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• We hope you get to catch this live session | 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> - 08:04 - 7 Nov 2022

• How big data can be used to build a more equitable future

  Harmony Internal - McKinsey

  Be cautiously optimistic ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Editor, New York What comes to mind when you think of big data? Are you concerned about the negative effects of automation, AI, and data collection, especially as it relates to privacy? While technology can certainly do harm, tech policy scholar Orly Lobel says that advancements in technology can also lead us toward a more equitable future. In a new Author Talks interview, she argues that technology can be a powerful tool for positive societal change, and that it’s important that we “know what the worst practices are,” while also having “a vision and blueprint of the best practices.” Be sure to join the conversation. And for more on how institutional investors and private equity firms can use data to measure progress in diversity, equity, and inclusion, check out this recent article from David Baboolall (they/them) and Alexandra Nee (she/her). Author Talks: In defense of big data Public discourse is often wary of automation, AI, and data collection, but along with the risks of digital technology comes its power to address climate change and prevent discrimination. Be cautiously optimistic   Quote of the day “We solve short-term problems of food and water. But if we could apply the same mentality to the long-term hunger and food issues we face, wow, there wouldn’t be one child hungry anymore in America, for sure, and in the world.” —José Andrés, chef and founder of World Central Kitchen, on his approach to emergencies in a recent McKinsey Quarterly interview  Chart of the day See today’s chart   ALSO NEW Renewable-energy development in a net-zero world: Overcoming talent gaps The rapid growth of renewables depends on the industry finding enough employees with the right skills and experience. Discover more   The Titanium Economy: Capturing opportunities in the energy transition Industrial technology companies have a key role in the sustainability marketplace. Take the leap   Accelerating green growth in the built environment The industries that make up the built environment are highly fragmented and slow to change. Creating green growth requires shifts in how players design, build, operate, and decommission assets. Accelerate progress   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> - 06:24 - 7 Nov 2022

• A leader’s guide to strengthening workplace connections

  Harmony Internal - McKinsey

  The ties that bind ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Office friendships, a staple of TV sitcoms, may not be as intense in real life as they are onscreen. But there’s little doubt that social ties in the workplace used to be much stronger before the pandemic and its aftermath, which loosened most of our physical links to the office. As traditional ways of working change, social capital—the workplace connections that are essential to both individual advancement and organizational cohesion—has plummeted. It falls squarely to leaders to rebuild the networks, relationships, and engagement that can strengthen productivity and company culture. Here are some strategies to consider. AN IDEA Manage social capital intentionally As remote work takes root in many organizations, the workplace camaraderie and connections that office workers previously took for granted are declining fast—and may be a factor in the discontent that leads to employee attrition. To counter this, business leaders should consider managing social capital with the same intentionality and precision that they bring to handling human, financial, and other forms of corporate capital. Based on their survey of more than 5,500 US workers on the state of their networks and connections, McKinsey senior partners John Parsons and Bill Schaninger, along with coauthors Taylor Lauricella and Brook Weddle, suggest that leaders can evaluate an organization’s social capital by examining whether employees have the motivation, access, and ability to build relationships. Leaders can then offer individual coaching and mentorship, as well as initiate organizational network-building activities. A BIG NUMBER 55% That’s the percentage of US frontline workers who are dissatisfied with the number and quality of relationships within their professional networks, according to McKinsey research. Sixty-six percent of frontline employees report networking less than once a month or not at all since the start of 2022. However, most workers do connect frequently with their bosses and coworkers; this gives leaders a chance to empower frontline managers and peers to create community and build networks for one another. Leaders can also help by encouraging frontline participation in town halls and events and supporting social activities. A QUOTE “An inclusive environment, in which employees feel strong positive bonds that enable better performance, is an important consideration for employees as they plan their careers.” That’s according to a McKinsey survey of inclusion in the workplace, defined as the extent to which individuals feel that their authentic selves are welcomed at work, enabling them to make the connections and contributions that advance their career goals. Respondents consider inclusion so important that 39 percent have turned down a job because they did not perceive the potential employer as inclusive. Leaders can help foster the connections that strengthen inclusion—for example, by helping underrepresented colleagues develop meaningful support systems and creating an inclusive, purposeful experience for everyone. A SPOTLIGHT INTERVIEW ‘I think social capital can be built in a virtual context as well as an in-person context,’ says McKinsey partner Brooke Weddle in this podcast on how to build a better sense of community in a workplace reshaped by the pandemic. In a large-scale survey of US-based companies, “we found that access to social capital has gone way down,” says Weddle. “Specifically, fewer than 15 percent of employees reported that their network had grown.” One way to address this may be to build social capital into performance management systems; for example, sponsorships that help junior employees advance can motivate people to develop relationships. Leaders can highlight the importance of social capital through actions such as checking in with team members on a personal level before starting a meeting. “I think leaders can play a big role in terms of role modeling what it looks like to place importance on the concept of social capital,” Weddle says. BFF Should you cultivate a best friend at work? Workplace friendships have been shown to improve employee engagement, retention, and satisfaction, and their absence can cause isolation and depression. But there’s a flip side: being too friendly with people at work can lead to friction, competition, perceptions of favoritism, or blurring of professional and personal boundaries. For example, you may avoid making a tough decision in the workplace because of fear of offending a friend. Leaders would do best to avoid such situations; rather, they may want to focus on instilling trust and confidence among employees, with the goal of improving overall workplace happiness. Lead socially. 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> - 02:09 - 7 Nov 2022

