in

info@learn.odoo.com

• 130
• 131
• 132
• 133
• 134

• Women are going through a "Great Breakup" with work. What should employers know?

  On Point

  Three big reasons women leave their jobs ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Women in the workplace In the news • Going gray. In an era of more casual workplace attire, many women are ditching their hair dyes and letting their natural hair color show. Sporting gray, white, and silver hair, some women say, is a way to push back against stereotypes about older workers. Bias against older people is real, says one expert on ageism. Even young toddlers adopt the belief that older people are less competent. For women, who are often seen as less capable than their male coworkers, that can create even more pressure to look youthful, another researcher says. [WSJ] • The dark side of confidence. Women’s failure to move up the career ladder is regularly blamed on a lack of self-confidence. But when women act assertive, they’re also often seen as overcompensating or acting inauthentically. Confidence is a gendered concept, say academic researchers, and one that’s frequently used to blame women for a lack of advancement at work. To address this, leaders should stop talking about confidence in performance reviews and help women find tangible ways to build workplace skills. [HBR] Only one in four C-suite leaders is a woman, and only one in 20 is a woman of color, finds McKinsey’s Women in the Workplace 2022 report, in partnership with LeanIn.Org. On McKinsey.com • The ‘Great Breakup.’ Women leaders in corporate America are leaving their jobs at unprecedented rates, say McKinsey senior partners Alexis Krivkovich and  Lareina Yee and coauthors. With companies already struggling to retain women managers—who are more empathetic and inclusive—that could have serious implications. Compared with men, women leaders are much more likely to leave their roles because they want flexibility or want to work for companies that are committed to worker well-being and diversity, equity, and inclusion (DEI). • Stretched thin. Women leaders put in more work to foster employee well-being and support DEI efforts when compared with men. But even though that work dramatically improves employee satisfaction and retention, it often goes unrecognized. In fact, 40% of women leaders say their DEI work isn’t noted at all in performance reviews. Young women are even more likely than current women leaders to say they want workplaces that offer them flexibility and support employee well-being. Learn three major reasons women leaders are switching jobs. See the three reasons women leave Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:18 - 26 Oct 2022

• Tech at the edge: Trends reshaping the future of IT and business

  Harmony Internal - McKinsey

  Get ready ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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  Edited by Emily Adeyanju  Digital Editor, Charlotte The latest cutting-edge technology developments could mean a boom for business. New technological advances don’t just enhance power, speed, scale, and AI capabilities; they also deliver greater bandwidth at lower costs. These technology developments have significant implications for companies and IT, from how to scale innovation to how companies rethink digital trust. So how can companies not just keep pace with the latest technologies, but harness them most effectively to be competitive? To learn about the four key implications shaping the future of IT and what changes companies need to think about, check out a new article by McKinsey senior partner Steve Van Kuiken. Tech at the edge: Trends reshaping the future of IT and business With technological change accelerating, companies need to make four fundamental shifts. Get ready   Quote of the day “When you think about relationships that form the bonds around social capital, those relationships can be homogeneous, meaning they can lead to silos in an organization or, to use a very informal term, cliques.” —McKinsey partner Brooke Weddle on social capital in a recent episode of The McKinsey Podcast  Chart of the day See today’s chart   ALSO NEW Social commerce: The future of how consumers interact with brands Browsing and shopping directly on social media platforms is a core feature of e-commerce in China. Now, this dynamic new way of buying is poised for rapid growth in the United States. Future of e-commerce   Disaster recovery: Lessons from around the world Our analysis charts a path from disaster to recovery by identifying the building blocks of six successful recoveries from around the world. Take steps now   How to build a unicorn: Lessons from venture capitalists and start-ups New data highlights five things incumbent businesses could learn from venture capitalists and unicorns. Attract VC funding   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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 07:29 - 25 Oct 2022

• MD, today's 🎙 webinar starts in less than 1 hour.

  MD, today's 🎙 webinar starts in less than 1 hour.

  There is still time to register your spot for today's webinar.

