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• The rewards of hybrid work are myriad, especially for diverse teams

  Intersection

  Hello, hybrid, our new friend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   DIVING INTO DIVERSITY, EQUITY, AND INCLUSION   Edited by Justine Jablonska    (she/her/hers)   Editor, New York 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 Insights and strategies to nurture diversity, equity, and inclusion in the workplace. In your mailbox every two weeks. Hybrid work isn’t going away. That’s great for diverse workforces, but not so great for building a more inclusive work culture, as we reveal in this issue. We also examine the workplace perk that employees want most (hint: it’s not coffee or free lunches), and why setting a vision for flexible work is so important. Plus, a celebration of Native American Heritage Month, and our take on one reader’s question about managing resistance to change. Hybrid work may create an unequal playing field SPOTLIGHT Two out of three employees say they are likely to look for other opportunities if asked to return to the office five days a week. But employees’ experiences with hybrid work varies when it comes to inclusion—and that variability is even more pronounced for workers in traditionally underrepresented groups. There is little doubt that hybrid work enhances organizations’ diversity, equity, and inclusion (DEI) efforts by providing more flexibility, better work–life balance, and more personalized employee experiences. But it can also create an unequal playing field by amplifying differences among groups. In workplaces that are already struggling to diversify and retain their employees, poorly executed hybrid work models could harm employee performance, decrease inclusion, and speed up departures. Leaders seeking to build inclusion can focus on three foundational practices: mutual respect, support, and team building. DATA DROP To attract and retain top talent, an inclusive culture is increasingly becoming a competitive advantage. LISTEN IN What do workers really want? Flexibility—especially as workplaces become more diverse. The purpose and design of the office of the future may need to change accordingly. While this shift in workplace design largely took hold during the COVID-19 pandemic, it had been in the works for a decade prior, according to McKinsey’s Phil Kirschner. Now, with so many workers untethered from their desks and managers rethinking how to best measure productivity, organizations have an opportunity to embrace a wider variety of spaces than ever before. Listen to a recent episode of the McKinsey Talks Talent podcast to learn more about designing and configuring offices that match your organization’s tasks, roles, and culture. MAKE IT RIGHT The nature of work has changed—and so have expectations about work. Most employees don’t want to work in the office five days a week, and executives are listening. But managing in a hybrid environment marks a considerable shift for most leaders. McKinsey has found that four management shifts, which include managing performance through impact, outcomes, and ownership, are proving helpful for both employers and employees. And since our research shows that two-thirds of companies don’t have a detailed plan or approach for hybrid work, setting a vision for hybrid work is another critical area for leaders to consider. CELEBRATING NATIVE AMERICAN HERITAGE MONTH Native American Heritage Month is observed in the United States throughout November. This monthlong tribute to the rich ancestry and traditions of Native Americans began in 1915 as a single and unofficial day of recognition for “First Americans.” It wasn’t until 1990 that a joint Congressional resolution designated November as National American Indian Heritage Month. Visit the US Library of Congress’s Native American Heritage Month website to explore digital exhibits and collections: you can listen to panels from events like the Mother Tongue Film Festival, hear a song in Yup’ik (one of the languages spoken by Indigenous people of western and southwestern Alaska) that dates back to 1777 about a vision of a sailing ship, find local in-person events, and explore historical and modern-day images. And for audiophiles, a new podcast from Bloomberg, In Trust, explores the Native American tribe Osage Nation, which, in 1872, purchased a prairie in northeast Oklahoma the size of Delaware. Today, much of this land, known as Osage County, no longer belongs to the Osage Nation people. Learn more about what happened in this wonderfully complex and thoroughly engrossing series.  ASK INTERSECTION  One of our readers asks, ‘How can I get buy-in—and manage resistance—when driving cultural change in my organization?’  Thank you for writing in! Let’s start by acknowledging that change is never easy. And resistance, while part and parcel of the change process, can add to the difficulty of enacting substantive change. The good news is that there are plenty of resources for leaders seeking to bring their people on board. To start, senior partner Kirk Rieckhoff shares broadly applicable insights about organizing change within federal government—and challenges the notion that change should ever be easy. Next, learn how to prepare for and lead a change journey, which, as journeys go, often don’t go according to plan (an important insight in itself!). Along the way, it will be essential to harness positive influence for good, especially as you’re addressing the causes (rather than the symptoms) of the problems you’re trying to solve. Finally, our collection of insights about change management addresses areas such as harnessing resources effectively, engaging team members efficiently, and tapping into your ability to influence change. For McKinsey’s latest thinking on diversity, equity, and inclusion, visit our Diversity, Equity & Inclusion collection page. 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 Intersection 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 Intersection" <publishing@email.mckinsey.com> - 01:11 - 17 Nov 2022

• What will it take to reach net zero in the most emission-intensive industries?