• Hydrogen could play a key role in a low-carbon future. Here’s how.

  On Point

  Five charts on hydrogen  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta The rise of clean hydrogen In the news • Greener and cleaner. The steep price of natural gas is making it costlier to produce hydrogen from fossil fuels, accelerating investment in green hydrogen, according to a new report. Since the war in Ukraine began, natural-gas prices have jumped by more than 70%, making it more economical to produce green hydrogen (also called clean hydrogen), according to Carbon Tracker, a UK-based think tank. Since February, governments and companies in 25 countries have earmarked $73 billion for green-hydrogen production. [Reuters] • Green-hydrogen goals. India, the third largest global producer of greenhouse-gas emissions, is aiming to become a major producer of green hydrogen. Experts tout green hydrogen’s potential to decarbonize steel mills, petroleum refineries, and other heavy industry. But currently, India produces very little of the fuel. India’s net-zero ambitions are being backed by prominent business leaders, including one who has promised to invest $70 billion to develop green hydrogen and other clean-energy technologies. [Bloomberg] In 2050, hydrogen could contribute more than 20% of annual global emissions reductions. On McKinsey.com • Clean-hydrogen demand. Hydrogen could play a key role in helping the world reach net-zero emissions by 2050, according to McKinsey senior partner Bernd Heid, partner Markus Wilthaner, and coauthors. Most hydrogen today is produced with fossil fuels. However, fulfilling hydrogen’s potential as a tool for decarbonization will require a significant scale-up of clean hydrogen. Demand for clean hydrogen could grow to approximately 660 million metric tons annually by 2050, analysis by McKinsey and the Hydrogen Council finds. • Accelerating investment in hydrogen. Investment in hydrogen is ramping up, too. Around the world, more than 680 large-scale hydrogen projects have been announced, totaling $240 billion in investment. Europe accounts for 314 of the announced projects, and China accounts for roughly half of those in Asia. Hydrogen export hubs have also been announced in Africa, Latin America, the Middle East, and Oceania. See five charts that show the outsize role that hydrogen could play in helping the world reach a low-carbon future. Discover hydrogen’s potential 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> - 12:41 - 7 Nov 2022

• [Webinar Invite] How to Create an Optimized API Development Process

  SmartBear

  Don't forget to register to learn how SmartBear can help in your API Development Process

  VIEW IN BROWSER How to Create an Optimized API Development Process Successful digital strategies rely on delivering quality and consistent APIs. To do so, you need an integrated and optimized API development workflow that ensures quality while improving efficiency. Join us on November 9th and/or 11th to learn how you and your team can best deliver high-quality APIs at speed and scale. Register Now   What We Will Cover: Enforce API standards across your organization Reduce API development time and effort Improve overall API quality This webinar will touch on SmartBear's API Lifecycle tools: SwaggerHub, Pactflow, and ReadyAPI Register Now   Upcoming Events     UPCOMING WEBINAR Collaboration and Automation for APIs In this three-part webinar series, we’ll help development and testing teams learn how ReadyAPI can be adapted to meet these evolving API testing needs. Register Now   ANNUAL SURVEY State of Software Quality | API Survey Your feedback helps shape the future of API design, documentation, and governance. Participate now and SmartBear will donate to a charity on your behalf! Take Survey   Hope to see you there! P.S. We will send out a recording after the webinar in case you cannot attend.   Andrew Marotta Growth Marketing Manager, SmartBear andrew.marotta@smartbear.com

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

  

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  by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 09:31 - 6 Nov 2022

• The week in charts

  The Week in Charts

  Black consumers' needs in financial services, why insurance carriers are looking to the cloud, 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 Black consumers' needs in financial services, why insurance carriers are looking to the cloud, circular-economy product segments in Europe, resilient distributors, and supply-chain resilience. FEATURED CHART A gap in financial services See more This week’s other select charts Cloud control  Round and round we grow  Hanging tough  Ramping up supply chain resiliency Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:52 - 5 Nov 2022

• Is the world transitioning to the next era?

