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• A leader’s guide to strategic courage

  Harmony Internal - McKinsey

  The end game ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 It’s probably a given that leaders need to be courageous, but that can take many forms—and these days, courage is more likely to be effective if it is flexible, nuanced, and contextual. Just as leadership styles vary, ways of expressing courage can vary, from restrained determination to outspoken self-confidence. Courage in leadership has never been more essential than now, when our uniquely challenging times demand bold and confident responses. But whether your style is swashbuckling warrior or quiet crusader, it is critical to deploy your courage in strategic ways to advance your organization’s objectives and your own personal growth. Here are some tactics to think about. AN IDEA Play both defense and offense It takes versatility to play multiple positions in a game—and the same is true in business. In this article on leading with courage amid volatility, McKinsey global managing partner Bob Sternfels, along with coauthors and senior partners Michael Birshan and Ishaan Seth, note that “the best leaders and companies are ambidextrous: prudent about managing the downside while aggressively pursuing the upside.” Adopting a defense-only posture tends to result in median company performance, whereas an offense-only stance may yield a mix of occasional wins and some major failures. Leaders who are courageous enough to pursue both strategies at the same time also hone three types of competitive edge—deep insights, decisive commitment, and speedy execution—that help them take advantage of volatility and use it as a catalyst to act on new opportunities. A BIG NUMBER 6 The economic downturn in early 2020 took place at six times the speed of the one in 2008–09, but leaders whose companies recovered the fastest focused on three outstanding attributes of resilience: margin improvement, revenue growth, and optionality (the ability to consider more optional investment opportunities). Rather than spiking in any one area, the top performers emerging from the previous downturn made improvements in all three areas. In today’s changeable economic conditions, leaders can counter uncertainty with farsightedness, taking thoughtful actions to balance growth, margins, and optionality. A QUOTE “When making a high-stakes decision, it’s important to focus attention on the issue at hand. That means focusing on strategic, rather than tactical, decisions.” That’s McKinsey experts Andrea Alexander, Aaron De Smet, and Leigh Weiss on acting decisively in uncertain times. Courageous leaders make bold moves—and bold moves are required when making strategic decisions, which come with a high degree of uncertainty. There’s no playbook for making such decisions, especially when under pressure or in a crisis, but adhering to these five principles can steer you in the right direction. Some techniques may seem counterintuitive, such as pausing rather than acting immediately, but adopting them “can help avoid knee-jerk reactions that lead to poor outcomes,” say the authors. A SPOTLIGHT INTERVIEW Vulnerability in a leader wouldn’t traditionally be considered courageous, but it is part of the authenticity and humility that are at the core of emerging styles of leadership. In this conversation, McKinsey senior partner Ramesh Srinivasan and MindForward Alliance CEO Poppy Jaman discuss the importance of openly addressing mental-health challenges in the workplace. “Until we get leaders to say, ‘I had a breakdown and I’m still successful,’ we are not going to change corporate culture,” says Jaman. She cautions against creating a culture of “toxic perfectionism” that stigmatizes mental-health problems and stifles risk-taking and innovation. Leaders should recognize their own “stress signatures”—responses to stress such as sleeplessness or loss of appetite—and develop a range of interventions to disrupt downward cycles. Also helpful are “micro-practices” (new or different routine behaviors) that improve one’s mental well-being, Srinivasan says. CALL ME CREATIVE If you always wanted to be a ‘chief heart officer’ when you grew up, now’s your chance. The ongoing upheavals in the workplace have given rise to a slew of unique roles and job titles, such as “head of remote,” “head of dynamic work,” or “vice president of flexible work.” Primarily aimed at boosting morale, these jobs involve a gamut of tasks—anything from sharing hot-sauce recipes with employees to planning events with astronauts. Not sold on your new title? Don’t be too quick to write it off. Research shows that rebranding job titles can improve employee engagement and boost recruitment. Lead courageously. 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> - 02:10 - 26 Sep 2022

• Companies that violate trust get ‘canceled.’ Are businesses reducing digital risks?