  On Point

  Decarbonizing nine key sectors ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Alexandra Mondalek   Editor, New York On decarbonizing industries In the news • The great transition. Seven sectors in heavy industries make up 30% of worldwide greenhouse gas (GHG) emissions. To speed up the transition toward a cleaner future, public and private organizations must collaborate more to cut emissions in five key areas: agriculture, hydrogen, power, road transport, and steel. A new report lays out 25 ways that industries can move toward net zero, including establishing energy performance standards for power-hungry appliances and increasing organizational commitments to buy sustainable steel. [WEF] • Cleaning up shipping. The shipping industry accounts for roughly 3% of worldwide GHG emissions, with the majority of those emissions produced by around 100,000 large, fossil-fuel-burning ocean vessels. More than $1 trillion in investments are needed to decarbonize the shipping industry by 2050, according to a new report. To reach net zero, improving energy efficiency might help, but ships must ultimately use zero-emission fuels, says one of the report’s lead authors. [New Scientist] The industries that produce the majority of global greenhouse gas emissions face a steep challenge to decarbonize, but our research shows that solutions are within reach. On McKinsey.com • Green light, go. One of the critical sectors to decarbonize is the automotive industry, which is experiencing a sea change. By 2035, nearly 100% of sales of new passenger vehicles in the world’s largest auto markets will be electric. But even with existing momentum, producers and manufacturers must create supporting infrastructure, such as charging stations and hydrogen-fueling stations. New supply chains and manufacturing capabilities are also needed to make low-emission vehicles, say McKinsey senior partner Andreas Cornet and coauthors. • Getting to net zero. In addition to the auto industry, several sectors have already begun their transformation to a greener future. Consider the steel industry: demand for low-emission steel could rise to almost all steel production by 2050. But it will also require investments in technological and operational advances to get there, say senior partner Michel Van Hoey, partner Benedikt Zeumer, and colleagues. See our collection page for a net-zero guide for nine key industries. Explore our net-zero guide Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:29 - 17 Nov 2022

• [Invite] Best of MAX for Business Webinar

  Adobe

  Catch all the key highlights from Adobe MAX 2022

  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, Solutions Consulting Adobe   Guru Vaidya Manager, Solution Consulting Adobe   Rosie Sue Solution Consultant Adobe   Sarah Tilleke Retail & Travel Executive Adobe   Chris Hansen 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> - 09:08 - 16 Nov 2022

• How a skills-based approach can strengthen the workforce

  Harmony Internal - McKinsey

  Break the mold ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Replenishing the labor pool. It’s well understood by now that the pandemic rewrote the rules of the labor market. COVID-19 ushered in a whole new lexicon we use to talk about work in the modern era: the Great Attrition, quiet quitting, WFH, video call shirt. The shakeup has been difficult for many. But it’s also an opportunity to reexamine the way we work, from hiring, to mentoring, training, and promoting. A new, skills-based approach—rather than the traditional reliance on degrees and job titles—can help organizations not only sustain a more inclusive workforce, but build resilience through economic uncertainty. In a new article, McKinsey partner Bryan Hancock, senior partner Jonathan Law, and their coauthors analyze research McKinsey conducted in partnership with the Rework America Alliance to offer organizations lessons on how to build a skills-based employment approach. Check it out and see how employers and workers can both benefit from this new workforce normal. 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   Quote of the day “Another way to improve decisions is separating debate from decision making. Social science suggests that rigorous debate leads to better decisions, so when you are evaluating initiatives, you should include everyone who has a stake in the outcome in the debate.” —McKinsey partner Tim Koller on how companies can improve their decisions in a recent episode of the Inside the Strategy Room podcast  Chart of the day See today’s chart   ALSO NEW Building a world-class Dutch start-up ecosystem A strategy to both increase the number of start-ups and facilitate their ability to scale can elevate the Netherlands to a global leader in the world of entrepreneurship ecosystems. Adopt a global mindset   How to make investments in start-ups pay off Both large corporations and start-ups have much to gain from collaboration, but corporate venture capital investments need a clear strategy, focus, and operating model. Avoid friction   Four key capabilities to strengthen a fraud management system In the face of new fraud methods and increasing incidence of fraud, companies must continually identify and address vulnerabilities. Success will require core capabilities in four areas. Transform the model   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> - 06:08 - 16 Nov 2022

