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• No region is an island: Why globalization is here to stay

  The Shortlist

  Ebbs and flows ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | DECEMBER 2, 2022 View in browser Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices This week, we look at how globalization is shifting and what companies can do to respond. Plus, two McKinsey experts on how to build better relationships at work, and Tech for Execs on the power of the qubit.  Interdependence. Some may see recent economic and geopolitical turbulence as signs that the world is deglobalizing. But a deeper look at the flow of goods, people, and information around the world reveals that global integration, while experiencing shifts, is here to stay. In “Global flows: The ties that bind in an interconnected world,” senior partners Olivia White, Jonathan Woetzel, and their colleagues from the McKinsey Global Institute write about these shifts and how companies can respond strategically. Go with the flows. When people think of globalization, they often focus on the flow of goods and capital. While those are indeed a big part of economic integration, newer flows linked to knowledge and know-how have come to the fore. Flows of services, international students, and intellectual property grew about twice as fast as goods flows in 2010–19. Within services, flows of knowledge-intensive services—including professional services, government services, IT services, and telecommunications—are growing the fastest. Data flows grew at nearly 50 percent annually in the same period. No region is self-sufficient. Every region of the world imports 25 percent or more (in value-added terms) of at least one important type of resource or manufactured good that it needs. Asia–Pacific, including China, is the leading global manufacturing exporter overall and the largest supplier of electronics, but it imports more than 25 percent of the energy resources it needs. Europe and North America provide much of the advanced machinery and the intangible expertise that supports production of advanced electronics such as semiconductors, but Europe imports more than 50 percent of the energy resources it needs, while the US imports roughly 70 percent of its consumption needs for 30 mineral commodities. And, of course, the Middle East, sub-Saharan Africa, and Latin America remain big net suppliers of resources—energy, minerals, and food. Value chain changes. Between 1995 and 2008, truly global value chains were unleashed by trade liberalization and technological progress. Then, patterns of trade flows diverged—with global value chains accounting for about 40 percent of trade flows becoming more concentrated, with the rest stabilizing or becoming less concentrated or more interregional. New forces could now shape the next evolution of some value chains, including semiconductors and pharmaceuticals, spurred by considerations of national security, competitiveness, or resilience. In the case of semiconductors, the United States, the European Union, South Korea, China, and Japan have all announced measures to bolster domestic value chains. Further moves to decouple technologies and restrict data flows could also influence value chains, especially those that are deemed critical to national strategic priorities. Efforts to boost sourcing and improve responsiveness may shorten some supply chains, making them more regional. Look for opportunities. To negotiate this complex era, companies large and small need a deeper understanding of global flows and scenarios for the future. They can look for new opportunities, such as engaging more with new flows of intangibles and human capital. In some cases, these flows can lead to new business models in sectors that were previously less driven by knowledge flows, thereby transforming goods into services business models. At the same time, they can strengthen their resilience by creating stable supply chains and building out their ability to operate in multiple foreign markets. Off the charts Are public health systems ready for the next pandemic? Many governments are investing in strengthening their pandemic preparedness. But how will they know if those investments will prove effective when the next crisis strikes? Pandemic preparedness encompasses five key capabilities, supported by a set of enablers that are designed to deliver across various areas of government. McKinsey designed a Pandemic Preparedness Survey, as well as four action areas that help leaders contextualize the survey findings, to ensure that public health systems are ready for whatever crises the future brings. Check out our chart of the day here. PODCAST Building back better relationships at work Social capital, a technical term for connectivity in the workplace, is important for helping employees execute, learn, innovate, and advance in organizations. But since the COVID-19 pandemic began, companies are reporting a dearth of social capital, affecting everything from employee motivation to stalled careers. In this episode of The McKinsey Podcast, McKinsey senior partner John Parsons and partner Brooke Weddle discuss how organizations can reestablish meaningful connections among teams and individuals in today’s changed work environments. More on McKinsey.com (Extremely) out of office: Let nature boost your team’s creativity and performance | Studies show that time spent in nature has a positive effect on attention span and well-being. Companies that harness its power can create a resilient workforce for the long term. Communicating headwinds and tailwinds | Investor relations should always address business-critical headwinds and tailwinds. But which do companies refer to more—and how does that choice affect market performance? How Europe’s start-ups can navigate the journey to unicorn | Just one in ten start-ups valued at $100 million grows to $1 billion within four years. We offer principles to guide leaders of European scale-ups through some of the critical trade-offs that mark this period in their company’s development. TecH for execs What’s so special about a qubit? Our experts serve up a periodic look at the technology concepts leaders need to understand to help their organizations grow and thrive in the digital age. What it is. Just as a bit is the most basic unit of information in today’s computers, a qubit (short for quantum bit) is the essential unit of information in quantum computing. Unlike conventional binary bits that store in a computer as either a zero or one, quantum bits can represent a combination of both zero and one at the same time, based on a quantum-physics principle called superposition. The limitation of conventional bits comes into play when today’s computers face a problem with multiple variables. In these scenarios, computers must conduct a new calculation every time a variable is changed. Each calculation is a single path to a single result. Quantum computers, on the other hand, have an exponentially larger working space, thanks to the nature of qubits. They can explore a gigantic number of paths simultaneously, which is what gives quantum computers the potential to be so much faster and solve complex problems that can’t be solved by today’s computers. Why it matters. In the past few years, quantum computers have demonstrated that they could outperform today’s most powerful supercomputers at specific tasks. For instance, Google claimed “quantum supremacy” in 2019 when it solved in seconds a problem that would have taken the world’s most powerful supercomputer at the time thousands of years. While such achievements are extraordinary scientific breakthroughs, commercial uses of quantum computing are in their early days. However, quantum computing could enable game-changing advances across industries, from dramatically reducing drug-discovery timelines and improving supply chain efficiency to sparking the development of breakthrough products, such as green fertilizers for the agriculture industry. Believers are putting down real money to advance the technology; start-up activity and investments in quantum computing have skyrocketed since 2015, with more than $4 billion pouring into start-ups in 2021 alone. Many companies—particularly those in industries that stand to reap the biggest benefits first, such as chemicals, pharmaceuticals, automotive, and financial services—have assembled initial quantum teams that are testing early-stage algorithms on the current class of quantum systems. Conservatively, we estimate the incremental impact of quantum computing on just these four industries could be up to $700 billion by 2035. Take a quantum leap step. As with most technologies, expect early movers to reap the highest rewards. Consider recruiting quantum-computing talent now, as it’s in short supply. Even a small team of a few experts may be enough to help an organization explore possible use cases and screen potential strategic investments in quantum computing. What technology concepts would you like us to help explain next? Let us know. — Edited by Barbara Tierney, senior editor, New York Share this Tech for Execs BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:13 - 2 Dec 2022