  Hi MD, This is your last chance to attend today's webinar, don't miss out. Webinar: Getting more from your HR tech stack   Starts in less than 1 hour - will you join us? Date and times: October 25th, 2022 5:00pm UTC 7:00pm CST 1:00pm EST Can't make the webinar but still want the recording? If you can't make it today, please still register as we will send out the recording after the webinar to all those that register to attend.  Don't miss out What will you learn? How to integrate multiple HR tools to get more done with fewer logins Tips to use your tech to automate and scale recruitment, onboarding, hiring, payroll, and benefits administration How the most efficient companies construct their HR tech stacks Which tools to prioritize according to your unique needs Practical usage tips and common mistakes to avoid Your speakers: Alyssa Previti - Head of People at AngelList Talent Will Smith - Sales Engineering Manager at HiBob Nadia Vatalidis - VP of People at Remote Grow your headcount without the headaches.   Get started REQUEST A DEMO You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

  ---

  by "Remote" <hello@remote-comms.com> - 12:00 - 25 Oct 2022

• 🗓 Tyk 101: Getting Started with Tyk Cloud in 30 Mins

  Tyk 101: Getting Started with Tyk Cloud in 30 Mins

  Join our free online event and learn how to get from zero to managed with Tyk in just 30 minutes!

  View in browser Hi MD Abul,   Are you curious about the benefits of an API management platform over and above just using an API gateway?   Join us on the 27th of October and learn how to get from zero to managed with Tyk in just 30 minutes!   What will be covered: How to set up a Tyk Cloud account An overview of the Tyk console How to add an API to Tyk How to secure an API How to set rate limits How to publish your APIs using the developer portal We'll also have a Q&A portion where we will answer all your burning API management questions! Register Now Can't attend? No problem! Register for the webinar, and you'll receive a follow-up email with the recording.  ABOUT THE HOST Budha Bhattacharya (Product Evangelist, Tyk) Budha is a Product Evangelist showcasing the capabilities of Tyk and how it drives business success for clients through webinars, podcasts and articles. With a background in both technology and business, he is passionate about solving problems at scale and building a connected world through APIs. See you there!   Faye Tyk Community Manager P.S. We have more events coming soon! Check them out. Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences

  

  ---

  by "Faye Tandog" <faye@tyk.io> - 07:39 - 25 Oct 2022

• E-lock - White Label GPS Tracking Software

  E-lock - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Protect Cargo and goods with E-locks 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Our Cloud-based E-lock security prevents all kinds of theft and tampering The safest way to transport cargo Live E-lock & battery status From ATM funds to pharma goods, live e-lock status gives complete visibility and control over vehicles carrying high-value assets. No physical keys needed Open and lock containers remotely. Digital keys allow multiple drivers to share vehicles without having to exchange physical keys. Alerts for e-lock violations Instant alerts for violations like tempering, wrong passwords, pipe cut attempts, wrong RFID attempts, etc. Get detailed reports Make sure there are no irregularities with reports ranging from Violation Summary to Lock/Unlock Details. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, A27, 29, 2nd floor, Pramukh Sanidhya, Dharampur Road Abrama, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

  ---

  by "Jignesh Pardeshi" <official@uffizio.in> - 01:00 - 25 Oct 2022

• Toxic behavior is common at work. What can leaders and employees do to tackle it?

  On Point

  How stress affects the workplace ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Grace Ivey   McKinsey Global Publishing, Atlanta Cleaning up workplace toxicity In the news • Detoxifying culture. More than 80% of North American senior executives believe that their workplace cultures could be healthier, according to a survey of nearly 1,350 CEOs and CFOs. Employees in disrespectful, ruthless environments are more likely to be anxious, burned out, and depressed. But leaders often don’t know where to start when looking to improve company culture. Since stressed workers are more likely than their peers to behave in a toxic manner, reducing nonessential work is one way to ease heavy workloads. Modeling respect and integrity can also help discourage toxic behavior at work. [MIT] • The ‘overemployed.’ Employees experiencing burnout at one job are doing something curious: opting to secretly pick up another job. Why? Overemployment lets people dabble in new fields, fast-track financial goals, and have double the job security. No matter the intent in doing so, overemployed people distance themselves from their work so that who they are isn’t solely what they do. For many who feel dissatisfied in the corporate world, this is an empowering way to become self-reliant. [Wired] “Stress affects your ability to regulate your behaviors. You may become more toxic and less able to perceive it in others.” On McKinsey.com • Toxic workplace behaviors. Whether from bosses or colleagues, encountering toxic behavior in the workplace is common, says author and psychology professor Tessa West in an interview with McKinsey Health Institute (MHI) leader and McKinsey senior knowledge expert Jacqueline Brassey. Around the world, one out of four employees experiences toxic behavior at work, according to a recent MHI report on burnout. When people are feeling overworked and overwhelmed, they are less able to read situations accurately, says West. That could mean under- or overperceiving a threat. • Stressed out. When people witness toxic behavior at work, many think that if they’re not the problem, they don’t have to contribute to a solution, explains West. Fear of retaliation and not knowing how to have the conversation can prevent people from stepping in. But that can create a vicious cycle of toxic behaviors as stress cascades through an organization. A stressed-out boss might not pick up on cues that a toxic team member is wreaking havoc on the team, West adds. Read the interview to learn how to identify and address toxic behavior in the workplace. See how to tackle toxic behavior Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:51 - 25 Oct 2022