• How to accelerate B2B sales growth during turbulent times

  Re:think

  Accelerate B2B sales growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON ACCELERATING B2B SALES GROWTH Being fast and flexible during times of economic uncertainty  Maria Valdivieso de Uster Many senior sales executives of B2B companies—including manufacturing, financial services, and consumer goods—are struggling with uncertainty right now. What do all the changes in the economic environment mean? What about logistics disruption and all the challenges of supply chain management?  In sales, your performance is measured by hitting your quotas and targets. Often, the ability to do that is not due to a new partnership or new business idea. It’s about understanding where there’s enough momentum for rapid revenue acceleration. The first thing B2B sales leaders should do is to truly understand where their deals stand. Which are the most important? The most likely to close? The most profitable? What, if anything, is delaying them? Look at the facts and the data. Once you do that, you can identify and prioritize maybe ten, 15, or 20 attractive deals in the pipeline that are pretty advanced, but not quite ready to close. Those are the deals where you might accelerate a decision and affect the outcome.  Tactically, what does that mean? There are a couple actions you can take. The first one is to adjust your value proposition. In times of uncertainty, many buyers are hesitant because they want to keep options open. Sellers can provide flexibility for their customers. The value proposition might be that a client is not ready to sign a large contract, but they might be OK with signing something smaller. A client might not be ready to buy all 15 elements of an offering, but they might be ready to buy five or ten. The client might not be ready to commit to a long-term payment plan. Instead, they might want flexibility to make some decisions now and leave the door open to make other decisions later. Adjusting the value proposition means potentially changing an actual offering itself, as well as some of the terms and conditions. You need to meet your customer where they are right now.  “In times of uncertainty, many buyers are hesitant because they want to keep options open. Sellers can provide flexibility for their customers.” The other thing to do is to create a “win room.” Select a group of cross-functional colleagues—from pricing, marketing, and product, plus some leaders of the organization. Get them together in a room, say, on Tuesdays and Thursdays for one hour each time. And bring in the 15 deals. The account executive who owns the deal will come to the table and say, “This is the deal. This is what we need. These are the decision makers, and these are the roadblocks that we’re running into.” Roadblocks can be that the deal is not the right size, or the deal is too expensive. Maybe you’re not meeting the buyers’ needs, or there’s an incumbent vendor already in there and it’s hard for you to replace them.  Internal sales cycles take a tremendous amount of time and energy. Lots of homework needs to happen beforehand. By having a win room, you’re accelerating the sales cycle. When you get the right set of decision makers in the room to talk about the top deals that are the most time-pressing and critical, you create a cadence where you’re accelerating that momentum by several weeks. You can have a huge impact, both in the terms and the timing of a deal. You can make quick and dirty changes. You don’t have to have beautiful dashboards that pop up. One client had supply chain issues and products that were out of stock. They came up with a simple rule that when a product came back in stock, an email would be generated and sent to every seller saying, “The product’s back in stock. Here are customers who were interested in this product. Call them now and sell it.” Over time, they integrated that into the CRM system with all the fancy bells and whistles. But don’t wait to have the pretty system before you start activating plans.   The difference between now and previous times of uncertainty is that all of us have learned that things change, and we need to be more agile and nimble. Organizations are now much more sophisticated at identifying and trusting the data that truly matter. We know that customer expectations continue to increase: customers expect to have an omnichannel experience where they can go to a website, talk on the phone, or have access to the head of sales. In a B2B sales world where you add complexity to uncertainty, how do you keep all the pieces of the puzzle together? The sales executives I work with today have gotten much closer to the customer. More leadership engagement and cross-functional ways of working, along with better data, make for a much better sales experience. ABOUT THE AUTHOR Maria Valdivieso de Uster is a partner in McKinsey’s Growth, Marketing & Sales Practice and is based in the Miami office. MORE FROM THIS AUTHOR Future of B2B sales: The big reframe The new era of B2B sales is upon us and sales leaders are quickly making moves to adapt. We spoke with 50 global leaders to learn their game plan—and this is what we heard. More → The domino effect: How sales leaders are reinventing go-to-market in the next normal Top sales innovators are embedding data and technology throughout their organizations to reimagine sales. Here’s how they do it. More → UP NEXT David Hamilton on operational excellence How can companies achieve operational excellence? It starts by taking a deep look at how organizations set up teams to deliver on purpose, strategy, and vision.  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 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> - 01:18 - 16 Nov 2022