• People are living longer but not necessarily better. Can that change?

  On Point

  Six shifts for healthy aging ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Like fine wine In the news • Caregiver nation. If you’re an older American, you’re more likely than not providing care for an elderly parent, friend, or neighbor. A recent study found that 54% of Americans aged 50 and older perform these unpaid duties. Caring for the old while no longer young is likely to become even more prevalent. By 2034, for the first time ever, there will be more older adults than children in the US. And the “grey wave” is global: according to WHO, there will be 2.1 billion people aged 60 and older by 2050. [WaPo] • Age-old opportunity. Many countries are aging—and could soon begin seeing population declines. Once a country’s fertility rate dips below a certain point (the replacement level is two children per woman on average), it tends not to reverse. Meanwhile, people continue to live longer. Industries, governments, and businesses could embrace the opportunity to serve an elderly population. For instance, employers can introduce equipment to support older bodies and offer training programs to encourage skill building. [HBR] While global society should celebrate having an additional 20 years of life expectancy since 1960, extending the span of healthy life has not been as successful. On McKinsey.com • Longevity’s downside. In 1950, for every person over the age of 65, there were 11.7 working-age people, a figure that may drop to 4.4 by 2040. Although longer life spans are a triumph for humanity, McKinsey senior partner Martin Dewhurst and fellow authors examine the fact that old age still involves, on average, ten years of medium to poor health. By 2050, global healthcare costs will rise to a projected 9.4% of GDP, up from 8.6% today. But keeping healthcare costs down is only one reason among many to improve physical, mental, social, and spiritual health later in life, finds the McKinsey Health Institute. • More golden years. Society needs to invest in collecting better data on the health of the elderly and in addressing mental health, substance-use issues, and neurological conditions. The world needs innovation in the treatment of dementia, as well as fresh thinking about how to support caregivers. A mindset shift is also required to combat isolation—ideas include internships, continued education, and community involvement for the elderly. Learn six shifts that governments, businesses, and other stakeholders can make to expand how much time older people spend in good physical and mental health. Rethink aging — 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> - 12:36 - 2 Dec 2022