  McKinsey&Company

  Plus, a resilience framework for European leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, November 2022 Today’s events—a global pandemic, energy scarcity, rapid inflation, and geopolitical tensions—might feel like a cluster of earthquakes that is reshaping our world. Are we in the early throes of a seismic shift? In a new discussion paper from the McKinsey Global Institute (MGI), director Chris Bradley, partner Jeongmin Seong, chairman and director Sven Smit, and director Jonathan Woetzel suggest a framework to imagine a new era, drawn from a historical perspective of the structural tectonics that underpinned the world we have today and how they might play out. Our second featured story this month provides a resilience framework for European business leaders as they face a confluence of crises and a deeply unsettled economy. Other highlights in this month’s issue include the following topics: why women leaders are switching jobs at the highest rate ever seen how to cultivate organizational resilience why burnout has hit record levels over the past two years and what leaders can do about it which skills current and former COOs see as necessary to operate effectively in the years to come Editor’s choice 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 A defining moment: How Europe’s CEOs can build resilience to grow in today’s economic maelstrom Can leaders lift their companies to the next frontier of resilience—not only to survive but also to thrive? Get the bigger picture THIS MONTH’S HIGHLIGHTS 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. That’s according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org. Rise to the moment Raising the resilience of your organization Repeatedly rebounding from disruption is tough, but some companies have a recipe for success: a systems mindset emphasizing agility, psychological safety, adaptable leadership, and cohesive culture. Adapt now Beyond burnout: What helps—and what doesn’t Despite leaders’ best efforts, worldwide burnout persists. New research reveals why—and how to help employees begin to thrive again. Avoiding burnout Stepping up: What COOs will need to succeed in 2023 and beyond COOs are increasingly important to corporations, but what skills will they need to perform at their best? Business leaders weigh in. Top 5 proficiencies The future of mobility: Transforming to be ahead of the opportunity As electric mobility gains momentum in India and other countries, it could prompt disruptions and structural shifts in the automotive industry. Embrace the possibility Digital twins: The foundation of the enterprise metaverse Companies can leverage digital twins in a way that delivers significant value today—while building the engine for the enterprise metaverse of tomorrow. Take the journey ALSO NEW Decarbonising India: Charting a pathway for sustainable growth US holiday shopping 2022: ’Tis the season to be (cautiously) optimistic The Titanium Economy: How to overcome the challenge of filling high-quality jobs The Great Reset: North American asset management in 2022 Embedded finance: Who will lead the next payments revolution? Author Talks: Turn your work enemies into allies The scaling imperative for industry 4.0 Digital resilience: Consumer survey finds ample scope for growth Author Talks: Dismantling double standards in business with CNBC’s Julia Boorstin How does Gen Z see its place in the working world? With trepidation Identifying opportunities and starting to build a new green business in the industrial sector Tech at the edge: Trends reshaping the future of IT and business What workers want is changing. That could be good for government Women Matter Mexico 2022: Lights and shadows of the pandemic SPECIAL FEATURES We’re helping build an economy that works for all. We’re taking action to create a more inclusive economy through our work with clients, and in local communities. Look closer Deliberate Calm The key to leading through volatility comes from within. #DeliberateCalmBook Preorder now McKinsey on Risk Today’s business and public-sector leaders face a risk landscape disrupted at levels that few have seen before. Download the issue The McKinsey Crossword Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Play now McKinsey Classics Learn why shareholder capitalism is still the best path for economic prosperity with our classic, “The real business of business.” Rewind Get your Daily Read Read a sample of the Daily Read newsletter, and sign up for it or any of our 40+ free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, an editor in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:46 - 5 Nov 2022

• Strategic quitting, learning from emergencies, DEI in private markets, and more: The Daily Read weekender

