGI

As 2022 draws to a close, we’re revisiting our most popular insights of the year. Today, we give you our best-read pieces from McKinsey Global Insitute, which focus on topics including the new era, Europe’s technology gap, the war in Ukraine, and more. At No. 1. is Human capital at work: The value of experience, by Anu Madgavkar, Bill Schaninger, Sven Smit, Jonathan Woetzel, Hamid Samandari, and Jeongmin Seong. Read on for our full top 10, and don’t miss McKinsey Publishing’s 2022 year in review for a month-by-month journey of some the year’s biggest inflection points.

1. Human capital at work: The value of experience

Human capital represents two-thirds of wealth for the average individual—and work experience contributes almost half of that value. Follow the knowledge

2. On the cusp of a new era?

Current economic and political turbulence could presage the start of a new era that is structurally very different with a new narrative of progress. Download the full discussion paper

3. Securing Europe’s competitiveness: Addressing its technology gap

Even amid war in Europe and the energy and cost of living crisis that has resulted, the region needs to pay attention to its slow-motion corporate and technology crisis. Understand regional trends

4. Tech and the unpredictability of prediction with Benedict Evans

One of the tech world’s sharpest analysts talks about the frontier and how we got here, connecting the metaverse, Web3, and crypto with everyone from industrialist Henry Ford to writer Voltaire to historian Hugh Trevor-Roper. Look ahead

5. Overcoming the fear factor in hiring tech talent

Providing the kind of experience and skill building that augments human capital can open up a much broader pool of candidates. Be confident

6. War in Ukraine, inflation, and cooperation in a fractured world with Jean Pisani-Ferry

An eminent European economist discusses the economic challenges arising from the war in Ukraine, the spreading economic turbulence, and the need to work together to nurture global public goods. Don’t be afraid

7. Sustainability revolution in textiles and the fashion industry with Edwin Keh

The leader of a cutting-edge institute talks about innovative new materials that “eat” carbon and may enable cotton growing without irrigation, as well as the potential for building the world’s shortest supply chain in two 40-foot containers. Get innovative

8. Talent, state, capacity, and being hopeful with Tyler Cowen

A prominent economist, author, podcaster, and talent investor discusses how to better match human talent to opportunities, de-bureaucratize philanthropy, achieve higher-quality governance, and identify fields of likely progress, and how to get it all done. Discover and innovate

9. Pandemic paradoxes, labor market myths, and ‘cowboy capitalism’ with David Autor

A leading US economist talks about what has changed in the pandemic, the rise of China, the globalization of trade, and spreading automation. Understand market trends

10. Measuring the value of the digital age with Avinash Collis

Born in India and now a professor in Texas, Avinash Collis talks about his work on creating a data dashboard that will enable us to measure the true value of the digital age. Innovate the process

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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 08:34 - 18 Dec 2022

The week in charts

The Week in Charts

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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 the titanium economy, a new era of progress, minimobility, the role of AI in business building, and the environmental impact of food loss.

FEATURED CHART

Get to know the titanium economy

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This week’s other select charts

Dawn of a new era?

Mini vehicles are gaining traction

Let’s talk about AI

Don’t just blame the beef

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:09 - 17 Dec 2022

How to be a better leader

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McKinsey Classics | December 2022

How to be a better leader

Some years ago, a McKinsey partner—Manish Chopra, now a senior partner—was finding it hard to focus on important (and not merely urgent) things, to make time for family and friends, and to control his obsession with fads, devices, and gimmicks. By chance, he stumbled on an ancient meditation technique that helped him develop productive, healthy habits. Much as focused physical activity revitalizes the body, meditation became a kind of mental aerobics that decluttered and detoxified his mind. At work, he learned to focus on ends, not just means. In his life as a whole, he thought more about how his actions would affect other people and about what’s right or fair, not just what served his own interests.

Today’s “always on” society and culture are undermining our capacity for love, work, and leadership. Meditation can be a way to escape the cycle of mind-numbing nonstop activity. To make 2023 more fulfilling, read our 2016 classic “Want to be a better leader? Observe more and react less.”

Happy New Year!

— Roger Draper, Editor, New York

Declutter your mind

Related Reading

Jacqueline Brassey, Aaron De Smet, and Michiel Kruyt, Deliberate Calm

“How wellbeing improves performance: An interview with Annastiina Hintsa”

Fiona Campbell, Arne Gast, Kris Morton, and Fleur Tonies, “(Extremely) out of office: Let nature boost your team’s creativity and performance”

Did You Miss Our Previous McKinsey Classics?

