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• Blasting off into the space economy

  Harmony Internal - McKinsey

  Discover what's ahead ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Space has always been fascinating to humans, for its austere beauty—and because, for most of us, it has remained totally unattainable. That’s changing. Thanks to lower costs, technological advances, and increased private sector funding, the space economy is more bustling than ever. The number of space-related startups funded annually more than doubled between 2010 and 2018, and companies across industries are exploring opportunities that once seemed too expensive and difficult to bother with. In a new article, McKinsey senior partner Ryan Brukardt explains what’s on—and beyond—the horizon for organizations in the space economy. 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   Quote of the day “The conversations we just had in that field lasted about 45 minutes, but they would have taken over 30 hours of meetings [in the office]. I had no idea that the team was not aligned on so many things. That was super powerful.” —One CEO of a US manufacturer, after a team wilderness retreat in upstate New York, in “(Extremely) out of office: Let nature boost your team’s creativity and performance” Chart of the day See today’s chart   ALSO NEW What is net zero? What is decarbonization? What would a net-zero transition involve? The answers to these questions—and others—are available in our new McKinsey Explainers series. Early access to the full series is available exclusively on our Insights app. Invest in the climate  The State of Fashion 2023: Holding onto growth as global clouds gather In 2023, the global fashion industry will need to weather inflation while finding opportunities in shifting consumer patterns, channel and digital marketing strategies, and manufacturing approaches. Get on trend   New York City workforce: Challenges and opportunities for growth Historically a talent magnet, the New York City region faces a shrinking workforce and a growing mismatch between jobs and skillsets. But interventions could help rebuild its labor force and boost inclusiveness. View the interactive  — Edited by Stephanie d’Arc Taylor, editor, Southern California Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:09 - 30 Nov 2022

• Operational excellence takes the spotlight. Here’s why.

  Re:think

  Sharpen your operations edge ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FRESH TAKES ON BIG IDEAS ON OPERATIONS The immediate need for operational excellence David Hamilton If your business has survived—or even thrived—during three years of historic challenges, you might think that you’re set for whatever comes next. But how can you be sure? Consistently high-performing organizations know that skill matters, in the form of operational excellence. And there are three reasons that this concept, rooted in the foundational principles of lean management, is more important than ever. First, despite recent headlines, attrition remains high, as a new generation seeks more purposeful work. Second, labor productivity has stagnated worldwide even as labor costs rise in many markets. And third, depending on data source, two-thirds of executives are dissatisfied with the return on their investments in technology. So there’s never been a better time to get really good at what your enterprise does—all across your operations. Operational excellence, as we define it, includes a demonstrated commitment to strategy and purpose, to behaviors aligned to drive that purpose, and to support from tech-enabled operating, management, and organizational systems. Those who truly understand operational excellence think about it as a commitment to action. It’s not a function—it’s a way of working. A way of investing in people. A way of delivering more value to customers. It’s important enough to be among the top priorities of CEOs. Over the past ten years, we have been developing the Operational Excellence Index, an assessment of operational maturity. It provides benchmarks for organizations to establish baselines and measure improvements over time. We assess performance against four measures: How well is an individual’s work connected to the organization’s overall purpose, strategy, and vision? How well are teams set up to deliver on those aspirations? How well is the institution set up to build the skills of its individuals? And last, are employees continuously improving in their jobs? “Those who truly understand operational excellence think about it as a commitment to action. It’s not a function—it’s a way of working. A way of investing in people. A way of delivering more value to customers.” Operational excellence is only as good as your ability to apply it. So it will look slightly different in a mine than in a call center. But the behaviors you would expect from great leaders and their ability to connect with their teams don’t change all that much. In our work with many organizations over the past decade, we see four paths they have taken: • Accelerators are top performers in their industry; they use operational excellence as a foundation to reach their potential. • Sustainers focus on preserving their strong operational excellence foundation, with incremental improvement. • The Distracted began implementing the principles of operational excellence but have since become sidetracked by competing priorities. • The Reluctant have yet to embark on an operational excellence journey and therefore have never established a meaningful level of maturity. If I were a CEO, I’d begin by assessing where my organization’s starting point is on the operational excellence journey. Second, I wouldn’t take anything for granted—there’s a chance that the ways of working in the organization are different now from how they were years ago, so maybe the second invitation for CEOs is to really understand how things have evolved from the starting point. The third opportunity is to think about this whole set of actions as an overarching mindset that outlasts the tenure of any CEO. It’s one of the very few things that a departing CEO can give to an organization—to be able to say, “I’m going to leave my successor in a better place in terms of how the place is run, the maturity of the processes within it, and the development of our colleagues and our people.” And that’s a pretty cool legacy. ABOUT THIS AUTHOR David Hamilton is a partner in McKinsey’s Detroit office.  MORE FROM THIS AUTHOR Insurance resilience in a rapidly changing coronavirus world In times of uncertainty, carriers can pursue resilience through a staged approach to stabilizing, reimagining, and transforming operations. More  Five themes from InsureTech Connect 2019 This year’s InsureTech Connect conference confirmed several themes that insurance carriers are and should be thinking about as they build both near- and long-term strategies. More  Up next Sandra Sancier-Sultan on business reinvention Disruptions are coming at industries, fast and furious. To meet these challenges, companies have to step away from incrementalism to think bigger and go bolder.  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:32 - 30 Nov 2022