• How Titanium Economy companies are driving innovation in the US

  Harmony Internal - McKinsey

  Discover the potential ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Katherine Tam   Digital Editor, New York What comes to mind when you think of tech companies? In recent years, companies in Silicon Valley have dominated headlines—and for good reason: they are among the best performing stocks of the past decade. But there is a another type of tech company that’s going largely unseen, creating millions of high-quality jobs and driving innovation across the US. These are industrial-technology companies, which could be redefining the future of US manufacturing. While most are not household names, these companies have seen an 11 to 15 percent return on invested capital over the past decade, rivaling that of Silicon Valley’s top performers. To find out more, read this article by Kimberly Borden, David Ebenstein, Inga Maurer, and Asutosh Padhi and be sure to preorder the forthcoming book The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America by McKinsey’s Asutosh Padhi and his coauthors Gaurav Batra and Nick Santhanam. The Titanium Economy: An introduction Meet the US industrial-technology companies that are driving innovation and sustainable and inclusive growth. Discover the potential   Quote of the day “Costs are rising everywhere at the moment. We are in a totally new world, and companies are going to have to reconfigure how they think about their operations.” —Rana Foroohar, an associate editor at the Financial Times and a global economic analyst for CNN, on ‘patriotic capitalism’ in a recent Author Talks interview   Chart of the day See today’s chart   ALSO NEW Vaca Muerta: An opportunity to respond to the global energy crisis Unconventional resources can help increase the supply of affordable and reliable oil while reducing global greenhouse-gas intensity. Seize the opportunity   Grow or exit? Overcoming the scale trap in life insurance closed books The COVID-19 pandemic has exacerbated challenges for insurers in continental Europe. M&A deals with closed-book players can help insurers continue to create value. Avoid the trap   How does Gen Z see its place in the working world? With trepidation Americans 18 to 24 years old report high rates of mental-health challenges, impediments to effective work, and worries about the future, our latest American Opportunity Survey shows. Consider the emerging generation   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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:04 - 24 Oct 2022

• [Last Chance] Enhancing API Developer Experiences

  SmartBear

  Register now to learn about the future of API design from Forrester!

  VIEW IN BROWSER Forrester: Event-Driven APIs It's not too late to register! On Tuesday, 10/25, SmartBear API expert Josh Ponelat and Forrester Sr. Analyst David Mooter will be discussing the value RESTful + event-driven APIs for an enhanced developer experience. As companies grow and rely more on automation and expansion through APIs, so does the need to manage that increasing complexity. EDAs add a backbone to an organization's internal services, satisfying the need to rapidly deploy new services, engage in real-time communications and deliver more value both internally and to end-users. Register Now   What We Will Cover: Trends in APIs and Microservices Why - and how – event-driven APIs have grown in popularity How RESTful and event-driven systems can succeed in concert How to enhance developer experience across both RESTful and event-driven APIs Which protocols are emerging to add governance and precision to event-driven APIs Register Now   Hope to see you there! P.S. Feel free to complete our State of Software Quality | API survey to help shape the future of software development!   Andrew Marotta Growth Marketing Manager, SmartBear andrew.marotta@smartbear.com

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

  