  Harmony Internal - McKinsey

  Highlights for your downtime ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Editor, New York We’ve made it to November and fall is in full swing in the Northern Hemisphere. As you unwind this weekend, catch up on the week’s essential reads on quitting on time, what emergencies can teach us about solving long-term problems, DEI in private markets, and more. Poker player-turned decision strategist Annie Duke talks about strategic quitting in a recent Author Talks interview. Understand the context Chef and nonprofit founder José Andrés knows a thing or two about working under pressure. He shares his recipe for a successful emergency response in a new interview from McKinsey Quarterly. Listen up How can private markets measure progress on diversity, equity, and inclusion? David Baboolall and Alexandra Nee give the lowdown on DEI data. Go beyond the metrics Our weekly briefing note on sustainable and inclusive growth explores how leaders can weather the current storm without losing sight of ambitious climate goals, renewable-energy development, and more. Get the latest update Quote of the day “Autonomy is key for ventures to succeed. Investors need to give founders the space to do the work. Ultimately, only they can crack it.” —Ante Spittler, CEO and cofounder of Moss, on what he looks for in investors in “Hyperscaling a fintech start-up: Lessons from Moss” 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 omnichannel marketing? 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. Understand new strategies   48-Across: Cookbook author Curry Know the answer? Test yourself with the latest McKinsey Crossword, Hot Stuff | No. 100. Turn up the heat  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> - 06:29 - 4 Nov 2022

• A devilish duality: How CEOs can square resilience with net-zero promises

  Harmony Internal - McKinsey

  5 core actions ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly A devilish duality: How CEOs can square resilience with net-zero promises Amid turbulence on the path to net zero, leaders will have to be much nimbler to balance resilience with an energy future that is secure, affordable, and clean. Five actions can help. 5 core actions Related Reading How to make ESG real  Building Great CEOs  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 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> - 04:45 - 4 Nov 2022

• ‘It’s important to bring the spirit of emergencies to the long term’

  Harmony Internal - McKinsey

  Listen up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly ‘It’s important to bring the spirit of emergencies to the long term’ In the third episode of our series The Quarterly Interview: Provocations to Ponder, chef and nonprofit founder José Andrés talks about what emergencies can teach us about solving long-term problems and being effective in two different spheres. Listen up Related Reading ‘Find the smartest technologist in the company and make them CEO’  See today’s quote of the day 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 Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:04 - 4 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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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:31 - 4 Nov 2022

• The ‘other’ nuclear energy is a powerful climate solution. Is its time coming?