• White Label GPS Tracking Platform

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  by "Jignesh Pardeshi" <official@uffizio.com> - 10:30 - 1 Dec 2022

• ดาวน์โหลดเลย! งานวิจัยด้านสิ่งแวดล้อมจาก ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  เยี่ยมชมเว็บไซต์   ดูออนไลน์     Green Heroes for Life โลกต้องการฮีโร่เช่นคุณ!   'มาร่วมเป็น Green Heroes จัดระบบการใช้พลังงานและดิจิทัล เพื่อชีวิตที่ยั่งยืน โครงการ Green Heroes for Life มีเป้าหมายเพื่อสร้างชุมชนของธุรกิจเพื่อนําไปสู่วิธีการดำเนินงานที่มีประสิทธิภาพด้านพลังงาน และบรรลุเป้าหมายด้านความยั่งยืน การต่อสู้เพื่อโลกของเรา ไม่สามารถต่อสู้ได้โดยลำพัง! ท่านสามารถเข้าร่วมโครงการโดยให้ผู้เชี่ยวชาญด้านจัดการพลังงานและดิจิทัลช่วยคุณก้าวสู่หนทางด้านความยั่งยืน เพื่อให้สอดคล้องกับ COP26 ทางสถาบันวิจัยด้านความยั่งยืนได้นําเสนอ งานวิจัย "Back to 2050" ที่ประเมินผลกระทบระยะยาวของการใช้พลังงานและการปล่อย CO 2 ที่เกี่ยวข้อง อ่านงานวิจัยเพิ่มเติม คลิก! "ดาวน์โหลด" ด้านล่าง   ดาวน์โหลด       + 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 is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 09:01 - 1 Dec 2022

• Reminder: eCommerce in Southeast Asia

  Reminder: eCommerce in Southeast Asia 0.7.4

  Dear MD Abul, Next week, on December 8, Joschka Müller, Team Lead Southeast Asia Research at Statista, will speak about the eCommerce landscape in Southeast Asia, one of the most important eCommerce hubs due to high internet usage, rising salaries, and a great propensity to purchase. Register here for the free 30-minute webinar. We look forward to welcoming you! Best regards, the Statista Webinars team E-Mail: webinars@statista.com Statista GmbH, Johannes-Brahms-Platz 1, 20355 Hamburg Representatives: Dr. Friedrich Schwandt, Hubert Jakob Domicile: Cologne | HRB 87129 | municipal court of Cologne You are registered with the following email address: info@learn.odoo.com Manage newsletter preferences | Unsubscribe from all newsletters Information about the timing of deleting personal data, the countries where we save data (e.g., U.S., EU, UK, Singapore), and the companies we collaborate with can be found in our privacy statement.

  

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  by "Statista | Webinars" <webinars@statista.com> - 08:01 - 1 Dec 2022

• Barriers to EV adoption, and how to topple them

  Harmony Internal - McKinsey

  Break down barriers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Electric vehicles are here. So why aren’t they everywhere? It’s complicated. Cultural and economic reliance on the internal-combustion engine are just two significant hurdles. But there’s hope for adoption and scale, says Russell Hensley, co-leader of the McKinsey Center for Future Mobility in the Americas on this week’s episode of The McKinsey Podcast. He shares a slew of ideas with McKinsey editorial director Roberta Fusaro—plus a deliciously savory idea for road trip grub. Electric vehicles are here and large-scale adoption is … near? You might expect electric vehicles to be more popular, with gas prices and sustainability concerns so high. But barriers to widespread adoption remain. Here’s what companies must do to topple them. Breaking down barriers Quote of the day “Almost all other players right now are building digital twins in silos…. Construction teams might have a building-information model, a digital twin of the building itself [which is] separate from the equipment digital twin, it’s separate from the material control tower or supply chain link.” —McKinsey partner Evan Horetsky emphasizing the need for interconnectedness in “Batteries included: Building and operating sustainable gigafactories.” Chart of the day See today’s chart   ALSO NEW Procurement in Africa: Exercising a muscle for challenging times Amid rising costs and increasing demand for raw materials, African companies may need to pull every available lever to maximize procurement efficiency. Manage the supplier   Author Talks: Hospitality lessons from a Michelin-star restaurateur Eleven Madison Park cofounder Will Guidara explains why a hospitality economy is on the horizon and shares the “unreasonable” strategies that he has used to lead restaurants to the top of their game. Go overboard   One way to help solve net-zero challenges: Working together as an ecosystem It is vital to manage three areas when negotiating the rocky 1.5° pathway: clear policies, risks to private capital, and tradeoffs. Learn more   — 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> - 05:13 - 1 Dec 2022