  On Point

  Our research on digital trust  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York Developing digital trust In the news • Fostering cyber resilience. Companies focused on keeping their operating systems running smoothly should consider developing cyber resilience. Rather than trying to prevent all cyberattacks, a better option would be for organizations to build up operational strength so that it’s harder to damage the business in the event of a cyberattack or data breach. Businesses can proactively develop cyber resilience by dividing digital networks into smaller parts so that if one segment is attacked, the others aren’t automatically at risk. [WSJ] • Humans required. While AI programs can help make decisions that involve vast troves of data, machines aren’t yet capable of considering moral and ethical concerns. Consider the “trolley problem”—a hypothetical situation in which one can choose to divert a runaway streetcar to another track, causing the death of one person in order to save the lives of many. AI systems may lack the empathy that leads to more ethical decision making. To build public trust in technology, organizations should promote fair and moral decision making using AI and remove biased or skewed data. [HBR] Organizations that are best positioned to build digital trust are also more likely than others to see annual growth rates of at least 10% on their top and bottom lines. On McKinsey.com • At risk. Many leaders are highly confident in their company’s ability to establish digital trust, the belief that an organization will protect consumer data, and offer ethical AI-powered products and services. But that assuredness is largely unfounded. Nearly 90% of executives say that they are at least somewhat effective at reducing digital risks. However, less than a quarter report that their organizations are actively mitigating a variety of digital risks across most of their organizations, note McKinsey senior partners Alex Singla, Kate Smaje, and colleagues. • The power of digital trust. Leaders in digital trust—those with employees who follow established policies on data, AI, and general ethics—outperform their peers both in loss prevention and business growth. Many consumers say that they will stop buying from a company when it violates their trust. In a global survey of more than 3,000 consumers, 53% say they make online purchases or use digital services only after making sure that the company has a reputation for protecting its customers’ data. See why digital trust truly matters. Learn more about digital trust 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> - 12:19 - 26 Sep 2022

• Let’s do this - Adobe MAX 2022!

  Adobe

  Be inspired by expert speakers in design, photography, illustration, video, and more.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ Adobe MAX The Creativity Conference Oct 20 Virtual Event Register now Siân Heder Academy Award–Winning Writer, Director Jason Sudeikis Actor, Comedian, Writer, Producer, Co host of Sneaks Jeff Koons Artist Steve Aoki Grammy-Nominated Artist, DJ, Producer Inspiration everywhere. The writer and director of CODA. An Emmy Award–Winning actor. A pop culture artist and sculptor. A Grammy-nominated DJ and record producer. They’ll share their stories and insights. You’ll hear what inspires them and how they might inspire your creative journey. Inspiration all around. Register now Diamond sponsors Connect with top creative professionals as a MAX sponsor. See how.   *Offer valid through the close of Adobe MAX 2022 registration. VOID WHERE PROHIBITED OR RESTRICTED BY LAW. Valid only for Adobe Creative Cloud members 18 or older with purchase of one (1) full (three-day) Conference Pass to the Adobe MAX event occurring October 18–20, 2022. Limit one (1) discount per person; not available retroactively. To redeem the US$500 savings with purchase of one (1) full Conference Pass for MAX 2022 (reg. street price US$1,895), register at max.adobe.com (or register on-site at the event) and provide promotion code M22CC when prompted. Discount will be applied during checkout. Offer not valid with non-full (three-day) MAX passes or for group, bundle, or volume purchases. Offer is subject to availability and may not be exchanged, sold, or transferred; combined with any other discount or offer; or redeemed for cash or other goods and services. Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com   View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:10 - 25 Sep 2022

