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• Tire Management - White label GPS tracking software

  Tire Management - White label GPS tracking software

  Start your profitable GPS tracking business.

  White Label Tire Management Software 500,000+ units | 65+ countries | 50,000+ happy customers  Healthy tires, improved performance, & reduced engine-drag Download E-book Help your fleet owners identify and address problems before they happen with industry-leading Tire management software Take complete charge of your tires Reduce your tires costs with a TMS Regular maintenance, timely pressure checks, rotation, & retreading could improve tire health and save you from gigantic replacement expenses. Avoid accidents & drive safe You can’t get behind the wheel without knowing the exact pressure in your fleet’s tires. Low tire pressure can cause overheating, & lead to a blowout. On the other hand, over-inflation can reduce traction and cause skidding. Spend less on fuel & build better fuel efficiency Tires can lose up to 1 pound/square inch (PSI) of air a month. Under-inflated tires are especially common in regions with freezing temperatures. This could be taking a toll on your fuel economy, radically increasing your fuel costs. Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.com> - 11:15 - 7 Dec 2022

• Life insurers face persistent challenges. What major forces are at play in the industry?

  On Point

  Four forces shaping life insurance ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Reimagining life insurance In the news • More uninsured women. The percentage of women in the US without a life-insurance policy has gone up for the sixth year in a row, according to a 2022 survey that garnered more than 8,500 responses. US women are likelier than US men to forgo life-insurance coverage, with 46% saying they own life insurance compared with 53% of men. Despite the gap in coverage, only around one-third of uninsured women say they intend to buy life insurance in the coming year. The cost of coverage is a top reason women remain uninsured, according to the survey. [InsuranceNewsNet] • Billions to beneficiaries. More Americans are seeking life-insurance coverage as the COVID-19 pandemic lingers. In 2021, application activity for individual life insurance increased at a rate of 3.4% compared with 2020, which itself was a year of record-breaking growth. US life insurers paid more than $100 billion to beneficiaries in 2021, an 11% increase in payments compared with the previous year. Looking ahead, industry leaders are grappling with a series of questions over how to evolve applications and pricing. [CNBC] In the past two decades, economies grew faster than insurance premiums, indicating insurers haven’t been growing at the same rate as the economies in which they operate. On McKinsey.com • Four forces in life insurance. The past decade has brought with it instability in the life-insurance and retirement industry. Four forces are likely to shape the industry’s future, McKinsey senior partner Vivek Agrawal and coauthors explain. Gaps in governments’ funding of health and retirement programs may create growth opportunities for insurers, nominal interest rates will likely remain high as central banks aim to tamp down inflation, the role of technology is growing as consumers expect better service, and a new middle class is emerging in Asia. • Structural shifts. New sources of capital are disrupting the life-insurance sector. Consider the rise of private-capital-backed platforms, which alternative asset managers typically own. These platforms are gaining relevance, in part, because they can generate fairly predictable fees while reducing the fundraising burden. In the US, private-capital-backed platforms account for almost $292 billion in general account reserves, McKinsey analysis finds. See how life insurers are reevaluating traditional business models. Understand life-insurance trends — Edited by Alexandra Mondalek, editor, New York 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> - 10:15 - 7 Dec 2022

• After founding Grubhub, Mike Evans is still hungry

  Harmony Internal - McKinsey

  Make the product ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 A lot of people might feel that taking a startup from idea stage to IPO is a success story. But not Mike Evans, the founder of food delivery behemoth Grubhub. “For me,” Evans says in a new Author Talks interview, “the success was the fact that it was a constant learning process.” It’s taken him years to arrive at that conclusion, a journey on which he freely admits he made some mistakes. To read Evans muse on the times he’s been a “jerk,” the role personal relationships play at work, and what he learned from a cross-country bike tour, check out the interview here. And for more on the rapid growth of the food delivery sector, check out this episode of the McKinsey on Start-ups podcast with McKinsey partners Vishwa Chandra and Victoria Lord. Author Talks: After founding Grubhub, Mike Evans is still hungry Grubhub cofounder Mike Evans shares how he started one of the largest food delivery companies in the world and advises budding entrepreneurs on finding success. Make the product   Quote of the day “The way I like to say it, ‘It’s time for STEAM cleaning.’ You have to shatter the stereotypes. You have to provide exposure and encouragement. You have to tell the whole story about science.” —Jayshree Seth, the chief science advocate of 3M, discussing the role of girls and women in the sciences, in a recent Forward Thinking podcast from the McKinsey Global Institute Chart of the day See today’s chart   ALSO NEW Building digital platforms to enable advanced air mobility Advanced air mobility could revolutionize passenger transportation, and the digital platforms that support it must be equally innovative. Choose where to play   African banking: The productivity opportunity African banks can increase their productivity to enhance competitiveness, build resilience, and deliver new value to customers—even in the face of a tightening global business environment. Accelerate the technology   Addressing the revolving door in risk As the field of risk management evolves, the value proposition for employees has to evolve as well. Create more interest   — 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> - 06:30 - 7 Dec 2022