  ---

  by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 09:06 - 24 Oct 2022

• Room to grow: A leader’s guide to the space economy

  Harmony Internal - McKinsey

  Beam me up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Most of us are unlikely to travel to space any time soon. But with the space economy lifting off in spectacular fashion—estimates are that the market will exceed $1 trillion by 2030—it’s possible to participate in the adventure without ever leaving our desks. New space technologies are already pervading our daily lives, and by the end of the century, people may be “working and living on the moon and living on Mars as well, because we’re building up that infrastructure,” as this McKinsey podcast suggests. In the meantime, your mission, should you choose to accept it, is to ensure that you and your organization benefit from the journey. AN IDEA Stay grounded The space economy’s potential to transform people and organizations on Earth is just beginning to be realized, according to McKinsey’s Mina Alaghband, Ryan Brukardt, and Jesse Klempner in this McKinsey Technology Council podcast. “For more than 50 years, space has been the domain of governments, and that’s largely been due to the excessive cost of actually getting into space,” says Brukardt. But recent technological advances have cut the costs of travel and enabled greater access to space, along with producing practical applications: for example, satellite-based imaging technologies such as remote sensing could enable people to see the exact number of cars in a parking lot. “We’re really at the precipice of a monumental shift,” Brukardt says. “Think about aviation in the ’20s or the internet in the early ’90s and compare it with where we are today. I think we’re at that inflection point now with space.” To participate in this growing “space for Earth” economy, leaders across industries may need to consider ramping up the speed of innovations, bringing on suitable talent to work in the space sector, and educating themselves about the needs of potential private- and public-sector customers. A BIG NUMBER $10 billion That’s the approximate amount of private-sector funding that went into space-related companies in 2021—and it represents an all-time high as well as a tenfold increase over the past decade. Along with this surge comes a small but significant shift in investment from low-Earth-orbit satellites to missions in lunar and beyond orbits, which are more distant from Earth. These ventures may provide a pathway for innovative start-up industries, such as mining rare materials in space. A QUOTE “We are in a critical window for ensuring [that] space is a safe, sustainable, and accessible domain for all; without quick and decisive action, positive outcomes may not be realized.” That’s the authors of a joint report by McKinsey and the World Economic Forum on the crucial role of the space industry in enhancing life on Earth. As the sector becomes more crowded and competitive, and new operating models emerge, existing frameworks for governance may no longer be effective. Many leaders believe that five critical actions are essential for a healthy and self-sustaining space economy; these include investment in advanced technologies and global collaboration among nations and industries to support the growth of a private space sector. A SPOTLIGHT INTERVIEW “I love the fact that young people are still excited about space and want to come into our industry,” says Debra Facktor, head of U.S. Space Systems for Airbus U.S. Space & Defense, in this discussion with McKinsey. She underscores the importance of nurturing talent specifically for the burgeoning space sector, noting that women and underrepresented minorities in particular need encouragement to go into fields like aerospace. While expertise in math, science, and technical fields is essential, other types of skills are also needed: “People who know how to communicate, people who know how to draw up contracts, experts in political science, experts in the arts—these are all important parts of our space ecosystem,” Facktor says. CLOSE ENCOUNTERS Afraid of running into aliens in space? You’re more likely to collide with space debris, which is rapidly shaping up to be a major threat to space missions. Tens of thousands of defunct objects—including nonoperational satellites, old rocket bodies, and even paint chips—are currently in orbit and pose serious hazards to objects on a crossing trajectory; several high-profile collisions have been reported. Cleaning up space junk isn’t an easy task, but governments and private organizations could consider some actions to mitigate risk, such as tracking satellite movements and collaborating with satellite operators on physical debris removal. Lead with gravity. 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

  ---

  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:12 - 24 Oct 2022

• How can European executives protect and grow their companies in a time of crisis?

  On Point

  Six dimensions of resilience ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York Europe’s leaders put to the test In the news • Factories go dark in Europe. European manufacturers that produce goods ranging from glass to toilet paper are weighing factory closures and layoffs as they confront an existential threat from increasing energy prices. Higher prices also mean consumers are likely to reduce their spending on nonessential products, creating even greater pressure on businesses. In July, factory production saw the biggest decline in more than two years, falling 2.3% compared with the previous year. Executives are working with local and regional officials to find solutions, but the swiftness with which the crisis is spreading has upped the stakes. [NYT] • The European challenge. Life in Europe is being challenged by the wartime economy, which has put downward pressure on real-wage growth and living standards. But Europe has been tested before. Sharing energy resources and financial assets are two ways the bloc may be able to endure simultaneous crises, but many nations also have to contend with their own debt loads, which grew during the COVID-19 pandemic. That could jeopardize the likelihood of regional solidarity. [Bloomberg] The latest McKinsey scenarios, undertaken in partnership with Oxford Economics, suggest that European GDP will most likely contract overall in 2023. On McKinsey.com • European leaders’ resilience playbook. Challenging economic conditions are creating a defining moment for European executives. Rather than rely on the old rules for navigating a downturn that might have been relevant during the COVID-19 pandemic, Brexit, or the eurozone crisis, leaders should develop a resilience agenda that addresses short-term issues—like supply chain disruptions—as well as longer-term challenges, such as geopolitical shifts, explain McKinsey senior partners María del Mar Martínez and Homayoun Hatami and their coauthors. • Six dimensions of resilience. Identifying where a business faces its most pressing challenges will help executives understand how to create a nimble strategy against a downturn. Some, for instance, may be financially constrained, while others may not be able to produce their goods given supply chain shocks. Once a business identifies where its vulnerabilities are, it can then move on to run repeated scenario analyses to adapt to new challenges quickly. See six dimensions of institutional resilience that can help European companies withstand repeated shocks. Explore our resilience framework Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:42 - 24 Oct 2022