  The Shortlist

  Breaking barriers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | NOVEMBER 4, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, why the case for nuclear fusion is growing stronger. Plus, how a labor shortfall could affect plans to upgrade US infrastructure, and a McKinsey partner and former international sailing champion shares her favorite podcasts. Power problems. Nearly one-third of the globe’s CO2 emissions currently come from power generation. Many governments and utilities are trying to change that, which has helped renewable-power sources such as wind and solar to become cost-efficient and well established. But those zero-carbon alternatives have clear limits—generating electricity when the wind blows or the sun shines, not necessarily when the grid needs it. No carbon. What if a technological breakthrough in another area could help the power sector decarbonize—and help prevent the worst effects of climate change? The potential exists, in nuclear-fusion energy. In a recent article, senior partner Miklós Dietz and his colleagues discuss how fusion could supply power and provide flexibility for zero-carbon electricity grids. This is different from nuclear fission, which releases energy by splitting atoms. Fusion creates energy by combining atoms, typically hydrogen isotopes. Unlike wind and solar power, nuclear-fusion energy is dispatchable, meaning it does not rely on environmental or other external variables to generate power. The process of producing fusion energy is remarkably clean, creating no carbon emissions or long-lived nuclear waste from spent fuel. Really hot. Nuclear fusion has long been considered a too-distant clean-energy solution, given the complexities of heating, and containing, plasma to more than 100 million degrees. But recent technological advances have made it worth considering, both by policy makers and investors. Three things have happened. The development of enabling technologies has allowed fusion to break new barriers. There’s been a sea change in the orientation of fusion research programs. And investment in private fusion funding has greatly accelerated. Clean disruption. Leaders in business, financial management, and government can start to plan for opportunities by first understanding how the development of a working fusion machine could disrupt energy investments. The potential upside could be great enough to make it worthwhile to evaluate whether fusion should have a place in corporate or national energy plans. A fusion-heavy grid would imply major shifts in investment over the next 30 years, including a partial shift away from wind and solar with battery storage and toward fusion machines. Such a grid will also require policy changes for the licensing of facilities. Another contender. The vision in this area doesn’t need to be confined to scientific breakthroughs alone. It will also take support by government, and investors, to provide incentives and investments that will allow an industry to grow. That, by the way, is a path being traveled by another clean-energy contender, hydrogen. More than 680 large-scale hydrogen projects have been announced globally, amounting to $240 billion in direct investments, which could abate about 20 percent of human-driven emissions by 2050 if the world remains on its current global-warming trajectory. Off the charts Sticking with the P/E pack Weighted average and median price-to-earnings (P/E) ratios rarely diverge significantly—and when they do, the gap soon closes. For a broad range of companies, median P/Es were relatively stable not only during 1997–2002 (the run-up of dot-com stocks) and 2020–22 (the heart of the COVID-19 crisis) but also during the nearly two decades in between. In fact, since the late 1980s, median P/E multiples have rarely moved outside a tight band of between 15 and 17 times earnings. The arithmetic mean from 1990 through June 2002 sits almost precisely in the middle: 15.9. Check out our chart of the day here. More on McKinsey.com Will a labor crunch derail plans to upgrade US infrastructure? | A widening labor shortfall in the US construction sector extends far beyond jobsites. Because it varies by location, it demands tailored solutions. How machine learning is helping the fight against money laundering | Money laundering has been an ongoing challenge for compliance, monitoring, and risk organizations, with the bad guys seemingly always a step ahead. Recent enhancements in machine learning are helping to change that. Building greater resilience in vaccine manufacturing | The COVID-19 pandemic has highlighted the need for resilience in vaccine manufacturing. Five considerations can help national public-health leaders plan. INTERVIEW WHAT WE’RE LISTENING TO Helen Mayhew Helen Mayhew, a McKinsey partner based in Sydney and a leader of QuantumBlack, AI by McKinsey, helps organizations use advanced analytics to create business value. Passionate about sailing, Helen is a former world champion and was a training partner to team Great Britain at the Olympics. She fell in love with Australia after sailing the famed Sydney to Hobart yacht race. I have always loved podcasts, but life during the pandemic brought my enjoyment to a whole new level. During lockdown, first in London and then in Sydney, podcasts became a portal to the outside world—and also a form of escapism. Now that the world is (mostly) back to normal, I still love to learn about how technology is changing the world or to dive into people’s life stories. Here are a few of my favorites: One of the most exciting things about working in tech is the speed of change—the constant evolution and acceleration of what is possible. Azeem Azhar’s Exponential View dives fearlessly into the big conversation about how technology is affecting business and society, trying to separate hype from reality. He discusses hydrogen’s role in decarbonization and asks whether collective intelligence beats the market. The podcast is taking a hiatus at the moment, but there are more than 160 produced episodes to choose from. There is a fantastic complementarity between the Masters of Scale podcast, which explores the ideas behind some of Big Tech’s most notable success stories, and How to Fail with Elizabeth Day, which focuses on the exact opposite: what failure teaches people. One of my favorite episodes was with Brené Brown, who speaks so powerfully about the positive impact of leading with humility and vulnerability. Her own podcast, Brené Brown’s Dare to Lead, inspired by her book of the same name, is also consistently thought-provoking. A recent two-part episode with Adam Grant and Simon Sinek is fantastic on the current shifts that we are seeing in the workplace, from the reality of hybrid models to quiet quitting and beyond. As a former international sailor, I’ve always been intrigued by the mindset it takes to be at top of your game. The High Performance Podcast interviews world-class athletes and provides a glimpse into the lives and perspectives of the very best. Among my favorites are interviews with Ben Ainslie (sailing, of course), Jonny Wilkinson (rugby), and Tom Daley (diving).  Macroeconomic and political podcasts can be gloomy, so I try to find happier offerings, such as Reasons to be Cheerful with Ed Miliband and Geoff Lloyd, which takes a dogmatically positive perspective on ideas that would benefit society, from the environment and education to healthcare and philanthropy. For more general reflections on what happiness and purpose mean to people, I love the Happy Place podcast with Fearne Cotton. I was touched by an episode with Richard E. Grant on grief, when he reveals the mantra given to him by his late wife: “Try to find a pocketful of happiness each day.” And finally, not only because it’s iconic but also because it was always on BBC Radio in our kitchen growing up: Desert Island Discs (particularly the archives). You can listen to the life stories of everyone from Margaret Thatcher to Maya Angelou, interspersed with their favorite tracks of all time. And who can resist the theme song, with its imagined backdrop of sun, sea, and sand? Sublime. Share this What We’re Listening To BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:29 - 4 Nov 2022

• When the next pandemic is here, will healthcare leaders be ready?