• It all begins in 5 minutes' time! Join the fun LIVE!

  It all begins in 5 minutes' time! Join the fun LIVE!

  The Holiday APIM Extravaganza kicks off shortly

  Behold! The world's first ever Holiday APIM Extravaganza!   We're bringing you Martin Buhr, Postman's Kin Lane, Twilio's Nathaniel Okenwa, Women in API's Claire Barrett - and more.... all around one virtual fireplace.    Come join us live by the fire in 10 minutes' time 1000 PT, 1300 ET, 1800 GMT  YouTube livestream link    And don't forget: Snap your ugly Xmas sweater for a chance to win a Tyk one!    There's a limited edition Tyk holiday sweater and a $250 Amazon gift card up for grabs. All you need to do is snap your favourite holiday sweater, post it to your social media network of choice, tag us with the hashtag #APIMExtravaganza - and you will enter the draw! Winners will be announced at the end of the show.  Psst. Why are you still reading this email? It’s time to join us LIVE! 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> - 12:58 - 7 Dec 2022

• US employers are struggling to find the right candidates. Could skills-based hiring help?

  On Point

  Two strategic actions to advance skills-based hiring ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Shifting to skills-based hiring In the news • Degrees optional. In the US, job postings that require candidates to have earned a bachelor’s or higher degree fell to 41% in November 2022, from 46% before the COVID-19 pandemic, according to a research institute focused on the future of work. That confirms anecdotal evidence that fewer employers—some of which include the world’s biggest companies—require workers to have a college education to be hired. With 10.7 million job openings versus 5.8 million unemployed Americans in September 2022, employers face intense competition for workers. [WSJ] • The paper ceiling. While more employers might desire to hire candidates based on skill, bias in some AI-powered hiring software could prevent certain job seekers, such as those without college degrees, from being referred to hiring managers. Such software algorithms may rely on coded language in job descriptions and unintentionally exclude candidates who may not list certain skills or key words on their résumés. Roughly two-thirds of US workers don’t hold college degrees and face a lack of access to better-paying jobs, known as the “paper ceiling.” [Marketplace] Sourcing, validating skills, and scaling skills-based practices across an organization are three of the most common challenges employers face when implementing a skills-based approach to hiring. On McKinsey.com • Seeking skills. A tight labor market, a challenge that has intensified since the COVID-19 pandemic began, has pushed employers to look beyond college degrees and job titles for qualified candidates. More employers are embracing skills-based hiring practices, finds research by McKinsey and the Rework America Alliance. Employers who focus on skills help communities by creating more and better job opportunities for a diverse, broader pool of workers, say McKinsey senior partner Jonathan Law, partner Bryan Hancock, and their coauthors. • Overcoming barriers. While the benefits of hiring based on skills rather than institutional credentials has already proven a worthwhile strategy for employers, many have found it challenging to implement skills-based practices throughout the talent journey. Companies can support employees after they have accepted an offer by designing custom onboarding programs to meet new hires where they are and providing on-the-job training, which may help boost retention. See two strategic actions that employers can take to implement skills-based hiring successfully. Accelerate skills-based hiring — Edited by Alexandra Mondalek, editor, New York 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