• The week in charts

  The Week in Charts

  Growth expectations, health screening, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored optimism in the energy and materials industry, health providers’ screening of social detriments versus their programming to meet patient needs, demand for power-to-liquid fuel, Africa’s electronic payments market, and companies’ quest for sustained growth. FEATURED CHART Positive energy See more This week’s other select charts Screening is just the start  The power of greener jet fuel  Move over, cash  Growing up is hard to do Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:22 - 22 Oct 2022

• The real meaning of shareholder value

  Harmony Internal - McKinsey

  ‘Short-termism’ is the enemy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   McKinsey Classics | October 2022 The real meaning of shareholder value Early this century, “shareholder value” had become a kind of religion, and like all religions it had its heresies. One was the idea that companies create shareholder value by maximizing short-term profits. That illusion gave rise to the 2007–08 financial crisis and the resulting Great Recession. Some academics and even business leaders then embraced another too-simple idea: that companies should aim to serve the interests of all stakeholders, including customers, suppliers, and communities. In 2015, a McKinsey team wrote an article evaluating these claims. Its conclusions will always be important and might soon become essential. McKinsey partner Tim Koller and his coauthors agreed that most companies create long-term value for shareholders only by satisfying other stakeholders too. But they argued that the debate had muddied a more basic truth: creating shareholder value doesn’t mean maximizing short-term profits, and companies that confuse the two threaten the interests of shareholders and stakeholders alike. Since the real problem is “short-termism,” companies need a broader definition of shareholder value, not a vague stakeholder agenda that tries to reconcile interests that may not always be aligned. Our classic “The real business of business” makes the case for this. —Roger Draper, editor, New York Learn why shareholder capitalism is still the best path for economic prosperity. Related Reading Witold Henisz, Tim Koller, and Robin Nuttall, “Five ways that ESG creates value”  Michael Birshan, Tim Koller, and Ishaan Seth, “Reflections on 20 years of McKinsey on Finance—and three challenges ahead”  McKinsey on Finance: 20th anniversary collection  Did You Miss Our Previous McKinsey Classics? Getting beyond bureaucracy in human resources There’s an antidote to questionnaire overload and multipage templates: understanding their strategic purpose. Read our classic 2015 article “Getting beyond bureaucracy in human resources.” Learn how HR can help companies realize their goals  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:29 - 22 Oct 2022

• A new era, Gen Z, social capital, and more big reads for the weekend

  Harmony Internal - McKinsey

  Big reads for the weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York As you unwind this weekend, catch up on the week’s essential reads on transitioning to a new era, social capital, Gen Z mental health, and more. Are we on the cusp of a new era amid economic and political turbulence? Chris Bradley, Jeongmin Seong, Sven Smit, and Jonathan Woetzel take a look at five domains. Download the full discussion paper How can organizations manage workplace interactions more intentionally to increase connectivity? John Parsons and Brooke Weddle talk about this and more in a new episode of The McKinsey Podcast. Make meaningful connections André Dua, Kweilin Ellingrud, Michael Lazar and their coauthors spotlight Gen Z on how this generation feels about itself and its place in the working world. Consider the emerging generation Our weekly briefing note on sustainable and inclusive growth explores fusion energy, battery demand, China’s theme parks, and more. Get the latest update Quote of the day “We now have a new economics where the best economists in the world are showing that smart, bold action on climate change leads to more economic efficiency: we use resources better; it drives new technology, lowers risks, and reshapes expectations about the future.” —Dr. Andrew Steer, president and CEO of the Bezos Earth Fund, on Asia’s transition towards net zero in “Decarbonization: The new frontier for investment and innovation” Chart of the day See today’s chart ready to unwind? Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz   What is CX? The answer to this question—and others—is available in our new McKinsey Explainers series. Early access to the full series is available exclusively on our Insights app. Read more   7-Down: 1987 #1 hit for U2... or a homophonic hint to this puzzle’s theme Know the answer? Test yourself with the latest McKinsey Crossword, U2 | No. 98. Get clever  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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:25 - 21 Oct 2022