• Diversity, anyone?

  

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  In with the inclusivity    You work really hard to stay open for business. But what about being more open to diversity, inclusion, and equity?  We’ve got you covered. We’ve teamed up with Arsenal and England star Bukayo Saka to help create more opportunities for everyone, regardless of background.  So, if increasing productivity, attracting more customers, and improving brand perception—while strengthening core values—sounds good to you… Get in here Want to learn more about our partnership with Bukayo? Check it out         Privacy Policy | Support | Invite a Friend | Get Inspired This email was sent to you by Fiverr International Ltd. You are receiving this email because you signed up for Fiverr. If you wish to unsubscribe from all future emails, please click here Fiverr International Ltd. | 38 Greene St. | New York, NY 10013, USA

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  by "Fiverr" <no-reply@announce.fiverr.com> - 08:05 - 30 Nov 2022

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 04:01 - 30 Nov 2022

• If employees shrug, how can managers still inspire?

  On Point

  The upside of delivering tough feedback ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Quiet resignation In the news • Twilight of the ‘try hards’? So-called quiet quitting, or when employees do the bare minimum to get by, may be increasing in sectors that have previously had the most engaged workers, such as finance. A recent study of more than 9,000 employees found that fewer workers across industries report hard striving compared with last year. One of the biggest drops was among finance and insurance sector workers: 8% fewer say they are willing to give it their all at work this year compared with last. [Bloomberg] • Let’s get loud. Employers can make sure employees stay engaged in three ways, all of which hinge on clarity and communication. First, make clear what core job responsibilities actually are and what falls into the category of “above and beyond.” Second, determine what motivates each employee—for example, higher pay or more flexibility—and take steps to address these needs. Third, help employees go the extra mile in ways that dovetail with their interests and talents so that they can feel more satisfied while they’re performing additional labor. [HBR] “Every manager needs to have conversations that help put on the table some of the social and emotional issues going on in the workplace and be able to coach somebody through them.” On McKinsey.com • New term, old problem. Senior partner Bill Schaninger and partner Bryan Hancock have seen versions of quiet quitting, social loafing, or skating by on the performance of stronger team members in the work landscape for decades. What’s different today, they say, is that “a perfect storm” of the COVID-19 pandemic, working from home, and bosses not checking in as much has contributed to pervasive disengagement, exhaustion, and loneliness. Employers who want to minimize quitting, quiet quitting, and other expressions of malaise need to take action. • Ties that bind. Energizing workers to strive for top performance takes active management. Managers must understand each employee’s issues and appreciate the need to make human connections. Purpose is motivating—and McKinsey research shows this is even more true for younger workers. Managers should not shy away from giving honest feedback. Though they may fear that constructive criticism could lead to quitting, McKinsey research finds that avoiding tough feedback is demotivating for strong performers. See how leaders can better engage employees. Inspire intensity — Edited by Katy McLaughlin, senior editor, Southern California Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 10:16 - 29 Nov 2022