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:31 - 7 Dec 2022

• How to make a CTO role count

  Harmony Internal - McKinsey

  Create a recipe for success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Lasting change, or idea of the day? Many consumer-packaged-goods and retail companies are adding a chief transformation officer to their C-suite–but just what should this critical role entail? Ill-defined responsibilities and a narrow scope can stall out the change your CTO is charged with, or limit the potential of a company looking for holistic growth. No one wants to come up with “yet another change program” every two years, write senior partners Kevin Carmody, Kristi Weaver, partners AD Bhatia, Jim Scott, and their coauthors. There’s no one-size-fits-all, either; while most successful CTOs share a certain skills toolkit, the kind of CTO you require will be determined by your company’s unique needs. Don’t miss a new McKinsey Quarterly article that incorporates insights from nearly 40 current and former CTOs and transformation leaders across CPG and retail companies on the pitfalls they faced, where they were supported and where they weren’t, and how to get the key details right for equipping a new CTO. Meet the newest member of the consumer C-suite: The chief transformation officer More consumer companies are turning to chief transformation officers, but the role is often ill-defined. Here’s how organizations can empower this crucial position to drive holistic change. Create a recipe for success   Quote of the day “Toward the end of the decade, about half of the new vehicles sold in the US … will likely be powered by an electric motor and battery.” —Russell Hensley, co-leader of the McKinsey Center for Future Mobility in the Americas, on a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW What is blockchain? Blockchain is a secure database shared across a network of participants, where up-to-date information is available to all participants at the same time. Understand the concept   Destination zero: An action plan for shipping CEOs The transition to zero carbon can be a value-generating opportunity for shipping companies—if they are proactive and purposeful, rather than reactive and defensive. Make it sustainable   Nature in the balance: What companies can do to restore natural capital Specific corporate actions, many with a positive return on investment, could help reverse the trend of the depletion of natural capital. Prepare for the future   — Edited by Sarah Skinner, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 06:34 - 6 Dec 2022

• Forward Thinking on the meeting point of science and humanity with Jayshree Seth

  Harmony Internal - McKinsey

  Increase diversity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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  New from McKinsey Global Institute Forward Thinking on the meeting point of science and humanity with Jayshree Seth Persuaded by her parents to study science and engineering, Jayshree Seth retained her humanities mindset while becoming the first chief science advocate at the 3M company. Increase diversity Explore this and future episodes of the McKinsey Global Institute’s Forward Thinking podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, Stitcher, Amazon Music, or Spotify. Related Reading Deliberate Calm: How to Learn and Lead in a Volatile World  Talent, state capacity, and being hopeful with Tyler Cowen  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 04:10 - 6 Dec 2022

• Get Ready for 2023: Our Top API Insights and Predictions

  SmartBear

  Join us for a special webinar teaser of API trends in 2023!

  VIEW IN BROWSER 2023 API Predictions: Shift-Left and Standardize for Success Join us on December 13th to learn about API predictions for 2023 and the recent product innovations at SmartBear! Register Now   Hi Abul, Join us next week for an insightful and interactive webinar, 2023 API Predictions: Shift-Left and Standardize for Success. As 2022 draws to a close and we prepare for a new year, SmartBear’s API team is planning a discussion around how software development trends have played out this year and what we can expect moving forward. Between economic headwinds, shifts in team structure and responsibilities, and the growing importance of API governance, there’s no shortage of interesting topics to dive into.   Hope to see you there! P.S. If you can’t make it, register anyway and we’ll send you a recording.   Andrew Marotta Growth Marketing Manager, SmartBear andrew.marotta@smartbear.com

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

  

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  by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 10:45 - 6 Dec 2022

• Last call for the Holiday APIM event of the year! 

  Last call for the Holiday APIM event of the year! 

  Tyk’s APIM Extravaganza is tomorrow! Grab your ticket. 

  There's just 24 hours to go until the world's first ever Holiday APIM Extravaganza!   I'll be there talking about how to kick API butt in 2023, along with Postman's Kin Lane, Twilio's Nathaniel Okenwa, and Claire Barrett of Women in APIs. Will you?   Grab your free ticket and join us by the virtual fireplace.    Martin Buhr Founder & CEO, Tyk Snap your ugly sweater for a chance to win!   We have a limited edition Tyk holiday sweater and an Amazon gift card up for grabs. It's super easy to win. All you need to do is snap your favourite holiday sweater, post it to your social media network of choice, tag us with the hashtag #APIMExtravaganza - and you will enter the draw! Get ready: the agenda overfloweth!   Here's the full cornucopia of API experts you'll be learning from on Wednesday 7 December. Think your take on APIM is better? Join in on our interactive Hot Tyks session - the spiciest take wins a bottle of Tyk hot sauce!  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 "Martin Buhr" <martin.buhr@tyk.io> - 06:51 - 6 Dec 2022

• Power Packed December with Sangoma

  Power Packed December with Sangoma

  Offers, Promotions, notable news, and more!