  On Point

  A framework for responding effectively ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Pandemic preparedness In the news • Enlisting experts. The COVID-19 pandemic isn’t over yet, but leaders are now examining how to refine a response to future health crises. The work to hone public-health messaging needs to take place well before the next pandemic strikes, and leaders should involve experts in human behavior, researchers say. One behavioral economist suggests that organizations make it easier for people to act responsibly. For example, adding hand sanitizer stations in accessible locations increases public willingness to follow hygiene advice. [Nature] • Monkeypox outbreak. Although the global monkeypox outbreak is slowing down, scientists say more research is needed to understand how the virus is transmitted and how to protect people. In the US, daily monkeypox cases hit around 440 in August 2022 and have since declined to around 40. Epidemiologists say increased immunity and changed behaviors have contributed to the decline. But even as the spread of monkeypox slows in some countries, international travel will probably reintroduce it, warns one infectious disease expert. [WSJ] Many countries are investing in strengthening their pandemic preparedness. But how will they know if those investments will prove effective when the next crisis strikes? On McKinsey.com • Unprepared. When COVID-19 was declared a pandemic, many countries found themselves unprepared. The public-health crisis exposed long-standing vulnerabilities, such as flawed communication between public-health officials and healthcare systems. In short, public-healthcare systems weren’t as resilient as had been assumed, explain McKinsey senior partners Lieven Van der Veken and Matt Wilson and their coauthors. To help leaders assess their state of readiness to tackle the next health crisis, McKinsey designed a Pandemic Preparedness Survey. • Responding to the next crisis. Global efforts to strengthen pandemic preparedness are under way now. The US has proposed billions of dollars in new related spending and is creating a center for epidemic forecasting. Meanwhile, Europe has launched the Health Emergency Preparedness and Response Authority. But attention spans can be short, and public-health leaders may need to show that new funding is creating measurable improvements. See a framework that public-health leaders can use to help direct investments to the areas of greatest need. Strengthen pandemic preparedness 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> - 12:33 - 4 Nov 2022

• Understanding good strategy and bad strategy

  Harmony Internal - McKinsey

  Solve problems ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Joyce Yoo   Editor, New York What is strategy? Business leaders are often focused on ambitions and achieving results—and less about developing an action plan, according to Richard Rumelt, professor at the UCLA Anderson School of Management. But strategy is a journey that one takes by solving problems, he says. “It is how you overcome the obstacles that stand between where you are and what you want to achieve,” and the “gap between action and ambition is where most bad strategies come from.” Get into a problem-solving mindset and tune into a recent episode of the Inside the Strategy Room podcast to hear his conversation with McKinsey senior partner Yuval Atsmon and see how companies should reimage strategy amid a rapidly changing world. Why bad strategy is a ‘social contagion’ Author and academic Richard Rumelt explains how to develop strategies that aim to solve problems rather than simply state ambitions. Solve problems   Quote of the day “What we find is when people hit the brakes, become short-termistic, and become very reactive, they’re no longer able to control their own destiny—be it as an organization, as a leader, or even as a parent.” —Ari Wallach, founder and executive director of the futurist think tank Longpath Labs, on why it’s important to focus on the long term in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW What workers want is changing. That could be good for government The public-sector talent gap directly impacts public welfare. Attracting and retaining workers is a top priority for senior leaders across government. Here’s how they could reenergize hiring now. See the findings   Reimagining Mexico’s chemical industry The country’s chemical sector could double in size. A shift toward sustainable products, regionalization, and emerging value pools offers an opportunity to fulfill Mexico’s potential. Rejuvenate the base   The Great Reset: North American asset management in 2022 An “all-weather” agenda can help asset management firms thrive in a tumultuous and uncertain market environment. Learn more   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:35 - 3 Nov 2022

• Reminder: The Future of Urban Mobility

  Reminder: The Future of Urban Mobility 0.7.4

  Dear MD Abul, Next week, on November 10, Nick Maynard, Head of Research at Juniper and Erick Burgueño Salas from Statista, will present a comprehensive view of the Mobility-as-a-Service market, how it works in practice, the key trends, and what the future holds. Register here for the free 30-minute webinar. We look forward to welcoming you! Best regards, the Statista Webinars team E-Mail: webinars@statista.com Statista GmbH, Johannes-Brahms-Platz 1, 20355 Hamburg Representatives: Dr. Friedrich Schwandt, Hubert Jakob Domicile: Cologne | HRB 87129 | municipal court of Cologne You are registered with the following email address: info@learn.odoo.com Manage newsletter preferences | Unsubscribe from all newsletters Information about the timing of deleting personal data, the countries where we save data (e.g., U.S., EU, UK, Singapore), and the companies we collaborate with can be found in our privacy statement.