• Webinar: Sangoma 3rd Party Integration: All You Should Know

  Webinar: Sangoma 3rd Party Integration: All You Should Know

  Join this webinar to know everything about Sangoma's 3rd Party Integration

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  [ Sangoma Technologies ] [[https://register.gotowebinar.com/register/3274440612234333198?utm_source=sangoma&utm_medium=email&utm_campaign=apac_nl_webinar_10_2022]]

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  In this complimentary webinar we will showcase Sangoma's seamless integration with 3rd party business tolls like MS Teams. In this 60 minutes webinar, our business and technical experts will explain updated features and benefits that your business will get with this integration.   Discussion Points:

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:02 - 16 Nov 2022

• The world has entered a new phase of climate finance. What new goals must be met?

  On Point

  Highlights from our COP27 panels ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Belinda Yu   Editor, Atlanta Green-investment growth In the news • Rising borrowing costs. For more than a decade, the costs of borrowing in many countries have remained very low. From 2009 to 2021, a time of rock-bottom interest rates, investors funneled more than $3.6 trillion into clean-energy assets. But now, lending rates around the world are surging as central banks battle high inflation. That may make financing the world’s clean-energy shift more challenging. Even so, lenders can take steps to keep borrowing costs down. Extending loan terms to a longer period of time can reduce fixed payments. [Bloomberg] • A gap in funding. In some economies, the clean-energy-investment gap is especially big. Africa, for example, represents nearly 40% of the world’s potential for renewable energy. In the past ten years, however, it has only collected 2% of global clean-energy investments. This is in part because long-term investments in certain countries are seen as highly risky. A better understanding of risks related to geographies, climate projects, and technologies could make it easier for stakeholders to collaborate and for officials to develop policies. [WEF] Cumulative capital spending on physical assets for the net-zero transition would need to change from today’s annual average of $5.7 trillion to an estimated $9.2 trillion through 2050. On McKinsey.com • A new phase. Over several panels held around the 2022 UN Climate Change Conference (COP27), McKinsey experts and special guests explored opportunities and challenges around financing the net-zero transition. The world has entered into a new phase of climate finance, said McKinsey senior partner Dan Stephens. Climate finance during the past decade has been focused on renewable power, setting standards, and getting commitments from the private and public sectors. This new phase of climate finance will need to accomplish new goals, including advancing climate tech. • Trillions to transition. An additional $3.5 trillion of capital a year through 2050 is needed to help decarbonize hard-to-abate sectors and accelerate climate technologies. Yet investors recognize that the energy transition remains a stable long-term investment. In 2022, renewable energy attracted roughly $500 billion in investment, exceeding fossil-fuel investment for the first time ever, noted senior partner Jukka Maksimainen. See more highlights from our COP27 panels, including how government policies can help accelerate green investment. Invest in net zero 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> - 12:34 - 16 Nov 2022