• How the defense industry could lead the climate charge

  Harmony Internal - McKinsey

  Read the interview ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Former Netherlands defense chief Thomas Middendorp, the so-called ‘climate general’, admits that the relationship between climate change and national security might not be immediately obvious. But look a little closer, and the signs are there: the Taliban taking advantage of social tensions in Afghanistan triggered by water shortages; poor farmers and fishermen driven by famine to piracy in Somalia. Defense players, he says in conversation with McKinsey partner Axel Esqué, need to be prepared to adapt to rapidly changing circumstances. But it’s not just about responding to threats. Middendorp also sees the transition toward green technologies as an opportunity for the defense industry to lead with innovation—and set an example for the world. The link between climate and national security Former Netherlands chief of defense Tom Middendorp, the “climate general,” discusses efforts to decarbonize defense forces and the security risks that could be heightened by climate change. Read the interview   Quote of the day “It is very easy to feel like you have to work really hard.... and sacrifice the balance in your life, whether that relates to family, exercise, or involvement in the community. These things really, really matter…. If you have the right balance in your life, you can deal with pretty much anything that comes your way.” —Alison Watkins, speaking to McKinsey partner Joseph Tesvic, in “In the boardroom with Alison Watkins: CEOs, boards, and leading through crisis” Chart of the day See today’s chart   ALSO NEW The Committed Innovator: What has made Israel an innovation hub? Two leaders within the world’s third-largest start-up ecosystem discuss how the tiny Middle Eastern country grows and supports a culture of innovation. Listen to the episode   Managing financed emissions: How banks can support the net-zero transition Banks finance carbon-emitting businesses, and they finance decarbonization of the economy, as well. How effectively they address financed emissions can make all the difference. Align the portfolio   Batteries included: Building and operating sustainable gigafactories As the demand for electric vehicles grows, so does the demand for the batteries to power them. Meeting that demand will require more gigafactories to be built at speed and scale. Pay attention to talent   — Edited by Stephanie d’Arc Taylor, editor, Southern California Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 06:38 - 29 Nov 2022

• Ready to kick some API butt in 2023?

  Ready to kick some API butt in 2023?

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  Tyk’s Holiday APIM Extravaganza   On Wednesday, 7th December, business leaders, architects, product leaders, developers, and a plethora of tech personnel from across the globe will gather for Tyk’s holiday APIM Extravaganza - will you join us?    In a fresh, fast-moving format, our event will be full of quick-fire tips and expert advice from Tyklings, our beloved customers and some headlining heavy hitters - API evangelist extraordinaire Kin Lane, Tyk CEO and founder Martin Buhr, and Developer evangelist at Twilio, Nathaniel Okenwa. You can check out the full lineup and agenda and grab your free ticket here.    Here are five reasons why you should attend this epic event… Learn the lessons and takeaways from a year of uncertainty for developers Find out what the future holds for APIM Discover innovative ways Tyk customers are using APIs Listen to expert advice to crush your APIM strategy in 2023 See the best/ugliest holiday sweaters money can buy  This is your chance to learn straight from our expert panel and get inspired with practical advice you can put into motion immediately. Save your spot today!    Book your tickets now. Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences Tyk, 828 Ralph McGill Blvd NE, Atlanta, Georgia GA 30306, USA, +1 (404) 4511123 Tyk, High Street Centre, 1 North Bridge Road, #08-08, Singapore, 179094, +65 681 32083 Manage your subscriptions here

  

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  by "Jason Miller" <jason.miller@tyk.io> - 08:36 - 29 Nov 2022

• App feels wrong? Learn how to get it right

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  by "New Relic" <emeamarketing@newrelic.com> - 06:36 - 29 Nov 2022

• After 30 years of relative calm, is the world at the start of a new era?