• Team InfodriveIndia wishes you Happy Diwali

  Team InfodriveIndia wishes you Happy Diwali

  Dear MD Abul Khayer, Wish you a very Happy and Prosperous Diwali. This Diwali, scale your business to new heights using Volza Solution Unsubscribe

  

  ---

  by "Raakesh Saraff" <prashant.kumar@infodriveindia.com> - 02:42 - 21 Oct 2022

• On the cusp of a new era?

  Harmony Internal - McKinsey

  Download the full discussion paper ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Global Institute On the cusp of a new era? Current economic and political turbulence could presage the start of a new era that is structurally very different with a new narrative of progress. Download the full discussion paper Related Reading Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle  We’re helping build an economy that works for all. 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

  ---

  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 12:58 - 21 Oct 2022

• Companies that build digital trust outperform their peers

  The Shortlist

  Goals, meet reality ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | OCTOBER 21, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, we delve into why digital trust matters so much. Plus, a peripatetic podcast with the economist Tyler Cowen, and a look back at the Stanley Steamer and how its demise offers lessons for the car market of today. What is digital trust and why does it matter to businesses? We define it as consumer confidence in an organization to protect their data, enact effective cybersecurity, offer trustworthy AI-powered products and services, and provide transparency around AI and data usage. Consumers increasingly want to know a company’s policies before buying its products or services. A trust gap. A recent McKinsey global survey of more than 1,300 business leaders and 3,000 consumers shows that companies are confident in their ability to establish digital trust: nearly 90 percent believe that they are at least somewhat effective at mitigating digital risks. However, this assuredness is largely unfounded. Fifty-seven percent of executives report that their organizations suffered at least one material data breach in the past three years; many of these breaches resulted in financial loss (42 percent of the time) or customer attrition (38 percent). Best practices. The survey results suggest that delivering on digital trust could provide significant benefits beyond satisfying consumer expectations. Digital-trust leaders are defined as those companies with employees who follow codified data, AI, and general ethics policies and that engage in at least half of the best practices for AI, data, and cybersecurity that we asked about. They are less likely to have experienced a negative AI incident in the past few years, and are 1.6 times more likely than the global average to see revenue and EBIT growth of at least 10 percent annually. A focus on value. Senior partners Alex Singla, Kate Smaje and their team looked at the practices of digital-trust leaders to see what they’re doing differently. They found that success starts with goal setting, particularly those that cultivate value. These include strengthening existing customer relationships and acquiring new customers by developing competitive advantage through faster recovery from industry-wide disruptions. In a digitally connected and data-driven world, achieving digital trust is a major strategic imperative and a huge business differentiator. Off the charts The aftermarket: No longer an afterthought? While many industries have learned that aftermarket services can be a critical component of the sales mix, many aerospace and defense (A&D) companies have treated the aftermarket as an afterthought. Recently, however, some A&D companies have been assessing the opportunities to accelerate revenue growth and improve profit margins even while they face a range of common challenges. Five priorities, grounded in data, can point the way. Check out our chart of the day here. PODCAST ‘Get more and better mentors’ Tyler Cowen, a prominent economist, author, podcaster, and talent investor, discusses how to better match human talent to opportunities, including his belief that young people benefit from attending events with top talent. “They will absorb the energy of that talent, they’ll see how that person presents, how they carry themselves, what kind of charisma they have. The idea of top talent will become emotionally vivid to them.” He also shares a piece of advice for people of any age: “Get more and better mentors, no matter what your station in life is. And your mentors can be younger than you.” More on McKinsey.com Resetting the e-commerce model in Europe | To achieve profitable growth, winning EU consumer goods players are reprioritizing channels and markets to drive online sales, shifting to an online-first playbook, and investing in tech and specialist talent. Four keys to merger integration success | In large transactions, integration is the phase that business leaders struggle with the most. M&A experts share the integration practices that set the most successful large deals apart. How effective boards approach technology governance | As technology’s strategic importance to the business expands, management needs stronger board guidance. Four engagement models have proven useful. LOOKING BACK The little engine that couldn’t To mark the 125th anniversary of the Stanley Steamer, McKinsey partners Russell Hensley, Moritz Rittstieg, and Shivika Sahdev write about what lessons the dawn of the car market holds for the disruptions of today. This is a lightly edited excerpt from their article. What would you imagine as the “car of the future,” if you were imagining it 125 years ago? At the end of the 19th century, the Stanley brothers—twins Francis and Freelan—imagined an automobile that would be aesthetically pleasing. They aspired for high but safe speeds. They strove for a vehicle that was intuitive and reliable. And, inculcated by 19th-century industry, they imagined a car that would run on steam. They created their automobile in a rapidly industrializing United States, in 1897, and five years later branded it the Stanley Steamer. For two remarkable years, in the days before the Ford Model T, it was the highest-selling car in the country. When the Stanleys put their working model on the road, steam dominated commerce: it propelled the world’s navies and gave rise to an intricate network of coaling stations, coaling islands, tugboats, cruise ships, battleships, and dreadnoughts. The success of steam-powered railroads did not make steam-powered automobiles a sure thing in 1897. Just like today, multiple powertrains—including internal-combustion engines (ICE) and electric motors—were available. Records show that in 1900, US companies manufactured about 4,200 automobiles: 40 percent were steam-powered, 38 percent were electric, and 22 percent were ICE. Steam cars, which could be powered by a variety of fuels—from coal and charcoal to kerosene and wood—had an uneven range, at least from the driver’s perspective. One steam car reached 1,500 miles on a single load of fuel. Practically speaking, however, steam automobile range was restricted by the requirement to keep adding more water. Drivers needed to stop for water-tank top offs to keep their car kettles boiling. The Stanleys produced about 500 cars in 1917; the four-passenger touring car was priced at $2,550. However, a gentleman by the name of Henry Ford produced more than 600,000 Model Ts that same year; its five-passenger touring car was priced at $360. Unlike the Stanleys, Ford thought relentlessly in systems—when developing the assembly line, when thinking of costs, and when imagining consumer expectations on speed power, range, reliability, and, especially, price. There are remarkable parallels between the dawn of the 20th century’s transition from steam to ICE, and the 21st century’s challenges of moving from ICE to electric (or possibly, or in tandem, to hydrogen or to other non-carbon-emitting fuels). First is the challenge of form and function: What exactly does a great car mean? It should be a reliable, well-running vehicle to move people and goods. But increasingly, a great car is a platform, bringing technologies to bear that enhance driving safety and efficiency. Second is the challenge of resources. As Henry Ford recognized, but the Stanleys seemingly never fully grasped, making a great car requires not only operating a great factory but also considering infrastructure. Even as market demand for electric vehicles today catches up to forecast expectations, leaders know that they must do everything they can to advance investment in effective supporting infrastructure. This means connecting cars to the electric power grid for refueling convenience, bolstering the grid’s resilience, and providing new electric-power utility via the power plant within each vehicle. As these two epochs show, a great car can create great change, but the future always has the last word. Imagine the ecosystem of the future, and you can imagine the car of the future. In exactly that order. Share this Looking Back 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