• New-business building is top of mind in 2022 despite volatile times

  Harmony Internal - McKinsey

  Get the support ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Joyce Yoo   Editor, New York It’s an exciting time for new-business building. According to a new McKinsey Global Survey, building new businesses is a top priority for CEOs despite economic volatility, and more new businesses are being built per year now than in the past two to five years. While this presents new opportunities for innovation and growth, companies will need to ramp up the number of businesses they build—and do it quickly—to meet the revenue expectations for the years ahead. Explore the survey led by Markus Berger-de León, Shaun Collins, Ari Libarikian, Ralf Dreischmeier, and Belkis Vasquez-McCall, and learn what over 1,000 business leaders in 75 countries are planning.  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   Quote of the day “When we talk about dual awareness, it is not only the focus of what is happening. It is also being always in communication with what’s going on for ourselves and asking, ‘How can I take care of myself to sustainably serve in this situation?’” —Jacqueline Brassey, senior knowledge expert and coauthor of the new book Deliberate Calm, on the two types of necessary awareness in a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW Living longer in better health: Six shifts needed for healthy aging As many individuals live well past retirement age, stakeholders are examining how interventions, data, and innovation can transform aging. Embrace it   Scaling up: How founder CEOs and teams can go beyond aspiration to ascent For many start-ups, the challenge is no longer about securing capital—it’s about learning how to restructure themselves as fast as their products or organizations can evolve. Be resilient   A new approach to fighting fraud while enhancing customer experience Fraud has escalated as digital adoption has increased. The situation requires that organizations simultaneously combat fraud and provide customers with a seamless digital experience. Strengthen core capabilities   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> - 06:52 - 15 Nov 2022

• You're invited to join “Electricity 4.0: The Fastest Route to Net-Zero”

  Schneider Electric

  Register to confirm your participation   ดูออนไลน์     Let's build a more digital, more electric world   Energy is at the core of solving the climate crisis. Over the last 200 years, it has been by far the biggest contributor to rising carbon emissions. Today, it represents our best opportunity to turn things around. Join “Electricity 4.0: The Fastest Route to Net-Zero,” an Innovation Talk live stream on November 29, 2022, at 2:00 PM CET, to hear why digital and electric are the best means to fight climate change with the technology we have. The session will discuss: The significance of energy management in the climate challenge How demand-side measures (process electrification, energy efficiency) are critical to rebooting and decarbonizing the energy system How to accelerate your journey to net-zero You'll also have a chance to talk to our experts on the live chat.   Register now   Learn more       When?   Tuesday, November 29 at 2:00 PM CET     Where?   Live stream on LinkedIn       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 11:14 - 15 Nov 2022

• 631849 is your Canva code

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  by "Canva" <no-reply@canva.com> - 09:56 - 15 Nov 2022

• Axle-Load Sensor - White Label GPS Tracking Software

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  by "Jignesh Pardeshi" <official@uffizio.in> - 04:00 - 15 Nov 2022

• Materials are the next net-zero frontier. Which green-materials premiums are emerging?

  On Point

  Consider our green-materials forecasts ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Belinda Yu   Editor, Atlanta Green-materials grab In the news • Billions to buy green. A group of 65 companies has announced a commitment to buy low-carbon aluminum, low-carbon steel, and other green materials frequently used in construction, transportation, and other industrial sectors. The coalition of corporate buyers revealed its $12 billion pledge at the 2022 UN Climate Change Conference (COP27), taking place in Egypt. The group seeks to spur demand for green materials, decarbonize supply chains, and speed the development of clean technologies. [Bloomberg] • Sustainable sourcing. Cement, concrete, and steel account for roughly half of global greenhouse-gas emissions in industrials. Using greener building materials is critical to decarbonizing industry as the climate crisis intensifies, and governments can play a big role. Roughly 25% of the demand for steel and 40% for cement comes from public procurement. But to take action, countries need better data to understand the carbon footprint of materials used in public construction projects. [WEF] Demand for low-carbon steel is expected to surge from around 84 million tons in 2021 to nearly 200 million tons in 2030. On McKinsey.com • Going green. Materials value chains make up roughly one-fifth of global greenhouse-gas emissions. As consumers, manufacturers, and governments call for increased sustainability, demand for low-carbon materials is growing. For several commodities, green premiums are already emerging and will increasingly shape supply and demand, explain McKinsey senior partner Michel Van Hoey and colleagues. In the past decade, high-quality recycled plastics reached an average premium of up to 60% over virgin plastics for some products. • Understanding green premiums. Knowing where green premiums exist today and where they will emerge can help materials players capture economic benefits for sellers and secure supplies of low-carbon products for buyers. For instance, premiums are expected to be high for flat low-carbon steel, with the European market likely to be undersupplied by around 14 million metric tons in 2030, our analysis shows. See three archetypes for forecasting supply and demand of sustainable materials in 2025 and 2030, and the expected premiums that may emerge. Get our green-materials forecast 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> - 12:30 - 15 Nov 2022