  On Point

  Five domains of the next era ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices On the cusp of a new era In the news • Economic discontent. For generations, economic volatility has been linked with societal instability. Now, the rising costs of daily life are contributing to “febrile political dynamics,” with destabilizing effects on countries across the globe, according to the World Economic Forum’s Chief Economists Outlook, a survey of leading economists from the public and private sectors. Ongoing effects of the COVID-19 pandemic and the war in Ukraine mean that real wages are declining fast. As stated in a recent index, 101 out of 198 countries saw an increased risk of civil unrest. [WEF] • Protests in Europe. In 19 European countries, inflation has hit a historic high. In response, people across the region are protesting in the streets, raising their voices to demand higher pay to help households deal with the swiftly rising costs of energy and food. Since September 2021, governments have earmarked more than $566 billion for energy relief. Still, recent strikes and demonstrations reflect widespread dismay over the soaring costs of living and could potentially lead to political disorder. [AP] If we are indeed in the early throes of a seismic shift—as the evidence appears to suggest—leaders must both prepare for the possibility of a new era and position themselves to shape it. On McKinsey.com • A potential new era. After three decades of relative calm, today’s unnerving events have largely come as surprises: a global pandemic, energy scarcity, rapid inflation, and rising geopolitical tensions. Similar to how the aftermath of World War II, the oil crisis of the early 1970s, and the breakup of the Soviet Union each ushered in a new epoch, could the world now be on the cusp of a new era? A new McKinsey Global Institute paper by senior partners Chris Bradley, Sven Smit, and Jonathan Woetzel and partner Jeongmin Seong suggests a framework to imagine the potential new era. • Five domains. To begin to build a map for the new era, the McKinsey Global Institute examined five domains that could help determine how the future unfolds. For example, in just one of the domains, demographic forces, a young world will transition into an aging, urban one; the age of communicable diseases may give way to an age of noncommunicable diseases; and inequality within countries may increasingly challenge the social fabric. See five domains of the world’s next era. Learn more about the new era —Edited by Grace Ivey, 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 © 2022 | 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> - 12:39 - 29 Nov 2022

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  by "Jignesh Pardeshi" <official@uffizio.in> - 10:00 - 28 Nov 2022

• Lessons in innovation from PepsiCo’s chief designer

  Harmony Internal - McKinsey

  Think big ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Stephanie d’Arc Taylor   Editor, Southern California If a teenage Mauro Porcini could see himself now. Having grown up in a tiny house on the outskirts of Milan, sharing one bedroom with his brother and parents, by his mid-twenties he had founded a company with a titan of the Italian music industry. Now he’s the head of design at PepsiCo. If there’s one thing his journey has taught him, it’s that people should be at the heart of design—and business. “We need to focus on the needs, wants, and dreams of people in everything we do in our business, instead of thinking about financial goals, market share, and technology as a competitive advantage,” Porcini says in a new Author Talks interview. In his new book, The Human Side of Innovation: The Power of People in Love with People, Porcini traces his story, and explains how mentorship, sustainability, and design thinking are necessary ingredients for future innovation. Author Talks: PepsiCo’s Mauro Porcini talks meaningful design and mentorship PepsiCo chief design officer Mauro Porcini explains how designers and nondesigners alike can push the boundaries of innovation every time they create. Think big   Quote of the day “We have three decades to completely rebuild this entire global economy that we spent the last 300 years creating. That’s going to require an extraordinary amount of investment capital—estimates range from $100 trillion to $150 trillion.” —Bruce Usher, investor and Columbia Business School professor, in a new Author Talks promoting his book, Investing in the Era of Climate Change Chart of the day See today’s chart   ALSO NEW Five big technology transformation ideas for oil and gas CEOs Only 30 percent of oil and gas companies have successfully scaled digital manufacturing. But a few digital transformation ideas can help oil and gas CEOs achieve real impact on production KPIs. Learn more   What is exascale computing? Exascale is the next milestone in computing. It’s a higher level of computer performance that will have unprecedented impact on society and the economy. Advance now   Getting visual performance management right: Measure twice, cut once The third post in the visual performance management series assesses custom-built versus off-the-shelf tools. Learn more   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 © 2022 | 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 - 28 Nov 2022