Digitizing the risk function

Read our 2017 classic “Digital risk: Transforming risk management for the 2020s,” which focuses on the banking industry but has many lessons for every kind of business.

Learn how to digitize risk

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by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:28 - 17 Dec 2022

Incorporating creativity in your daily life, the global balance sheet, digital currencies, and more essential reads for the weekend

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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS

Brought to you by Liz Hilton Segel & Homayoun Hatami
Global leaders, Industry & Capabilities Practices

The end of the year is upon us. As you relax and reflect on the past year, take a moment to catch up on the week’s big reads on creativity, digital currencies, the global balance sheet, and more.

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Andreas Bohn, Matt Higginson, and their coauthors explore how treasury managers can get ready for central bank digital currencies and stablecoins.

Account and report

Innovation should not be an event—it should be a practice, according to Stanford’s Jeremy Utley. In a recent Author Talks interview, he talks about how business people can incorporate creativity into their daily life.

Get more input

According to Jan Mischke, Eckart Windhagen, Olivia White, Jonathan Woetzel, Sven Smit, Michael Birshan, and their coauthors, the global balance sheet grew rapidly in the first two years of the pandemic, but in 2022, shrank relative to GDP for the first time in decades.

Monitor and manage

Our weekly briefing note on sustainable and inclusive growth explores the rise of electric vehicles, how Americans view the current economy, and more.

Get updated

QUOTE OF THE DAY

“As AI is fundamentally driven by data, we need to expedite and incentivize the methods of collecting and sharing data, safely and securely, across boundaries. This involves improving sensor technology and data collection methods, and finding easier ways to share data once it’s collected.”

—Michael Zeller, head of AI Strategy and Solutions at Temasek, on what can be done to accelerate AI in the transition to net zero in “How AI can assist in Asia’s net-zero transition”

chart of the day

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Ready to unwind?

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What just happened? McKinsey Publishing’s Year in Review

Join McKinsey Global Publishing on a month-by-month journey through some of the year's biggest inflection points, plus the insights to help you make sense of them.

Reflect

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2022: The year in images

Reflecting on the past year sheds light on pivotal moments and forges the path toward a resilient future.

Take a look back

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2022: The year in innovation

After two years of pushing beyond the traditional article and toward more engaging, accessible, and interactive forms of storytelling for some of our highest-priority insights, we offer this new year-end wrap-up of our adventures in innovative publishing.

Explore now

— Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:10 - 16 Dec 2022

Global balance sheet 2022: Enter volatility

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New from McKinsey Global Institute

Global balance sheet 2022: Enter volatility

Growth in the global balance sheet accelerated during the pandemic, but paused in 2022.

Monitor and manage

Related Reading

The rise and rise of the global balance sheet: How productively are we using our wealth?

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Explore The McKinsey Download Hub

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by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 02:24 - 16 Dec 2022

The year's most popular articles from the McKinsey Quarterly

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**Top 10 | McKinsey Quarterly 2022**

As 2022 draws to a close, we’re revisiting our most popular insights of the year. Today, we give you our best-read pieces from the McKinsey Quarterly, which focus on topics including talent, ESG, marketing in the metaverse, and more. At No. 1. is The Great Attrition is making hiring harder. Are you searching the right talent pools?, by Aaron De Smet, Bonnie Dowling, Bryan Hancock, and Bill Schaninger. Read on for our full top 10, and don’t miss McKinsey Publishing’s 2022 year in review for a month-by-month journey of some the year’s biggest inflection points.

1. 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

2. A military veteran knows why your employees are leaving

She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan. Understand the Great Resignation

3. Gone for now, or gone for good? How to play the new talent game and win back workers

Nearly half of the employees who voluntarily left the workforce during the pandemic aren’t coming back on their own. Employers must go and get them. Here’s how to start. Understand employee priorities

4. Does ESG really matter—and why?

Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is likely to become essential to maintaining their social license. Deliver meaningful impact

5. ‘Find the smartest technologist in the company and make them CEO’

In the first episode of the new The Quarterly Interview: Provocations to Ponder series, Silicon Valley’s Marc Andreessen tackles tech trends like artificial intelligence, crypto, and Web3—and why incumbents still have a tough time competing with digital start-ups. Join the conversation