  

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  by "Statista | Webinars" <webinars@statista.com> - 01:02 - 3 Nov 2022

• Announcement: Sangoma at Africa Com

  Announcement: Sangoma at Africa Com

  Come & Visit Sangoma Booth at Africa Com Cape Town

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  [ Sangoma Engage '21 - Sept. 28-30, 2021 ]

  Africa Com 2022: This Time For Africa !!

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 05:01 - 3 Nov 2022

• Women leaders are leaving jobs like never before. The next generation is set to follow.

  Intersection

  The Great Breakup ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Insights and strategies to nurture diversity, equity, and inclusion in the workplace. In your mailbox every two weeks. First, there was the Great Attrition. Now, there’s the “Great Breakup”: women leaders, already underrepresented in organizations, are quitting at the highest rates we’ve ever seen. In this issue, we explore the implications for organizations that are struggling to retain the relatively few women leaders they have, as well as how intersectionality deepens these dynamics. Check out our experts’ views on how companies can take action to support not only their current senior-level women but also the next generation of women leaders. Plus, a look at how to reestablish connections purposefully in today’s changed workplaces. Women want more from work. And they’re switching jobs to get it. SPOTLIGHT Why are so many women leaving their jobs? They’re facing persistent and strong headwinds when it comes to advancement. And women—especially women of color, LGBTQ+ women, and women with disabilities—are more likely to experience harmful, belittling microaggressions in the workplace. Those are among the startling findings in Women in the Workplace 2022, the largest annual study of women in corporate America, conducted by McKinsey in partnership with LeanIn.Org. The report, coauthored by McKinsey senior partners Alexis Krivkovich and Lareina Yee and other McKinsey experts, presents information from 333 participating organizations employing more than 12 million people, surveys from more than 40,000 employees, and extensive interviews with women of diverse backgrounds to gain a better perspective on intersectionality at work. What the results reveal could have grave implications for organizations, which risk losing not just the women leaders they now have but also the next generation of women leaders—since our research shows that younger women are increasingly placing higher premiums on equitable, inclusive, and supportive workplaces.  DATA DROP The factors that prompt current women leaders to leave their companies are even more important to the next generation of women leaders. TAKE 3 We sat down with McKinsey partner Ishanaa Rambachan, coauthor of Women in the Workplace 2022, to delve deeper into the report’s findings.    1. What is your biggest takeaway from this report? It’s the scale of the Great Breakup, with women leaders leaving their companies at rates we’ve never seen before, and at higher rates than men in leadership roles. To put the scale of this problem into perspective: for every one woman director getting promoted to the next level, two women directors are leaving their current jobs. But what’s interesting is that according to our data, these women aren’t leaving the workforce entirely. Instead, they’re making deliberate choices about where they are choosing to work—and some are even switching industries or perhaps becoming entrepreneurs.   2. Did anything in the results surprise you? Women remain deeply underrepresented in technical roles, and this problem seems to be getting worse, with a lower relative representation of women in these jobs than in 2018. Women in technical roles today are twice as likely to say they’re the only woman in the room at work. Why does this matter? Engineering and technical roles are among corporate America’s fastest-growing and highest-paying jobs. It’s important that we increase the representation of women in technical roles, improve their experiences in these roles, and create equal paths to advancement in order to ultimately improve representation.  Another interesting and positive finding is that ambition remains high. Young women want the same things that are driving women leaders to leave at such high rates. It’s good to see that young women are ambitious, bold, and willing to take a stand for what they want in their workplaces. It’s encouraging for the future. 3. Are there any findings that particularly resonated with you? So many, but two in particular.  The first is the experience of women of color. Only one in 20 C-suite leaders is a woman of color, compared with one in four C-suite leaders for all women. Additionally, for women of color, biases and microaggressions loom large. I hope to see progress on this important issue, not only for myself, my colleagues, and my team but also for my twin toddler daughters as they move forward in the world. I’m also struck by the paradox of flexibility. The vast majority of employees, both men and women, appreciate flexibility. As a working parent, I especially do. At the same time, I find in-person presence valuable; I enjoy being able to spend time with clients, team members, and colleagues. Getting that balance right is a uniquely challenging opportunity for this particular time.  MAKE IT RIGHT Our research shows that many women list remote- and hybrid-work options as top reasons for staying at or joining a company, and only one in ten women wants to work on-site. But these options aren’t just about flexibility. Women experience fewer microaggressions and feel more psychological safety when working remotely. And the decrease in microaggressions is especially magnified for women of color and LGBTQ+ women, as well as for women with disabilities, for whom remote-work options are especially important. Leaders may want to consider these issues when designing work arrangements. LISTEN IN Connectivity in the workplace, or social capital, can help employees learn, flex their creative and collaborative skills, and even advance. But in today’s postpandemic workplaces, where remote work is widespread, social capital can be in short supply. It can, however, be reestablished and rebuilt, according to McKinsey’s John Parsons and Brooke Weddle. Listen to a recent episode of The McKinsey Podcast to learn more about the state of social capital today and how leaders can intentionally and thoughtfully manage workplace interactions.  YOUR TURN Do any of the findings from our Women in the Workplace research particularly resonate with you?  Tell us what you think 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> - 01:55 - 3 Nov 2022

• Work in the public sector? What US civil servants want from their jobs is changing.