• Monitor Driving behaviour - White Label GPS Tracking Software

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  Eliminate problematic driving habits and ensure fleet safety 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Drivers are the most important part of any fleet operation. Video telematics empowers fleet managers with powerful behaviour monitoring tools to ensure the safety of drivers. Standard benefits Increased on-road safety Eliminate dangerous driving habits like smoking, aggressive acceleration, harsh braking, rapid cornering, etc. Identify distracted or drowsy drivers 45% of all road accidents are caused by inattentive or drowsy driving. Instant alerts for sleepy or distracted drivers. Better driver training Every event generates an instant alert for drivers and fleet managers. Easily train drivers to be more responsible. Video playback evidence Better transparency with video recordings of every event and playback based on date and time. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.in> - 10:00 - 14 Nov 2022

• Lighting a path forward for operations innovation

  Harmony Internal - McKinsey

  Get ready for a revolution ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Sarah Skinner   Editor, New York Too many companies get stuck in "pilot purgatory"—they try to develop use cases, solutions, and applications, but struggle to scale new approaches or technology effectively. When the World Economic Forum, in collaboration with McKinsey, launched the Global Lighthouse Network in 2018, its goal was to make global production operations more efficient and effective while also positively impacting people and the planet. By identifying "lighthouse" companies that have used Fourth-Revolution technology to make transformations work ahead of the curve, the initiative has helped propel an operations revolution forward. The network has grown from just 16 lighthouses to over 100, with sights set on many more. Don't miss a new episode of the McKinsey Talks Operations podcast featuring senior partner Enno de Boer on improving engagement, productivity, and sustainability while lighting the way for the future of operations. 114 down, 10 million to go: The Global Lighthouse Network’s mission Global Lighthouse Network members show that Fourth Industrial Revolution technologies help to deliver better workforce engagement, improved sustainability, and increased productivity. Get ready for a revolution   Quote of the day “The biggest advice I have for leaders is to not assume that we know enough on the dimension of health and wellness was to ask questions, to probe, and to seek out resources. Because collectively, we can have a better answer than any individual.” —McKinsey partner Gayatri Shenai on managing a team member going through a mental health challenge in a new episode of My Rookie Moment Chart of the day See today’s chart   ALSO NEW Nurturing supply and demand: How Asia’s energy players can accelerate green growth As Asia grapples with climate change, leaders working at the intersection of customer experience, sustainability and the energy transition will need to respond to five major shifts that will help to smooth the path to net zero. Organizations with a sound understanding of balancing the supply-demand equation between changing consumer needs and energy transition requirements will be in prime position to identify and foster new green-growth opportunities. Accelerate green growth   XPO’s Brad Jacobs on building businesses through M&A Having done hundreds of deals, the leader of the logistics company explains what he’s learned matters most when making acquisitions. Reach out   Strategic M&A in US banking: Creating value in uncertain times Uncertain times can spell opportunity for companies seeking acquisitions—if companies proceed with care. Four actions can help banks maximize the value of their M&A. Take stock   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> - 06:07 - 14 Nov 2022

• Toward a sustainable, inclusive, growing future: The role of business

  Harmony Internal - McKinsey

  Prioritize what’s to come ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 & Company 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 Related Reading Resilience for sustainable, inclusive growth  Accelerating sustainable and inclusive growth Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 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> - 04:58 - 14 Nov 2022