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  [ Sangoma Newsletter ] [[https://www.sangoma.com/?utm_source=sangoma&utm_medium=email&utm_campaign=apac_nl_dec_12_2022]]

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 04:31 - 6 Dec 2022

• White Label Fuel Monitoring Software

  White Label Fuel Monitoring Software

  Start your profitable GPS tracking business.

  White Label Fuel Monitoring Software 500,000+ units | 50,000+ happy customers | 65+ countries Support capacitive, Ultrasonic & OBD fuel sensor Download E-Book This is the best fuel management a service distributor / integrator can provide to their fleet owners. Use Cases Tanker Trucks Tankers are often used to transport fuel. 53% of tanker truck overseers have reported the theft of fuel during transit. Such thefts can affect your business’s bottom line and dip your profits. To avoid this, use a fuel monitoring solution for petrol and diesel transfer. Diesel Generator Monitor the consumption of diesel in your DG set. You can track run hours, refills, and battery voltage. Also receive notifications for generator overheating, low fuel levels, or a sudden decrease in fuel levels. Ships and Barges Get accurate fuel sensor data, even when your ship is at a distant sea. Experience zero data gaps. Monitor multiple tanks at the same time and get notifications for fuel theft. Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.com> - 01:00 - 6 Dec 2022

• US manufacturing has a labor shortage problem. How are companies addressing it?

  On Point

  Lessons from “Titanium Economy” companies  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Help wanted in manufacturing In the news • Skilled-worker shortage. Although shipping bottlenecks are starting to ease and raw material prices are coming down, a lack of skilled workers is an ongoing challenge for US companies’ supply chains. The skilled-labor shortage in manufacturing is keeping some of the country’s biggest companies from producing their goods. The undersupply of laborers was a problem before the COVID-19 pandemic but now requires an even more diligent solution—one focused on increasing training and education and developing a policy for responsible immigration. [Bloomberg] • Job report. The US job market is still running hot. In November, the US economy added more than 260,000 jobs, and the unemployment rate remained low, at 3.7%, according to government data. Employers competing for talent are offering higher wages, which policy makers worry could keep inflation high. Last month, 14,000 jobs were added in factories and 20,000 jobs in construction, although manufacturing activity in the US decreased for the first time since May 2020, according to a new survey. [NPR] In the past ten years, 2.4 million industrial jobs went unfilled in the US, costing the economy $2.5 trillion, according to McKinsey estimates. On McKinsey.com • Inquire within. Media attention in past decades has often focused on the decline of US manufacturing. However, within manufacturing, there is a bright spot that is often overlooked. Industrial technology, called the “Titanium Economy,” has the potential to create opportunities for millions of people. But despite the high pay offered, there are millions of job vacancies in the field, explain McKinsey senior partners Asutosh Padhi and Inga Maurer and their coauthors. Unfilled jobs were a primary reason that seven in ten companies fell behind in scheduled production. • Solving the labor shortage. Hidden within some of the most successful companies in the Titanium Economy are lessons on how to address the labor shortage in manufacturing. One fluid-handling company has created partnerships with trade schools and community colleges. A waste management company offers workers the chance to train for higher-paying jobs, which has helped it attract a younger workforce. Learn more about the US manufacturing labor shortage and what companies are doing to tackle it. Explore the Titanium Economy — Edited by Alexandra Mondalek, editor, New York 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> - 12:45 - 6 Dec 2022