6. Marketing in the metaverse: An opportunity for innovation and experimentation

Although widespread adoption of the metaverse may take some time, leading brands are already rewriting the rules of marketing. Understand digital strategies

7. Hybrid work: Making it fit with your diversity, equity, and inclusion strategy

New research details what empowered employees love about hybrid work models and the risks to diversity, equity, and inclusion if managers get the evolving flexible workplace wrong. Meet in the middle

8. ‘If you’re going to build something from scratch, this might be as good a time as in a decade’

In the second episode of our series The Quarterly Interview: Provocations to Ponder, venture capitalist Bill Gurley explains the promise and perils facing start-ups at a moment of economic uncertainty and reveals why hybrid work may be the most interesting technology of all. Be ambitious

9. Navigating inflation: A new playbook for CEOs

Few chief executives have faced the challenge of leading a company through an inflationary spike like today’s. Lessons from strong leaders and bold action can help CEOs make the decisions that only they can make. Navigate uncertainty

10. Meet the psychological needs of your people—all your people

Too many employers pay too little heed to the needs of the lower earners in their company. Here’s why—and how—they should shift gears. Recognize talent

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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 10:21 - 16 Dec 2022

Talent trends that companies should understand by now

The Shortlist

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OUR BEST IDEAS, QUICK AND CURATED | DECEMBER 16, 2022

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Global leaders, Industry & Capabilities Practices

This week, we look at ways that companies can address the continuing trend of employee attrition. Plus, an innovator whose career melds STEM and the humanities, and a Stanford business school professor on how to wield power (for the good). The Shortlist team wishes our readers happy holidays and a wonderful start to the new year.

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Every company strives to be resilient. At the center of organizational resilience is a workforce that can bounce back from challenges of all kinds. But first, employees have to be engaged in what they’re doing, feel valued by their boss and team, and be able to envision a future for themselves at their organization. Recent McKinsey research on European attrition rates shows that European workers, like their global peers, are thinking more about quitting their jobs. In fact, one in three may quit in the next three to six months, even in an uncertain European economic environment.

Warning signs. In addition to McKinsey’s continuing research into global Great Attrition trends , a recent survey of employed Gen Z respondents in the US reveals that this cohort—a crucial part of any organization’s future—is more likely to report that the pay they receive for their work does not allow them a good quality of life; they are also less likely than other generations to report feeling recognized and rewarded for their work.

Many companies remain on the back foot amid these employee trends, months and months in. What are some practical ways that employers can build a truly engaged and productive workforce? Of course, compensation and career advancement still matter . But McKinsey research shows that organizations can step back and bolster capabilities at four levels, including building self-sufficient teams that, when held accountable and given ownership of outcomes, feel empowered to carry out strategic plans and stay close to customers.

Investing in the future. Organizations can also find and promote adaptable leaders who take the time to coach team members through changes the organization is facing. Building these capabilities requires an investment in talent and culture: companies that focus on resilient operations, teams, and developing leaders are more likely to attract the kind of top talent who will have a greater chance of success and, in turn, be more likely to perpetuate a cycle of resilience.

And speaking of talent: There’s a lot of talk about the difference between employees who are “quiet quitting” (disengaged employees performing the bare minimum of work required) versus those who are setting appropriate boundaries. With the year-end review season wrapping up, a recent episode of the McKinsey Talks Talent podcast featured McKinsey talent experts Bryan Hancock and Bill Schaninger on how managers can give honest feedback in a moment when employee engagement is down.

Off the charts

Global banking annual review: The roller-coaster ride continues

Banks rebounded from the pandemic with strong revenue growth in 2022. Profitability reached a 14-year high, with expected return on equity between 11.5 and 12.5 percent. However, as this year’s Global Banking Annual Review shows, the context has changed dramatically. Now, a series of interrelated shocks—some geopolitical and others lingering economic and social effects of the pandemic—are exacerbating fragilities. While almost all segments of banking have seen improvements, more than half the world’s banks continue to have a return on equity that is below the cost of equity. For the second half of 2022, McKinsey analysis suggests that margin increases delivered returns above the cost of equity for just 35 percent of banks globally. The 2022 report takes a closer look at the roller-coaster ride that banks have experienced over the past months, the growing divergence among banks with different profiles in different countries, and the factors that make the best performers stand out.

Chart of banking profitability in the 21st century

Check out our chart of the day here.