• What AI can do for human health

  Harmony Internal - McKinsey

  A new edition of The Next Normal ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested The Next Normal | What AI can do for human health The future of biotech: AI-driven drug discovery Today, many diseases don’t have a cure. One reason is that drug discovery is difficult: finding and developing an effective medicine is a yearslong and very expensive process. But maybe it doesn’t have to be. Experts say AI—if properly integrated into scientists’ research—could revolutionize drug discovery, making it possible for more patients to get the treatments they need. Harness the power of AI 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 The Next Normal newsletter list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:14 - 28 Nov 2022

• Journey to net-zero with us

  Schneider Electric

  Sign up for the Innovation Talk   ดูออนไลน์     Fast-track your path to net-zero with Electricity 4.0   Don't miss your chance to attend the Innovation Talk “Electricity 4.0: The Fastest Route to Net-Zero”, hosted tomorrow at 2:00 PM CET. Register now to join industry experts as they explore: The role of energy management in fighting climate change Solutions that power the new electric world The fastest and most cost-effective way to net-zero If you have any questions, feel free to contact us at innovation-experience@se.com.   Register now   Learn more       When?   Tuesday, November 29 at 2:00 PM CET     Where?   Live stream on LinkedIn       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:02 - 28 Nov 2022

• Webinar | Sangoma Integration with Char PMS Link

  Webinar | Sangoma Integration with Char PMS Link

  Discover how PBXact & FreePBX integrate to the most popular PMS systems

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  Register to this Webinar

  [ Sangoma Webinar | Register Now ] [[https://register.gotowebinar.com/register/1734842858922556430]]   Did you know that Sangoma integrates with the most popular Property Management Systems in the market?   Discover how to take advantage of the UC and collaboration functionalities that Sangoma provides with its flexible PBXact and FreePB platforms, thanks to the compatibility with the PMS systems used in the biggest hotel chains. In addition, you will learn about new trends in hospitality to save costs when migrating hotel telephony infrastructure to IP.   Register Now Register Now [[https://register.gotowebinar.com/register/1734842858922556430]] When: 2 PM IST, November 30th 2022 Hosts: Gurbir Gill - Director of Sales Engineer (International)   Join this webinar and learn about the tools PBXact and FreePBX systems have to offer for efficient communications in hotel management!

  Questions, comments, or needing a quote? Call us at +1 231.239.8999   Sangoma Technologies 100 Renfrew Drive, Suite 100 Markham ON L3R 9R6 CANADA

  

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  by "The Sangoma OSS Team" <webannounce@sangoma.com> - 03:16 - 28 Nov 2022