• Hitting the mark: Why markdowns matter more than ever

  Harmony Internal - McKinsey

  Take a closer look ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The holiday season is upon us, and US retailers are dealing with continued challenges including inflation and growing fears of recession. This year, spending growth has slowed and there’s more stock than demand. How can retailers prepare for the coming year as they navigate high inventory levels and declining profitability? In a new article, senior partners Becca Coggins, Emily Reasor, and their coauthors suggest that smart markdown strategies are critical in order to get ahead of the competition. See what it takes to deliver value to customers amid uncertain times and why it is time to invest in markdown capabilities. Hitting the mark: Why markdowns matter more than ever Many US retailers are reducing prices to clear excess inventory. Smart markdown strategies will make a huge difference to their bottom lines. Take a closer look Quote of the day “Hospitality is about relationships. Being intentional in pursuit of those relationships is everything.” —Will Guidara, Michelin-starred restaurateur, in a new Author Talks interview Chart of the day See today’s chart ALSO NEW How to transform your shipping company After a few boom years, the global shipping industry faces a potential downcycle—but increased digitization can help companies prepare for volatility. Invest in transformation  Author Talks: Rules of power from Jeffrey Pfeffer to help you get your way Stanford professor Jeffrey Pfeffer shares advice for gaining power through resources, reputation, and relationships. Be effective   Getting digital transformation right in resource-heavy industries Eight core principles can help companies in the energy, oil and gas, basic materials, and utilities sectors achieve successful digital transformations. Set the direction   — Editied by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 06:19 - 5 Dec 2022

• A leader’s guide to effective conflict management

  Harmony Internal - McKinsey

  Peace talks ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Not all conflict is bad. Good conflict can lead to positive outcomes, often pushing us to be our best selves, to understand others better, and to find more innovative or creative solutions to problems. But while healthy conflict can cause useful friction and drive us toward improvement, negative conflict can quickly have the opposite effect: the fallout can include a toxic workplace culture, diminished engagement, and higher rates of burnout and attrition. This week, let’s explore ways to bolster your conflict management skills so that both you and your team can come out of tough situations unscathed. AN IDEA Nip toxic culture in the bud According to recent McKinsey Health Institute research led by senior partner Martin Dewhurst and others, a quarter of survey respondents globally report experiencing toxic behavior at work—the biggest predictor of burnout and attrition. And Tessa West, author of Jerks at Work: Toxic Coworkers and What to Do about Them, has discovered firsthand that sometimes those who don’t feel they’re part of the problem also don’t offer to be part of the solution due to fear of retribution or not knowing how to navigate conversations about conflict productively. “We end up with this vicious cycle of toxic behaviors, engaged in by few but put up with by many,” she says in this interview with McKinsey’s Jacqueline Brassey. “And now we’re at the point where people are just tired of it.” But pushing the problem away only lets people grow more disengaged and resentful. Proactively having conversations and targeting specific behaviors improve your chances of successful conflict resolution. “Bosses tend to feel they have the resources to put out little fires but not big ones,” West says. “Have the conversations early and often; you’ll feel like you have much more agency, and your locus of control will go up.” A BIG NUMBER 4 That’s the average number of hours per week that managers spend dealing with conflict, according to Conflict at work, a new research report by The Myers-Briggs Company. Diving deeper, the report shows that the number of people experiencing conflict often or all the time has increased by 7 percent since the same study was conducted in 2008. Yet, 25 percent of people believe that their managers don’t handle conflict well, allowing the friction felt in the workplace to snowball. A QUOTE “Most of the time, people trapped in conflict don’t know the understory. They get so focused on false flags like the Crock-Pot or the Legos that they get stuck. High conflict is like a trance in this way. It’s hard to look away.” That’s journalist and author Amanda Ripley on navigating the root of a conflict versus what it appears to be about on the surface. In her book High Conflict: Why We Get Trapped and How We Get Out, Ripley characterizes high conflict as self-perpetuating and all-consuming with an “us versus them” charge. She offers some tactical ways to climb your way out of conflict, starting with active listening. “Once we feel understood, we see options we couldn’t see before,” she says. “We feel some ownership over the search for solutions. Then, even if we don’t get our way, we are more accepting of the result because we helped build it.” (You can check out more of our reading recommendations here.) A SPOTLIGHT INTERVIEW Negative dynamics with colleagues can deplete your energy and induce stress. In this Author Talks interview with McKinsey, Harvard Business Review contributing editor Amy Gallo discusses how to get value out of difficult relationships at work, turning enemies into allies. She identifies eight common work enemy archetypes, ranging from pessimists to insecure bosses. The tactics to create more positive relationships with these coworkers remain largely the same, but Gallo says how or when you use them may change depending on the archetype. A lot of the tactics are “often about setting norms,” she says. “They’re often about nudging people in the right direction or modeling the behavior you want to see.” Gallo emphasizes that it’s all about incremental improvements: “Some of these experiments will fail miserably. But some of them will teach you valuable things about how to improve that relationship. You’re collecting lessons along the way.” LOOK INWARD As people move up the ranks at work, they become more likely to focus on their own needs and goals, becoming less sensitive to problematic behaviors spreading throughout their teams. In this McKinsey Quarterly article, Stanford University professor Robert Sutton describes how leaders can fight workplace dysfunction by building an organization with “a culture of small decencies” where offenders don’t thrive. “For most of us, coming to grips with when we act like jerks, or encourage others to do so, requires overcoming some mighty potent predilections,” he says. Work to understand perceptions, beware of contagious behaviors, and consider how what you do today may affect how you feel about yourself tomorrow. Lead confidently through conflict. — Edited by Dana Sand, editor, Columbus 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> - 02:53 - 5 Dec 2022