PODCAST

Where is the nexus of science and humanity? Ask Jayshree Seth

Jayshree Seth, an accomplished engineer and innovator, is the first chief science advocate at 3M. In this episode of the McKinsey Global Institute’s Forward Thinking podcast, she speaks with partner Michael Chui about the need to make science more relatable for people around the world. Each year, 3M commissions a global survey to unearth public perceptions about the role of science in people’s lives. “Science is a very human endeavor and does have a strong humanities context,” says Seth. “We just don’t talk about it.” Her team also created a docuseries called Not the Science Type, which highlights the journey of four women scientists and their paths “to shatter the stereotypes of who enters and who persists and who excels in STEM.”

More on McKinsey.com

The state of AI in 2022—and a half decade in review | The fifth consecutive year of global research on AI’s role in business shows that a set of companies seeing the highest financial returns from AI continue to pull ahead of competitors, making larger investments in AI, scaling faster AI development, and faring better in the tight market for AI talent.

Economic conditions outlook | According to the latest McKinsey Global Survey, geopolitical conflicts and inflation remain top of mind for respondents, while concerns about energy volatility predominate in Europe. And nine out of ten respondents report experiencing rising costs in the previous six months.

Australian consumers and inflation | Significant price increases, mortgage rate rises, and energy price spikes have made life in Australia challenging for many. We look at how consumers’ state of mind may affect consumer-facing businesses.

INTERVIEW

Three questions for

Jeffrey Pfeffer

In a recent edition of Author Talks, Stanford Graduate School of Business professor Jeffrey Pfeffer discusses his new book, 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career, and offers advice for how to gain power through resources, reputation, and relationships. An edited version of the conversation follows.

What is power, and what are its main sources?

I would define power as the ability to get things done your way in contested situations. Different people will have different perspectives, information, and points of view. Almost every decision is going to be somewhat contested, so power is the ability to get your way in these situations.

There are a number of sources of power. One obvious source is control over resources. Do you have budget control? Do you control real-estate assets? Do you control a physical plant? Another source of power is social relationships: the networks that you have built and that you already have. Management leadership is often defined as getting things done through other people. One source of power, therefore, is how many people you know. How many people are in your sphere of influence, so to speak?

A third very important source of power that I think people sometimes underestimate is how you show up. Are you able to act and speak with power? If you’re perceived as a powerful, effective, efficacious leader, that becomes a self-fulfilling prophecy—good people want to work with you, invest with you, and buy from your company. That becomes an important source of power as well.

How can power be used for good?

Don’t confuse the fact that power is sometimes used for evil with power actually being evil. The people who most need to understand power and build their power skills are people who come from backgrounds or have characteristics that would normally put them at a disadvantage.

There is still, unfortunately, discrimination against women. There’s discrimination against people of color. People from lower socioeconomic classes usually start at some disadvantage, and those are the people who most need the power skills because they’re not starting from the 50-yard line, if we’re using a football metaphor. They have to overcome the most obstacles to achieve career success.

Melvin Lerner, the social psychologist, years ago wrote about the just-world hypothesis, in which people feel a sense of control by believing that the world is just and fair. Unfortunately, the world is not just and fair. Don’t opt out of the game before you’ve even started playing—don’t place yourself at a disadvantage.

What advice do you have for rule breaking?

Breaking rules has many advantages. The first advantage of breaking the rules is that it catches people by surprise. We’re trained from the time we’re little to conform. It’s what schools mostly teach you to do, so when you break the rules, it catches people by surprise. How does David beat Goliath? By breaking the rules. Goliath shows up with armor and swords. David figures that if he puts on all this armor, he won’t be able to move, let alone win the battle, so he fights by using a slingshot.

If you want to disrupt an industry, you disrupt the industry by making your own rules. If we talk about social change, the late Congressman John Lewis talked about making good trouble. If you’re going to accomplish social change, if you’re going to accomplish profound change of any kind in any organization, you’re going to need to break the rules.

— Edited by Barbara Tierney, senior editor, New York

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BACKTALK

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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:17 - 16 Dec 2022

What role will women play in the metaverse?