• Top 10 articles this quarter

  McKinsey&Company

  At #1: The Great Attrition is making hiring harder. Are you searching the right talent pools? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Top Ten Newsletter | Third Quarter 2022 Our top ten articles this quarter look at inflation, tech trends, ESG, and more. At No. 1, senior partner Aaron De Smet, expert associate partner Bonnie Dowling, partner Bryan Hancock, and senior partner Bill Schaninger uncover the five crucial employee personas that companies must understand to solve the attrition and attraction problem for the longer term. 1. The Great Attrition is making hiring harder. Are you searching the right talent pools? People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs. Reassess now  2. How inflation is flipping the economic script, in seven charts The troubling trend is spilling over into every corner of the global economy, with dramatic effects. McKinsey Global Publishing looks at the latest data. Get ready  3. McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Make the most of them  4. The ten rules of growth Empirical research reveals what it takes to generate value-creating growth today. Follow a holistic blueprint  5. Does ESG really matter—and why? Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is likely to become essential to maintaining their social license. Deliver meaningful impact  6. The office of the future: A whole new (floor) plan Revisiting your talent strategy for a hybrid world? Think hard about the purpose and design of your office space. Embrace change  7. Choosing to grow: The leader’s blueprint Driving sustainable, inclusive growth requires the right mindset, strategy, and capabilities. Here are some steps that could help foster successful growth. Double down on growth investments  8. Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle The US economy continues to throw off mixed signals. But one thing is becoming clear: executives should prepare for an extended period of higher interest rates. Get primed  9. Strategic courage in an age of volatility Today’s challenging environment requires business leaders to hone their edge in three critical areas: insights, commitment, and execution. Focus now  10. How to make ESG real While ESG is likely to evolve both in substance and name in the coming years, its underlying impulse is here to stay. Here’s how companies can take a more systematic and rewarding approach to ESG. Be effective  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. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey 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 Top Ten" <publishing@email.mckinsey.com> - 03:58 - 25 Sep 2022

• The week in charts

  The Week in Charts

  The materials transition, customer care talent, 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 Europe’s use of industrial materials, talent in customer care, the luxury-car market, sea freight rates, and racial and ethnic representational parity in US colleges and universities. FEATURED CHART Squandered fortunes? See more This week’s other select charts Job poaching prevention  Steering toward luxury  Rough seas for freights  A growing gap in higher ed 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> - 03:58 - 24 Sep 2022

• Getting beyond bureaucracy in human resources

  Harmony Internal - McKinsey

  An antidote to questionnaire overload and multipage templates ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   McKinsey Classics | September 2022 Getting beyond bureaucracy in human resources Corporate HR processes are famously complex and time consuming, and corporate HR departments are famously overstaffed. One reason for the bloat might be that many companies have forgotten the business rationale for HR processes. But there’s an antidote to massive HR systems, questionnaire overload, and multipage templates: understanding the function’s strategic goal. High-quality, timely information about talent pools and gaps, for example, is a competitive advantage that HR is uniquely able to provide. A grocery manager in a global retailer may have proved her value in Argentina, say, just as an important job opens up in Mexico. An oil and gas company could have both a leader who’s running out of growth headroom in the Middle East and a need for someone with similar expertise for a bigger role in Houston. And as digitization becomes more important to cars, an automaker that has long recruited large numbers of mechanical engineers may not have enough software experts or know where to find them. HR can ensure that these connections get made and help executives seize the moment.  It’s easy to say that HR should get out of the way, but the pendulum can swing too far in that direction. Read our classic 2015 article “Getting beyond bureaucracy in human resources.” —Roger Draper, editor, New York Learn how HR can help companies realize their goals Related Reading Mili Bustamante and Neel Gandhi, “Human resources in the age of automation”  Laura Blumenfeld, Neel Gandhi, Asmus Komm, and Florian Pollner, “Reimagining HR: Insights from people leaders”  Davis Carlin, Anu Madgavkar, Dana Maor, and Angelika Reich, “Overcoming the fear factor in hiring tech talent”  Did You Miss Our Previous McKinsey Classics? Keeping customers happy in hard times Learn what’s really important to consumers. Read our classic 2008 article “Maintaining the customer experience.” Learn what customers really want  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

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  by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:51 - 24 Sep 2022

• Regional innovation hubs, green infrastructure, and more essential reads for the weekend