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 05:46 - 14 Nov 2022

• Can this strategy be saved? A leader’s guide

  Harmony Internal - McKinsey

  Bad idea ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Rama Ramaswami   Senior Editor, New York Strategy is a venerable discipline in management, and leaders have access to a wealth of guidance on the topic if they need it. Many classic strategic and organizational frameworks are still relevant. Yet bad strategy continues to plague companies—it may even be a “social contagion,” according to a recent McKinsey Inside the Strategy Room podcast. Theories abound as to why good companies make bad strategic decisions—behavioral economics offers some insights, for example—but ultimately, leaders may need to rely on their own judgment. These signposts may help. AN IDEA Calculate the odds “In business, as in poker, there is uncertainty, and strategy is about how to deal with it,” says McKinsey senior partner Sven Smit in this article on how to increase the probability of your strategy’s success. “An assessment of your odds—in terms of competitive, market, or regulatory factors—needs to be part of your calculation,” he suggests. Overall, the odds don’t look good: McKinsey research shows that over a ten-year period, only 8 percent of companies move from the middle to the top quintiles of performance. But in the strategy room, the tendency among leaders is to ignore probabilities and try to push toward certainty. “The odds for individual companies vary widely,” says Smit. “The obvious questions for CEOs, managers, and investors, of course, are: What is my strategy’s probability of success, and what actions can we take to improve that probability?” A BIG NUMBER 4 That’s the number of levels in a classic framework for making sound decisions under uncertainty. Level 4, “true ambiguity,” was rare at the time this McKinsey Quarterly article was written but is probably applicable to most business situations today. The recommendations for this level still apply: for example, even when under intense pressure, “it is critical to avoid the urge to throw up your hands and act purely on instinct,” the authors say. “Instead, managers need to catalog systematically what they know and what it is possible to know.” That includes studying the development of analogous markets, the attributes of winners and losers, and the strategies they employed—all of which may reveal patterns that show how the market may evolve. A QUOTE “In life, death can come as a shock. In business, it never should.” That’s management guru Gary Hamel on the natural death of strategies, often stemming from replication or destruction by competitors. “Like human beings, strategies start to die the moment they’re born,” he writes in this Wall Street Journal article. “With the right metrics, strategy decay is largely predictable, though few companies bother to track it.” By failing to anticipate the eventual decline of strategies that once made them successful, companies hasten their own decline, in Hamel’s view, and “the only way a company can renew its lease on success is by reinventing itself root and branch, before it has to.” A SPOTLIGHT INTERVIEW ‘To make any story interesting, you need a villain,’ says McKinsey senior partner Chris Bradley in this podcast on moving strategy into high gear. In strategy, the villain is the “social side,” he says. “When you get to the strategy room, you find it crowded with all sorts of stuff. There are negotiations, there are egos, there are last year’s plans. There are other people, and you want to look good to them. There is so much else going on than just strategy.” Bradley suggests eight practical changes to strategic planning that can overcome social games and help organizations advance up the “power curve” of economic profit to the top quintile, where a small percentage of companies capture most of the profit. For example, leaders may want to consider debating alternative strategic plans rather than a single proposal. “Most companies don’t work like this,” says Bradley. “Their strategies are framed more around promises and financial goals than they are around choices.” ‘FLUFF’ Corporate jargon is often the target of mockery, but it does serve a purpose. After all, at some time or other most of us have thought out of the box, gotten our ducks in a row, or taken things offline. But using harmless buzzwords as office shorthand is one thing; it’s quite another to choke your strategy statement with them. A “hallmark of mediocrity and bad strategy is superficial abstraction—a flurry of fluff—designed to mask the absence of thought,” says UCLA management professor Richard Rumelt in this McKinsey article. “Fluff is a restatement of the obvious, combined with a generous sprinkling of buzzwords that masquerade as expertise.” We’re on the same page. Lead strategically. 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> - 02:27 - 14 Nov 2022

• India is decarbonizing. Our new report charts a pathway to sustainable growth.

  On Point

  Ten actions to speed India’s decarbonization ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta India’s green transition In the news • Green ambition. EV-charging stations, climate tech start-ups, and corporate India’s focus on sustainability are all signs of activity in India’s clean-energy transition. Investors are increasingly funding companies working in green technologies. India’s climate tech businesses snapped up roughly $2 billion from private investors, out of a global pot of $27 billion in similar investments. Homegrown entrepreneurs are founding companies in areas such as EV charging and carbon accounting, devoting energy and effort to helping the country cut carbon emissions. [WaPo] • A threat to health. Pollution is substantially cutting short the life expectancy of Indians. Poor air quality decreases the average Indian’s life expectancy by five years, while in Delhi, air pollution reduces life expectancy by a decade, according to a University of Chicago report. Dust, soot, and other contaminants in the air can shorten life expectancy more than smoking, per the report. Decarbonizing India’s economy should therefore be treated with great urgency, which requires the rapid use of next-generation technologies, experts say. [WEF] Sustainable-farming practices could help generate additional farmer income of INR 3,400 per hectare per year in the line-of-sight scenario. On McKinsey.com • Net zero by 2070. India is aiming to reach net-zero emissions by 2070, an important milestone in the fight against climate change that was announced at the 2021 UN Climate Change Conference (COP26). Despite having low greenhouse-gas emissions when calculated per person, India is the world’s third-largest emitter, with roughly 70% of emissions driven by six sectors (including power, steel, and automotive). Decarbonizing the country could potentially create 287 gigatons of carbon space for the world, explain McKinsey senior partners Rajat Gupta and Shirish Sankhe and their coauthors. • Significant challenges. To fulfill India’s goal of achieving net-zero emissions by 2070, the country needs a large amount of funding. From now until 2050, India may need to invest $7.2 trillion to $12.1 trillion (3.5% to 6.0% of cumulative GDP through this period) in green technologies. But when it comes to decarbonizing India, funding is not the only challenge. There’s also the addition of renewable capacity and the reduction of battery and hydrogen costs, among others. See ten actions to accelerate India’s decarbonization. Read the report 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> - 12:08 - 14 Nov 2022