• Is the world deglobalizing? New McKinsey analysis finds a more nuanced reality.

  On Point

  Three areas to shape global flows ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Ties that bind In the news • Globalization goes on. Politicians, investors, and pundits have been ringing the death knell for globalization for decades, including after the global financial crisis in 2008 and more recently after the onset of the COVID-19 pandemic. While the world may be grappling with a geopolitical recession and some of the world’s largest economies have turned inward, globalization isn’t ending, says one political scientist. In fact, cross-border investments and global trade in goods are growing, while trade in digital services and intangibles is also increasing. [Foreign Affairs] • Sustainable value chains. In light of the worldwide climate crisis, Latin American executives are considering how to reconfigure global value chains so that they are more sustainable. In many cases, this may involve helping small and medium-size businesses—which represent nearly all of the companies in Latin America and create 60% of its productive jobs—realize their own sustainability goals by reducing emissions. Some CEOs in the region already report progress with decarbonizing value chains through the use of new green technologies. [WEF] Every region has been importing 25% or more, in value-added terms, of at least one important type of resource or manufactured good that it needs, and often much more. On McKinsey.com • Interconnected. Ongoing geopolitical tensions and the COVID-19 pandemic have prompted speculation that the world is already deglobalizing. But new research from the McKinsey Global Institute finds that the world remains deeply interconnected, as most global flows continued to grow (or even accelerated) in 2020 and 2021, explain McKinsey senior partners Sven Smit, Olivia White, and Jonathan Woetzel and their coauthors. Growth in global flows is now being driven by intangibles, services, and talent, with data flows growing at nearly 50% each year from 2010 to 2019. • Managing risk. Some hot spots around the world provide almost all the supply for certain products. China, for example, exports more than 60% of the most concentrated products in electronics and textiles, and the majority of concentrated medical and pharmaceutical products come from Europe. Diversifying the sources of origins for some products could help economies and companies manage the potential risks from concentration, although this may involve substantial investment and time and potentially higher operating costs. See three areas that multinational corporations can consider to shape future global flows in favor of growth and prosperity. Three areas for global growth — Edited by Alexandra Mondalek, editor, New York 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> - 11:17 - 4 Dec 2022

• [Last chance to register] Best of MAX for Business Webinar

  Adobe

  Precision, ease and speed. Collaborative Creativity

  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> - 09:06 - 4 Dec 2022

• The week in charts

  The Week in Charts

  Health issues affecting Americans, the auto insurance market, 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 health issues affecting Americans, the automotive insurance market, consumer trust in products and services that rely on AI, plant-based alternatives to meat, and Gen Z’s mental health concerns. FEATURED CHART Assessing US health See more This week’s other select charts Shifting gears in auto insurance  In AI we trust   Why consumers are vegging out  Gen Z has health concerns 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> - 03:09 - 3 Dec 2022