• What motivates employees to stay? A leader’s guide

  Harmony Internal - McKinsey

  Playing for keeps ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Rama Ramaswami   Senior Editor, New York As chronic labor shortages and high attrition hit organizations around the world, both private- and public-sector leaders are looking for imaginative ways to keep the talent they have. Popular solutions include extra pay and perks, personalized benefits, flexible work arrangements, and inviting office spaces. But sometimes, you may need to look beyond the obvious to prevent talent from leaving. Here are some inventive strategies that organizations have adopted—and that may inspire you to create your own. AN IDEA Place culture at the core Can a high-performing organization have a soul? Rishad Premji, executive chairman of India-based IT services provider Wipro, answers that question in this discussion with McKinsey partner Anuj Kadyan. “To me, culture represents the soul of the organization,” says Premji. That conviction underlies his initiative to make Wipro more “empathetic, vulnerable, collaborative, and decent.” Premji’s cultural-transformation program, launched after he took the helm in 2019, is centered on the development of five simple core habits among Wipro employees—being respectful, being responsive, communicating, demonstrating stewardship, and building trust—that together improve performance. “These habits provide a very strong foundation for what is necessary to build a high-performing organization,” says Premji. “We want to institutionalize this in our thinking, so many of our people processes are incorporating it, including our appraisal process and salary increase process.” A BIG NUMBER 47% That’s the percentage of companies in a McKinsey survey that are not experiencing greater turnover—at a time when attrition is increasing on a global scale. What’s their secret to retaining talent? According to research by McKinsey’s Neel Gandhi and others, it may lie in their ability to balance “hygiene” factors, which are basic employment features such as compensation and working conditions, with “motivators”: elements that influence employees to stay, such as concern for their well-being and development, rewards and recognition, and strong relationships with coworkers and managers.  A QUOTE “We have more important things to worry about.” That’s managers responding to a McKinsey survey question on what prevents their companies from matching top talent to their most important business priorities. Respondents cite the same reason for their companies’ reluctance to provide more skills-based training. In our survey of 21 talent best practices, company leaders come off as the biggest impediments to adopting better ways of working: for example, 52 percent of non-CEO respondents believe that their company leadership doesn’t value the use of “clear structures, roles, and responsibilities to streamline work.” Considering the positive effects of talent management on business outcomes, as shown in research by McKinsey’s Dana Maor, Bill Schaninger, and others, leaders may want to consider making talent the most important thing to worry about. A SPOTLIGHT INTERVIEW ‘Talent requires development,’ says economist and author Tyler Cowen in this Forward Thinking podcast hosted by McKinsey partner Michael Chui. “If all you end up with is what you start out with, you’re not going to be good, really, at anything.” One aspect of developing talent may involve creating higher aspirations in people who may not normally think of themselves as successful. “I don’t think we think carefully or explicitly enough of how [we can] bend upwards everyone’s what I call ‘aspiration curve’ so they can strive for higher and better things,” Cowen says. One way that organizations can encourage progress on that curve is to support employees in taking on new roles, which can offer better learning opportunities or a more significant share of skills and responsibilities than their previous job did. McKinsey research shows that 40 to 50 percent of role moves involve pay increases and that workers making these moves manage to boost their earnings by 30 to 45 percent on average each time. STAR TURN Be prepared to work extra hard to keep your best people. “It’s remarkable how much of a productivity kicker an organization gets from top talent,” says McKinsey senior partner Scott Keller in this article on the relationship between talent quality and business performance. “In highly complex occupations ... high performers are an astounding 800 percent more productive.” But don’t take these superstars for granted, warns the author of this Harvard Business Review article on retaining high-potential talent. “If you rely on these people for outstanding organizational performance, you must treat them as valued, unique individuals,” he says. “Never dismiss their ideas, never allow their progress to be blocked, and never miss the chance to shower them with praise when they succeed.” Lead with talent. 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 © 2022 | 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> - 01:09 - 28 Nov 2022

• A venture capitalist explains why this may be a great time to launch a start-up

  On Point

  The promise and perils facing start-ups ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Alexandra Mondalek   Editor, New York Start from scratch In the news • Talent trading. As some of Silicon Valley’s most well-known tech companies have laid off tech talent as a resiliency measure, some start-ups are swooping in to offer engineers and project managers—many of whom they wouldn’t have been able to hire otherwise—a parachute. This is particularly true for late-stage companies with products on the market that already generate revenue rather than companies that are more reliant on venture funding, which has slowed. [Reuters] • Party foul. In venture funding, “party round” was first known as a pejorative phrase. It meant a start-up was raising small amounts of capital from many investors, none of which would be motivated by a big enough stake to step in and help if the start-up began to sputter. That definition changed to something bragworthy as the venture capital world—and valuations—exploded in the past decade. Now start-ups are faced with the gloomy reality that an economic slump (along with declines in capital) may be settling in. [NYT] “The truth is that if you’re going to build something from scratch, this might be as good a time as you’ve had in a decade.” On McKinsey.com • Tailwinds despite headwinds. “There have been plenty of great companies started in the troughs to suggest that there’s no reason to stop investing,” says VC Bill Gurley. Even with all the macroeconomic factors contributing to a tense global climate, some favorable conditions—such as a newly far-reaching talent pool and access to cheaper real estate—mean that a start-up can still build a strong foundation today, according to Gurley. • Lessons from a downturn. One thing that makes this potential downturn different is that there have been “a lot of companies with huge amounts of revenue, some with massive losses,” explains Gurley. The “venture community needs to get its head around the new reality as fast as possible,” he says in conversation with McKinsey Quarterly editorial director Rick Tetzeli. Learn how one of Silicon Valley’s most respected VCs thinks about company course corrections, the path to public listings, and more. Get his take 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 © 2022 | 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> - 12:29 - 28 Nov 2022

• [One week away!] Best of MAX for Business Webinar

  Adobe

  Interact directly with our Adobe experts!