• [Live demo] Go further: Uplevel Digital Customer Experience

  New Relic

  Join us on 14th December at 2 pm GMT / 3 pm CET for an interactive demo on going further with improving digital customer experience using New Relic. The 45-minute live demo will cover common scenarios that will be helpful if you would like to: Go beyond load time and measure how end users perceive performance Proactively prevent issues before they impact customers Set up proactive end-user experience alerting By the end of the demo, we hope you'll feel confident about using New Relic to improve digital customer experience. If you can't attend the live webinar, you can also register to be emailed the recording. Register Today View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 06:06 - 1 Dec 2022

• Consumer preferences are changing in the Gulf region. How are they different?

  On Point

  Highlights from our new survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Growth in Gulf retail In the news • Smartphone shopping. Shoppers in the UAE lead the world in their preference for mobile commerce, buoyed by the high quality and speed of internet in the region. According to a new study, more than 70% of brick-and-mortar shoppers say they are likely to use their smartphones to compare prices or look up product information online before making an in-store purchase. To capitalize on this trend, merchants are doubling down on their digitization initiatives, including creating digital profiles for shoppers. [Khaleej Times] • Black Friday reaches the Gulf. The busiest shopping day in the year in the US is receiving heightened interest from overseas shoppers, particularly in Egypt, Saudia Arabia, and the UAE. Online shoppers in the region conducted some of the highest online searches for Black Friday deals compared with Brazil, the UK, and the US, according to an Ipsos study that was commissioned by Google. More than half of Gulf consumers start researching products online before the sale season starts, the study found. [Arabian Business] Our survey shows the number of people in the UAE and Saudi Arabia who shop online on a weekly basis has doubled in two years. On McKinsey.com • The new Gulf consumer. In the face of the COVID-19 pandemic, a new Gulf consumer is emerging, one with shifting financial sentiments and spending habits, find McKinsey partner Abdellah Iftahy and coauthors. According to our latest Middle East Consumer Sentiment Survey, UAE and Kingdom of Saudia Arabia shoppers are becoming more price sensitive. Twenty-seven percent of UAE respondents earning less than 7,000 dirhams ($1,905) a year reported a preference for trading down in 2021, up from 13% a year earlier. The phenomenal growth in e-commerce usage in the region is also helping consumers compare prices and deals online. • Two critical areas. These behavioral shifts present a unique opportunity—as well as an urgent need—for Gulf omnichannel retailers and consumer-packaged-goods manufacturers to rethink their consumer strategy. This change won’t come easy. Before the COVID-19 pandemic, Gulf retailers underinvested in advertising and marketing. But rapid digitization and a growing competitive pool of digital attackers are forcing companies to devise new ways to attract and retain their customer base. See two priority areas that could drive revenue growth for consumer companies in the Gulf region. Two areas for propelling growth — Edited by Arshiya Khullar, editor, Gurugram 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> - 12:38 - 1 Dec 2022

• White Label GPS Tracking Platform

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  White Label GPS Tracking Software 500,000+ units | 50,000+ happy customers | 65+ countries Tracker independent | Supports multiple language  Download E-book Fleet Management Platform That Grows With You Start with lite version and upgrade as you grow, or hit the ground running with one of our premium edition 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> - 10:00 - 30 Nov 2022

• 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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  Ever feel like your application’s performance is off, but you don’t know why? Use distributed tracing to uncover the root cause and return your software to optimal health. New Relic distributed tracing gives you an easy way to capture, visualize, and analyze traces through complex architectures. And if you’re already using New Relic application performance monitoring (APM), pro and enterprise customers get distributed tracing at no extra charge. Learn how New Relic distributed tracing takes the complexity out of optimizing applications. Read more View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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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