  Harmony Internal - McKinsey

  Unwind with this week's essential reads  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 get ready for the weekend, take a moment to catch up on this week's big reads on noncoastal US cities driving innovation, Europe's technology gap, investing in green infrastructure, and more. AOL cofounder and Revolution CEO Steve Case talks about the noncoastal US cities that are driving new innovation in a new Author Talks interview. Embrace entrepreneurship Sven Smit, Magnus Tyreman, and their coauthors explore Europe's corporate and technology gap—and how these issues impact future growth and strategic autonomy. Stay competitive Private-sector investment of public land could help emerging economies drive decarbonization goals—and also build the foundation for a more sustainable and resilient future, according to Jonathan Woetzel, Ahmed Youssef, and their coauthors. Collaborate with care Our weekly briefing note on sustainable and inclusive growth explores how CIOs can help decarbonization efforts, the impact of COVID-19 on women, minimobility, and more. Get the latest update Quote of the day “One of the advantages of our being a bank born actually just after COVID hit is the fact that we never had the luxury of not being cautious.” —Jaidev Janardana, CEO of Zopa, on growth in the current environment in a recent episode of Talking Banking Matters podcast  Chart of the day See today’s chart ready to unwind? Revenue growth management: Building capabilities to sustain impact Consumer companies must ensure people throughout the company have the capabilities to drive their RGM strategy and react to market shift. Reset your RGM strategies   The gathering storm: The transformative impact of inflation on the healthcare sector Inflation is at record highs and is now blowing through healthcare. Weather the storm   38-Across: Occupational phenomenon of extreme tiredness and reduced ability to regulate cognitive and emotional processes... and a hint to this puzzle’s theme Know the answer? Test yourself with the latest McKinsey Crossword, Sidelight | No. 94. Clear your mind  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> - 06:45 - 23 Sep 2022

• Securing Europe’s competitiveness: Addressing its technology gap

  Harmony Internal - McKinsey

  Understand regional trends ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Global Institute Securing Europe’s competitiveness: Addressing its technology gap Even amid war in Europe and the energy and cost of living crisis that has resulted, the region needs to pay attention to its slow-motion corporate and technology crisis. Understand regional trends Related Reading Join us for a live webinar on securing Europe’s competitiveness   Special collection: Lifting Europe’s Ambition  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 02:10 - 23 Sep 2022

• Remote wins back-to-back in the G2 Multi-Country Payroll category 🎉

  Remote wins back-to-back in the G2 Multi-Country Payroll category 🎉

  Hello MD, When Remote was founded in 2019, our mission was simple: open up the world of work for every person, business, and country. We’re thrilled and humbled to once again receive the recognition from G2 as the #1 Multi-Country Payroll provider in their Fall Report 2022 🥇   Ranking highlights: Ease of use - 95% Governance - 93% Quality of support - 94% We are also: A leader in the G2 Asia Pacific Regional Grid Report A leader in the G2 Small-Business Grid Report A leader in the G2 High Performance Grid Report A leader in the G2 Fastest Implementation Grid Report A leader in the overall G2 Grid Report Download the Grid Report Employ global talent today, with Remote. Talk to our experts FEEL CLOSER, GROW FURTHER 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.

  

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  by "Remote" <hello@remote-comms.com> - 10:02 - 23 Sep 2022

• Gitex 22 | Your chance to win free visitor pass for GITEX'22

  Gitex 22 | Your chance to win free visitor pass for GITEX'22

  Witness he Power of Sangoma Switchvox

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

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

  SANGOMA at GITEX'22 Ontario booth # SR-E20

  Register to Win 5 Day Visitor Pass for GITEX'22

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  Sangoma invites you to join us at the GITEX Technology Week, the region’s leading ICT exhibition from October 10 – October 14, 2022 at the Dubai World Trade Center. Fill the form and get a chance to win 5 day visitor pass to GITEX'22 for free.   Join us to experience our disruptive ways of working with our Unified Communication offerings, learn more about future of working – Hybrid Style and get a chance to transform your business with Sangoma.