  ---

  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:24 - 21 Oct 2022

• Consumers still crave digital services. Where are the biggest opportunities for companies?

  On Point

  Five big digital adoption leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York On digital growth In the news • Open for business. Open banking, the idea that third-party developers can build applications and services around financial institutions using APIs, could help open up new opportunities for digital consumers in Africa. The practice, which is already applied frequently across the tech industry, could offer more flexibility in contactless payments across borders, leading to greater financial inclusion across more rural areas on the continent. The worldwide open-banking market generated $13.9 billion in revenue in 2020. [Quartz] • ‘DeFi-ing’ the odds. Decentralized finance (DeFi) is a financial-technology infrastructure that allows people to engage in financial services without the traditional barriers to entry (such as applying for a loan through a brick-and-mortar bank). It could also be the key to helping the more than one billion people around the world who don’t have access to financial services but do have access to a mobile phone realize their own financial mobility. [WEF] With large swaths of people still digitally underserved, we believe that digital adoption has not yet hit 50% of its full potential. On McKinsey.com • Five surging sectors. Banking, telecommunications, insurance, entertainment, and utilities have all seen the biggest increase in digital adoption in the past year, according to a new McKinsey survey. Indeed, 90% of consumers in these sectors are digital adopters. But McKinsey’s Neira Hajro, senior partner Kate Smaje, and coauthors explain that even in strong sectors with high rates of digital adoption, there’s still room for growth. By digitizing more complex transactions, such as mortgage applications, companies can further grow revenue. • Looking for connection. Within the telecommunications sector, organizations have significantly more opportunity in emerging markets than they do in developed countries. Consumers in these markets are twice as likely than those in Europe and North America to say they would increase spending on things such as better connectivity and entertainment. See where else businesses can improve consumers’ digital experiences—such as in product selection and payment experiences. Explore opportunities in digital Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:55 - 21 Oct 2022