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

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Metaverse mavens

In the news

•

Metaverse evangelists. After several large companies sought out and hired chief metaverse officers over the past few months, many of them—representing businesses from a home furnishings retailer to a talent and sports agency—have spent much of their time learning about and refining strategies for how to approach the metaverse industry, which remains fragmented. So far, that’s resulted in plenty of experimentation as the necessary technologies, such as VR headsets, continue to improve. [Axios]

•

The metaverse office. Employees enjoy gathering in person with work friends, but they also don’t want to give up remote work. Metaverse enthusiasts imagine a virtual workplace that combines the best of both worlds: being in the company of colleagues without having to commute into the office. Some hope that these technologies will help promote workplace diversity and inclusion, namely by allowing people such as caregivers the opportunity to “show up” in the same way as those working from a physical location. [Fortune]

We found an already discernible gender gap in the metaverse: only 17% of venture capital dollars go to women-led and women-co-led companies.

On McKinsey.com

•

Ladies first. To understand gender dynamics in the early-stage metaverse, McKinsey conducted a metaverse consumer survey in Western Europe and Northern Asia. Women are spending more time in the metaverse than men: 35% of women spent more than three hours a week in the metaverse compared to 29% of men, finds research by McKinsey senior partner Lareina Yee and her coauthor. Women are also more likely than men to engage in hybrid scenarios that bridge the physical and digital worlds—such as gaming and live events.

•

Leadership gap. According to McKinsey data, women are likelier to lead and implement multiple metaverse initiatives in their organizations. But despite time spent by women spearheading metaverse initiatives and exploring the protometaverse, 90% of leadership roles in organizations shaping metaverse standards are held by men. Women are also less likely to receive venture funding for their metaverse projects compared to men. Metaverse pioneers have a critical opportunity to shape a more inclusive future for the industry. Learn how women interact in the metaverse economy.

See our research on the metaverse

— Edited by Alexandra Mondalek, editor, New York

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 16 Dec 2022

Archives

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4. ﻿Tech and the unpredictability of prediction with Benedict Evans

5. Overcoming the fear factor in hiring tech talent﻿

6. War in Ukraine, inflation, and cooperation in a fractured world with Jean Pisani-Ferry﻿

7. ﻿Sustainability revolution in textiles and the fashion industry with Edwin Keh

8. Talent, state, capacity, and being hopeful with Tyler Cowen﻿

9. ﻿Pandemic paradoxes, labor market myths, and ‘cowboy capitalism’ with David Autor

10. Measuring the value of the digital age with Avinash Collis﻿

Innovation should not be an event—it should be a practice, according to Stanford’s Jeremy Utley. In a recent Author Talks interview, he talks about how business people can incorporate creativity into their daily life.﻿

﻿According to Jan Mischke, Eckart Windhagen, Olivia White, Jonathan Woetzel, Sven Smit, Michael Birshan, and their coauthors, the global balance sheet grew rapidly in the first two years of the pandemic, but in 2022, shrank relative to GDP for the first time in decades.﻿

﻿Our weekly briefing note on sustainable and inclusive growth explores the rise of electric vehicles, how Americans view the current economy, and more.﻿

4. Does ESG really matter—and why?

5. ‘Find the smartest technologist in the company and make them CEO’

6. Marketing in the metaverse: An opportunity for innovation and experimentation

7. Hybrid work: Making it fit with your diversity, equity, and inclusion strategy

8. ‘If you’re going to build something from scratch, this might be as good a time as in a decade’

9. Navigating inflation: A new playbook for CEOs

10. Meet the psychological needs of your people—all your people

What is power, and what are its main sources?

How can power be used for good?

What advice do you have for rule breaking?

4. Tech and the unpredictability of prediction with Benedict Evans

5. Overcoming the fear factor in hiring tech talent

6. War in Ukraine, inflation, and cooperation in a fractured world with Jean Pisani-Ferry

7. Sustainability revolution in textiles and the fashion industry with Edwin Keh

8. Talent, state, capacity, and being hopeful with Tyler Cowen

9. Pandemic paradoxes, labor market myths, and ‘cowboy capitalism’ with David Autor

10. Measuring the value of the digital age with Avinash Collis

Innovation should not be an event—it should be a practice, according to Stanford’s Jeremy Utley. In a recent Author Talks interview, he talks about how business people can incorporate creativity into their daily life.

According to Jan Mischke, Eckart Windhagen, Olivia White, Jonathan Woetzel, Sven Smit, Michael Birshan, and their coauthors, the global balance sheet grew rapidly in the first two years of the pandemic, but in 2022, shrank relative to GDP for the first time in decades.

Our weekly briefing note on sustainable and inclusive growth explores the rise of electric vehicles, how Americans view the current economy, and more.