  Best of MAX Business Webinar Wednesday, 7 December, 2022 Sydney 3.00pm | Singapore 12.00pm | India 9.30am Register now Create with speed & precision. Collaborate seamlessly. From new social media platforms to standing out through creative ideas, creativity is a vital skill for everyone. The latest version of Adobe Creative Cloud has innovative features that creators will love. Rich and deep tools with more precision and superpowers. Or breakthrough AI-powered tools for those who want to create as quickly and easily as possible. Adobe Creative Cloud offers something for everyone, at all skill levels, working across all forms of media. This webinar brings you the key highlights from Adobe MAX 2022 through a business lens: Turbo-powered by Adobe Sensei, we will demonstrate the top 10 new releases, that will transform your creative work. Interact in real time – directly with our Adobe experts and in the live Q&A session. Takeaway tips on how to navigate the 200+ MAX on-demand sessions to power creativity and design in your business. Register now Speakers   Michael Stoddart Director Strategic Business Development Adobe   Mike McHugh Senior Manager, Solution Consulting Adobe   Guru Vaidya Manager, Solution Consulting Adobe   Rosie Sue Solution Consultant Adobe   Sarah Tilleke Retail & Travel Executive Adobe   Chris Hansen Senior Solution Consultant Adobe   Jason Grant Senior Solution Consultant Adobe   Creativity for all.     Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:05 - 27 Nov 2022

• It’s the final countdown! Your last chance to save 40% 🚀

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  by "WooCommerce" <noreply@woocommerce.com> - 09:01 - 27 Nov 2022

• The week in charts

  The Week in Charts

  Sustainable shopping, cost increases, 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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested 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 sustainable shopping, cost increases, and Malaysia’s opportunity to meet its climate targets. FEATURED CHART What’s in your cart? See more This week’s other select charts Cost concerns  Look to the trees 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 © 2022 | 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> - 03:40 - 26 Nov 2022

• A calming practice for holiday stress and an ode to quitting the ventures that no longer serve you