• Women in the Workplace 2022

  Harmony Internal - McKinsey

  Rise to the moment ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Emily Adeyanju   Digital Editor, Charlotte Did you know that for every 100 men promoted to managerial levels, only 87 women experience similar advancement? That number drops to 82 for women of color. The latest Women in the Workplace report conducted by McKinsey in partnership with LeanIn.org offers insight into the three main reasons women leaders are changing jobs at record rates: they are experiencing barriers to advancement, feeling undervalued, and seeking a more inclusive work culture. So what can companies do to make meaningful progress toward gender equality and retain women leaders? Check out this year’s report, with insights from McKinsey’s Alexis Krivkovich, Ishanaa Rambachan, Monne Williams, Lareina Yee, and their coauthors to learn how your company can develop a road map to gender equality. You don’t want to miss this important update. Women in the Workplace 2022 Women leaders are switching jobs at the highest rates we’ve ever seen, and ambitious young women are prepared to do the same. To make meaningful and sustainable progress toward gender equality, companies need to go beyond table stakes. That’s according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org. Rise to the moment Quote of the day “The critical thing to understand is that building for a historically marginalized group results in better outcomes for everyone.” —Annie Jean-Baptiste, head of product inclusion and equity at Google, on inclusive innovation in “Making product inclusion and equity a core part of tech”  Chart of the day See today’s chart ALSO NEW Women Matter Mexico 2022: Lights and shadows of the pandemic In Mexico’s workforce, the COVID-19 pandemic had more impact on women than on men. The experience suggests how flexibility, hybrid working, and effective communication can benefit everyone involved. Understand the challenges   The scaling imperative for industry 4.0 Global Lighthouse Network organizations continue to light the way in the Fourth Industrial Revolution. To keep up, companies must now scale technologies across sites and value chains. Raise efficiency  The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America Asutosh Padhi, Gaurav Batra, and Nick Santhanam reveal manufacturing, an under-appreciated and under-valued sector of the economy, for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices—a bright spot in an economy that has too often been buffeted by external shocks. #TitaniumEconomyBook Preorder now  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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:37 - 20 Oct 2022

• Stay at the forefront of advances in technology.

  Stay at the forefront of advances in technology.

  Email preferences adjusted to your needs.

  Receive Only What Interests You Most Stay connected Let's Stay Connected Keep your hand in the pulse of technology innovation by staying in touch with Intel. Visit Subscription Center to change or update when and how you receive emails from us. Update my preferences View in browser.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Newsletters. To view and manage your marketing-related email preferences with Intel, please click  here. © 2022 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

  ---

  by "Intel Corporation" <subscriptions@plan.intel.com> - 01:50 - 20 Oct 2022

• [Webinar Reminder] Event-Driven Architectures with Forrester

  SmartBear

  Avoid the FOMO! Join us to learn bout RESTful + Event-Driven APIs

  VIEW IN BROWSER SmartBear + Forrester Haven't made plans for October 25th yet? Good! Forrester is joining us for an extra special webinar event highlighting event-driven architectures. Register Now   Hi Abul, I wanted to make sure you had a chance to register for our upcoming webinar with Forrester Senior Analyst, David Mooter. David will be joined by SmartBear’s Josh Ponelat – they have an exciting agenda planned!  Check out the full agenda below:   What We Will Cover: Why - and how – event-driven APIs have grown in popularity How RESTful and event-driven systems can succeed in concert How to enhance developer experience across both RESTful and event-driven APIs Which protocols are emerging to add governance and precision to event-driven APIs Register Now   Hope to see you there! P.S. Feel free to complete our State of Software Quality | API survey to help shape the future of software development!   Andrew Marotta Growth Marketing Manager, SmartBear andrew.marotta@smartbear.com

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

  

  ---

  by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 09:07 - 20 Oct 2022