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:01 - 23 Sep 2022

• Building organizational resilience in volatile times

  The Shortlist

  Create a framework ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | SEPTEMBER 23, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, we offer a strategic way forward for organizations beset by global challenges. Plus, a look at food loss through the journey of the humble tomato, and McKinsey partner Duwain Pinder on how to build racial and ethnic equity in US higher education. The decades-long orthodoxy of globalization is under strain as the world continues to face shocks: war, inflation, the long tail of the pandemic. According to a recent McKinsey survey of global economic conditions, CEOs continue to view geopolitical instability and supply chain disruptions as among the top threats to global growth. These challenges (and others yet unknown) may become more acute as the competition for global influence rises in the years ahead. An analytical approach. CEOs need to know whether they can still remain global players and, if so, how. One way to respond in the face of fragmentation and uncertainty is by intensifying focus on resilience. Of course, global executives have an intuitive sense of where to focus initially to build this skill into their organizations. Now, however, many are looking for a more rigorous and analytical approach. In a recent article, senior partner Andrew Grant and his colleagues focus on six dimensions where CEOs can challenge their organizations to build resilience: business model, reputation, organization, operations, technology, and finance. Concrete actions. In the case of business model resilience, they write that the board can take the lead in developing an understanding of geopolitical developments that are material to the organization. Boards can identify priority risks by creating a tiered approach, with tier five reflecting markets with the highest level of geopolitical risk and tier one denoting markets with localized risks that can be managed by local leadership and teams. A mechanism can be established for internal teams—legal, security, finance, risk, and communications—to assess the aggregate risk of operating in a particular market and offer options to recalibrate the organization’s presence. Structural foundations. Companies may need to focus on building long-term resilience instead of day-to-day supply chain issues. Companies can construct a “digital twin” of the most critical parts of the supply chain and create and test what-if scenarios. It is also crucial to protect the physical security of one’s people by maintaining redundancy in communication channels, aligning with security vendors on the ground, and keeping a low profile in high-risk markets. As future flash points arise, investing in early-warning systems and extraction plans is essential. The era of volatility. In conversations with McKinsey, CEOs, board members, and other business leaders share a common sentiment: today’s combination of global shocks has created an extremely challenging environment for management teams. A resilience framework is a starting point for internal discussions on developing appropriate solutions. The new normal requires a new CEO mindset. That means making geopolitical resilience a strategic priority that will both protect the organization and lay the foundations for long-term competitive advantage. Off the charts Reducing food loss: A tomato’s journey Most large-scale efforts to address the problem of food loss focus on food waste, largely because it’s more visible: people see food being wasted in stores, restaurants, and households. But roughly half of the food that doesn’t get eaten by humans—worth an estimated $600 billion—is lost at or near the farm, during or just after harvest. An examination of the farm-to-retailer food supply chain follows the journey of the humble (and ubiquitous) tomato as a way to consider how to reduce food loss. Check out our chart of the day here. PODCAST A North Star of the space economy Venture capitalist Mark Boggett is one of the most prolific investors in the vast region above the sky. In a recent interview, he offers an investor’s view of the strides being made in space technology, its practical applications, and its potential benefits for individuals and societies. “We are focused on space looking down at Earth at the moment, because that’s where we believe the largest opportunity is—taking this digital infrastructure and applying all of the data and connectivity to address many of the problems that we face on Earth,” he says. More on McKinsey.com When good intentions get derailed | In this Bias Busters, we look at motivated reasoning—a cousin to the more well-known confirmation bias—which takes hold when people lend more credence to conclusions they want to be true rather than to those proved by evidence. Turning a talent challenge into a competitive advantage | Semiconductor companies are on the cusp of a decade of opportunity, but success will be predicated on the ability to attract and retain the best and brightest. How to rebuild social capital and improve corporate performance | People’s professional networks have shrunk since the onset of the pandemic, while companies’ hiring challenges are growing. To help reverse these trends, we look at how organizations can manage workplace interactions more intentionally. Four questions for Duwain Pinder Duwain Pinder, a partner in McKinsey’s Ohio office, helps higher-education institutions and other organizations implement strategic and performance improvement strategies. He is also a leader of the McKinsey Institute for Black Economic Mobility, our global economic think tank focused on racial equity. Before coming to McKinsey, he was a director at Teach For America. You were an author of a