  Readers & Leaders

  Take a breath ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND The table isn’t set, the potatoes are burning, and guests are arriving—early. The holiday season is rife with moments of stress, so three current and former McKinsey experts are sharing the practices they use to remain calm through crisis. In this edition of Readers & Leaders, check out the newly released book Deliberate Calm, a guide to navigating an increasingly complex world from Jacqueline Brassey, Aaron De Smet, and Michiel Kruyt. Earlier this month, The Titanium Economy became a national bestseller, former poker pro and bestselling strategist Annie Duke dispelled the myth that “winners never quit,” and much more. Catch the rest of this month’s conversations from Author Talks and new reads from NPD BookScan, prepared exclusively for McKinsey. Itching for more? Visit McKinsey on Books for the latest, and to get Readers & Leaders in your inbox monthly, click here to subscribe. IT BEARS REPEATING “In order to play the game of poker or play the game of life well, you have to quit in some situations, particularly those situations where other people might not. Poker players find it very hard to quit games when they’re losing. You have to be willing to do that so you can get yourself in a better position later. People don’t want to quit projects for the same reason. You, as leadership, have to remind them that it’s one long game.” —Annie Duke, decision-making strategist, former professional poker player, and bestselling author of Quit: The Power of Knowing When to Walk Away (Penguin Random House, September 2022), in a recent edition of Author Talks. OUT NEXT WEEK When crisis hits, having a practice of self-awareness and emotional regulation will empower you to face down challenges proactively, not reactively. Combining cognitive science, consciousness exercises, and 50-plus total years of boardroom experience, McKinsey senior knowledge expert Jacqueline Brassey, senior partner Aaron De Smet, and former partner Michiel Kruyt offer Deliberate Calm: How to Learn and Lead in a Volatile World. In a recent edition of Author Talks, the authors explain how anyone can confront external uncertainty by first connecting with the inner self. “Occasionally—for example, if you step off of a curb and a bus is coming at you—you will benefit from just jumping without thinking, but those situations are rare. Most of the time, the crises we are facing benefit from you saying, ‘Let me take a deep breath, let me think, let me pause, let me take stock.’ This is where dual awareness comes in. I take stock of the situation and of myself, and I link those two.” –Aaron De Smet, McKinsey senior partner, in a recent edition of Author Talks. Preorder Deliberate Calm: How to Learn and Lead in a Volatile World (Harper Collins, November 29, 2022).  IN CASE YOU MISSED IT Tech policy scholar Orly Lobel sees a path toward equity, leveraged by technology: “It’s only when we have skin in the game and a constructive stance on envisioning the best possible future that we can get a brighter future and an equality machine.” Watch the full interview. Organizational consultant Dr. Tina Opie breaks down the obstacles standing in the way of workplace equity: “I think being ‘color-blind’ is well-intentioned, but it’s a misinformed approach because it prevents us from ever being able to actually unpack what is happening, why racioethnicity matters, and why it has been devalued in the workplace in the past.” Watch the full interview. PepsiCo chief design officer Mauro Porcini shares how to bring more meaning to design: “The starting point, the cultural level in every company, needs to be the needs and wants of human beings and, therefore, the needs of our planet, our society, and of everything else that [matters to us] as human beings.” Watch the full interview. Columbia Business School professor Bruce Usher has sustainable tips for the conscious investor: “We have three decades to completely rebuild this entire global economy that we spent the last 300 years creating. That’s going to require an extraordinary amount of investment capital.” Watch the full interview. COMING UP Michelin-star restaurateur Will Guidara urges business leaders to reprioritize hospitality: “I believe we’re becoming a hospitality economy, especially after the couple years that we’ve just had. . . . Making good products is no longer enough and serving them efficiently is no longer enough. It’s how people are made to feel that’s starting to matter most of all.” Watch the full interview next week. BUSINESS BESTSELLERS TOP 8 Skipped out on Black Friday shopping this year? This month’s business bestsellers, prepared exclusively for McKinsey by NPD BookScan, are great gifts for the readers in your life—and not just because they’re easy to wrap. Explore the full lists on McKinsey on Books. BUSINESS OVERALL Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) DECISION MAKING Quit: The Power of Knowing When to Walk Away by Annie Duke (Penguin Group USA) ECONOMICS MegaThreats: Ten Dangerous Trends That Imperil Our Future, and How to Survive Them by Nouriel Roubini (Hachette Book Group) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE The Brain-Friendly Workplace: Why Talented People Quit and How to Get Them to Stay by Friederike Fabritius (Rowman & Littlefield Publishing) DIVERSITY & INCLUSION Caste: The Origins of Our Discontents by Isabel Wilkerson (Random House) SUSTAINABILITY Beloved Economies: Transforming How We Work by Jess Rimington and Joanna L. Cea (Macmillan) BOOKMARK THIS Deliberate Calm McKinsey’s new #DeliberateCalmBook offers a unique approach to learning and leading with awareness and intentional choice, even amid the most challenging circumstances. Preorder your copy now  The Titanium Economy McKinsey’s new #TitaniumEconomyBook explores industrial tech and reveals this underappreciated and undervalued sector for what it really is: a reliable source of high-paying domestic jobs and soaring stock prices. Order your copy now  The McKinsey Download Hub Download McKinsey’s signature reports and special collections on the management issues that matter. Get smart   If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@McKinsey.com. Given the high volume of requests, we will respond only to those being considered. —Edited by Molly Liebergall, an editor in McKinsey’s New York office 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 Readers & Leaders newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 11:58 - 26 Nov 2022