  On Point

  Three reasons government workers stay ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta What government workers want In the news • A tough job. US elections have grown so contentious that there’s a shortage of election officials before the November midterm elections. One in three poll workers and other officials has quit because of concerns over their safety, according to one senior leader in election security. Attacks over the validity of the 2020 presidential election have led people to verbally abuse, harass, and even make death threats against officials. More support for election workers is needed, including greater funding for safety training, says one expert. [The Hill] • Seeking public servants. At all levels of government, a scarcity of workers in the US is starting to affect critical services such as disaster-relief efforts, water treatment operations, and public transit. Lackluster salaries and difficult working conditions make it tough for agencies to compete with the private sector when recruiting workers, says one senior economist. From the onset of the COVID-19 pandemic to June 2022, more than 600,000 workers in state and local governments left their jobs, according to federal data. [Governing] US civil servants who were planning to leave cited a lack of career development, unhappiness with leadership, and compensation as their top reasons for leaving. On McKinsey.com • What US civil servants want. A lack of US public sector workers is felt in long airport security lines and ongoing teacher shortages. Increased funding for infrastructure and other projects will likely create more jobs at a time when the public sector already lags behind the private sector in the race for talent, explain senior partners Scott Blackburn and Nora Gardner and their coauthors. McKinsey’s survey of 1,500 government workers reveals that compensation, meaningful work, and workplace flexibility are the top three reasons US civil servants stay in their roles. • Craving meaning. Today’s employees are looking for purpose. In fact, 40% of survey respondents said that meaningful work is what keeps them committed to the civil service. And when it comes to providing meaningful, purposeful work, governments have a significant advantage. A well-crafted job description that emphasizes these qualities could help the next generation embrace public-sector work. See a two-phased approach to attracting, developing, and retaining talent in the public sector. Explore the research 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 - 3 Nov 2022

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  by "Jignesh Pardeshi" <official@uffizio.in> - 11:02 - 2 Nov 2022

• Deliberate calm: How leaders can learn how to change when change is hard

  Harmony Internal - McKinsey

  Truly transform ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Stephanie d’Arc Taylor   Editor, New York Stress test: Leadership in a time of crisis is hard enough. But a situation of extreme volatility and uncertainty, when you don’t know how far things will fall, requires a special, more thoughtful kind of leadership—a kind that takes training and constant practice. “Deliberate calm is a personal toolkit to help leaders change and adapt when it’s the most important and hardest,” says McKinsey senior partner Aaron De Smet, who—along with senior knowledge expert Jacqueline Brassey and Imagine CEO Michiel Kruyt—is the author of the forthcoming book Deliberate Calm: How to Learn and Lead in a Volatile World. Steering a ship through a storm in today’s murky waters, they argue, requires leaders to build competencies previously dismissed as ‘soft’—skills like self-awareness, emotional intelligence, and mindfulness. Check out a new Author Talks interview to learn more, and preorder your copy of the book for concrete protocols on building resilience in times of uncertainty.  Author Talks: How to learn and lead calmly through volatile times Three McKinsey veterans condense decades of boardroom experience and cognitive science into a guide for learning proactively and leading dynamically amid the most uncertain circumstances. Truly transform   Quote of the day “Understanding net zero means you understand climate risk. There are no returns on a dead planet.” —Steve Howard, chief sustainability officer of Temasek, on the urgency for energy transition in “Getting to net-zero in Asia: No returns on a dead planet” Chart of the day See today’s chart   ALSO NEW Measuring preparedness: Are public health systems ready for the next pandemic? Public health leaders could take a more strategic approach to assess and track investments in preparedness for future infectious threats. Improve preparedness   In pursuit of value—not work Are you working for work’s sake or creating value? Be thoughtful   Renewable-energy development in a net-zero world Global decarbonization will require a massive build-out of wind and solar farms. But can developers find enough land, secure the supply chain, and recruit workers while maintaining profitability? Discover more   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:41 - 2 Nov 2022