• ได้รับข้อมูลอัพเดทเร็ว...ก่อนใคร! | ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  ผลิตภัณฑ์ชไนเดอร์ อิเล็คทริค   ดูออนไลน์     อัพเดทข่าวสารล่าสุด!   พิเศษเฉพาะลูกค้าและพาร์ทเนอร์ ชไนเดอร์ อิเล็คทริค     อัพเดททุกช่องทาง ติดตามข่าวสารจาก ชไนเดอร์ อิเล็คทริค ก่อนใคร ง่ายๆเพียง "กดติดตาม" ทุกช่องทางของเรา อย่าลืม!!! กด Like, Share และกด Subscribe เพื่อไม่พลาดทุกการอัพเดท เช่น กิจกรรมอบรม/สัมนา, ข้อมูลสินค้าใหม่, สิทธิพิเศษต่างๆ ฯลฯ และร่วมพูดคุยกับชไนเดอร์ อิเล็คทริค       Facebook   เข้าถึงทุกกิจกรรมและการอัพเดทเรื่องราวมากมายผ่านทาง Facebook ชไนเดอร์ อิเล็คทริค   คลิกเลย       Instagram   อัพเดทข่าวสารของเราจากโพสต์หน้า Feed และ Story ได้ผ่าน Instagram ของเรา   คลิกเลย     YouTube   รวบรวมคลิปวิดีโอเกี่ยวกับผลิตภัณฑ์ แนะนำวิธีการตั้งค่าระบบต่างๆ รวมถึงกิจกรรมและโซลูชันมากมาย   คลิกเลย       LinkedIn   ติดตามแนวคิดและข่าวสารเกี่ยวกับเทรนด์ เทคโนโลยีใหม่ๆ (Thought Leadership) จากผู้เชี่ยวชาญชไนเดอร์ อิเล็คทริค   คลิกเลย     ศูนย์บริการลูกค้าสัมพันธ์ Customer Care   สะดวกด้วยหลากหลายช่องทาง หากคุณมีคำถามหรือต้องการายละเอียดเพิ่มเติม ตลอดจนการสนับสนุนทางเทคนิค   คลิกเลย       + 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 - 13 Nov 2022

• Last day to Register! Event is live tomorrow | Creative Cloud and its collaborative features

  Adobe

  On the fence whether to add Adobe Creative Cloud to the suite of solutions for your company? Find out how our collaborative features can value add to your business to make it worthwhile!

  Live Webinar Creative Cloud and its collaborative features Tuesday, 15 November, 2022 11am SGT Register Now Join Nelson, senior solutions consultant at Adobe, to hear how Adobe is helping customers navigate this new, screen-mediated reality, with updated software and tools to enable virtual, collaborative creative work. In this session, you will get to see live demos and application areas to gain in-depth knowledge on how your team can collaborate seamlessly on Creative Cloud apps. Also, kickstart your design journey with Adobe Stock, a diverse collection of our most incredible high-resolution, royalty-free, stock assets. Looking to create something truly realistic, like renderings for your company's product portfolio or something imaginative like an alternate reality? 3D is the unlock to making anything possible through Substance. Lastly, Adobe MAX 2022, one of the flagship events of the creative industry, has recently wrapped up. Catch a glimpse of highlights and latest features revealed at the show and get ready to be inspired! Speaker   Nelson John Senior Solution Consultant Adobe LinkedIn   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" <demand@info.adobe.com> - 08:02 - 13 Nov 2022