• Six priorities for CEOs in turbulent times

  Harmony Internal - McKinsey

  Plus, how to square resilience with net-zero promises ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 To learn and lead through volatility, order Deliberate Calm Monthly Highlights, December 2022 Managing complex organizations is much harder today than it was just a few years ago, write Homayoun Hatami, McKinsey global leader of capabilities practices, and Liz Hilton Segel, McKinsey global leader of industry practices. How can CEOs decide what needs to be done now and what can wait? Our featured stories this month outline six priorities that feature prominently on worldwide CEO agendas, as well as five core actions to help CEOs meet dual imperatives—resilience and net zero—at the heart of a new sustainability strategy. Other highlights in this month’s issue include the following topics: • a framework to help companies prioritize actions and collaborations that can contribute to sustainable, inclusive growth • a view of the flows driving global integration and an assessment of interdependency and concentration risks • why companies will need to begin building many more businesses than they have thus far to meet their revenue expectations in the years ahead • how a skill-based approach can help US employers expand talent pools and retain great workers Editor’s choice What matters most? Six priorities for CEOs in turbulent times With economic troubles mounting, it’s a time to tighten belts and put on hard hats. But don’t forget the jet pack, to accelerate into the next phase of growth. Take courage  A devilish duality: How CEOs can square resilience with net-zero promises Amid turbulence on the path to net zero, leaders will have to be much nimbler to balance resilience with an energy future that is secure, affordable, and clean. Five actions can help. 5 core actions THIS MONTH’s HIGHLIGHTS Toward a sustainable, inclusive, growing future: The role of business To make the world as sustainable and inclusive as we hope, a certain kind of economic growth will be necessary—and companies will play a vital role in generating it. Prioritize what’s to come Global flows: The ties that bind in an interconnected world Economic and political turbulence have prompted speculation that the world is already deglobalizing. But the evidence suggests that global integration is here to stay, albeit with nuance. Boost resilience New-business building in 2022: Driving growth in volatile times A new global survey finds that new-business building can boost growth and value. However, to meet revenue expectations in the future, companies must dramatically increase their efforts. Get the support Taking a skills-based approach to building the future workforce Our work with the Rework America Alliance highlights how a skills-based approach can help US employers expand talent pools and retain great workers—even through economic uncertainty. Break the mold Global Insurance Report 2023: Reimagining life insurance The global life insurance industry is facing an inflection point. A fundamental reimagination will usher in significant change. Examine the data Even in the metaverse, women remain locked out of leadership roles Five early indicators on women in the metaverse reveal gender inequality—especially in the leadership creating and setting metaverse standards. Infuse diverse leadership ALSO New Future of B2B sales: The big reframe Why bad strategy is a ‘social contagion’ The State of Fashion 2023: Holding onto growth as global clouds gather Building a world-class Dutch start-up ecosystem Communicating headwinds and tailwinds (Extremely) out of office: Let nature boost your team’s creativity and performance ‘It’s important to bring the spirit of emergencies to the long term’ More for less: Five ways to lower cloud costs without destroying value Starting strong: Making your CEO transition a catalyst for renewal Becoming indispensable: Moving past e-commerce to NeXT commerce When things get rocky, practice deliberate calm 114 down, 10 million to go: The Global Lighthouse Network’s mission Prioritizing brain health: Scaling what works to add years to life and life to years Special features Deliberate calm Experts offer a unique approach to learning and leading with awareness and intentional choice, even amid the most challenging circumstances. Order now The Next Normal AI—if properly integrated into scientists’ research—could revolutionize drug discovery. Look ahead McKinsey guide to managing yourself Insights from leaders around the world can help improve your professional and personal life. See the posts My Rookie Moment Senior McKinsey colleagues talk about experiences related to wellness. Watch the episode Classics Progress in digitizing the risk function and its processes has proceeded slowly. But “slowly” doesn’t mean “never.” Read our classic article “Digital risk: Transforming risk management for the 2020s.” Rewind Re:think Read a sample of the Re:think newsletter, and sign up for it or any of our more than 40 free email subscriptions. Subscribe — Edited by Eleni Kostopoulos, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights 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 Highlights" <publishing@email.mckinsey.com> - 11:10 - 3 Dec 2022

• Insights from a Michelin-starred restaurateur, retail markdown strategies, fashion industry predictions, and more big reads for the weekend

  Harmony Internal - McKinsey

  Get cozy with these weekend reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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