recent report on racial and ethnic equity in US higher education. What did the research reveal? We learned that despite institutions’ continuing efforts, historically marginalized racial and ethnic populations are still underrepresented in higher education among undergraduates and full-time faculty and in leadership. These findings are not novel, but what is significant is the slow rate of progress in driving inclusive growth. For Black and Native American students and for faculty from all underrepresented populations, there was effectively no progress from 2013 to 2020. The analysis suggests that higher education has opportunities to address these gaps. What are some of the key ways to make progress? Three focus areas are recruiting more first-time students from these populations, driving up completion rates, and creating a more diverse faculty. Several strategies can help. First, reflecting on an institution’s role in these inequities can create an environment of intellectual and psychological honesty. After a comprehensive review, institutions can identify how processes, systems, and norms contribute to the marginalization of underrepresented racial and ethnic groups. For instance, universities could incorporate processes designed to boost racial equity in their administration of research and grant activities or implement strategies to reduce disparities in their local community. Institutions can then embed new racial-equity priorities into their culture. That involves incorporating equity as part of the strategic plan, dedicating sufficient resources to the effort, and assigning a senior leader and staff to support the president or chancellor in implementing ideas and tracking progress. Clear and frequent communication with stakeholders—including alumni, staff, and donors—at each stage of this work will ensure that people in every part of the institution and its extended community are progressing together toward a shared goal. You’ve done a lot of work with historically Black colleges and universities (HBCUs). How can their unique position help Black Americans make economic progress? In addition to their vital historical role, HBCUs today confer 17 percent of all bachelor’s degrees awarded to Black students in the US (despite representing 3 percent of all colleges and universities). They’ve boosted their students into higher-income quintiles and into prominent political positions and remain key sources of talent. So these schools are playing a big role already, despite being significantly underfunded relative to non-HBCU peers. If funded more significantly and sustainably, HBCUs can do even more—like ensuring that their degree programs are preparing students for high-paying, in-demand careers and playing a greater role in reskilling and upskilling, especially as increases in automation create additional threats to Black employment. The US racial wealth gap is the product of several factors, including intergenerational transfers, lower incomes, and a lack of financial inclusion. Yet, our data show that a strong HBCU network could increase Black worker incomes by about $10 billion in addition to strengthening the economy with $1.2 billion in incremental business profit, $300 million in decreased student-loan debt, and $1 billion in additional consumer expenditures. In your role as a leader of the McKinsey Institute for Black Economic Mobility, what are you really excited about? McKinsey has the ability to help improve the lives and livelihoods of Black communities globally by sharing insights and coordinating actions toward inclusive growth. I’m excited about using the institute’s platform to convene leaders and move them toward meaningful action. We held our fifth annual Black Economic Forum event in August, and it was so energizing to gather people from the worlds of business, government, and academia to talk about how to address racial inequalities and drive inclusive growth. We shared individual stories of Black economic mobility and discussed how to increase business diversity and support Black brands. I’m inspired by these conversations and believe leaders and organizations have a growing appetite for addressing these challenges. Share this Four Questions 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 friendsso they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptionshere. 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> - 02:35 - 23 Sep 2022

• What could life be like in the 2030s?

  On Point

  McKinsey leaders envision the next decade  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta The next normal In the news • Coding the future. Could advances in AI put the majority of white-collar knowledge workers out of a job by 2036? AI systems are getting so powerful, so quickly that there’s a 35% chance of that happening, one senior expert says. Apps powered by AI are now capable of creating screenplays and emails, bantering with humans over text message, and generating stunning works of art in mere seconds. Huge changes are imminent, so organizational leaders should strive to understand the technology, its potential, and its risks. [NYT] • Smarter fitness. One day, your gym pants might do more than just wick away sweat. When fitness studios shuttered during the COVID-19 pandemic, people joined online workouts and embraced exercising in nature. Now, companies are working to level up wearable trackers like chest straps and wristbands by directly embedding sensors into athletic wear. One smart-apparel brand is developing pants that can detect when a wearer has bad posture and shirts that notify athletes when they should drink more water. [WSJ] We’ve asked McKinsey leaders to envision their respective industry’s next decade. Here are some of their more evocative—and provocative—predictions. On McKinsey.com • Your rocket is boarding. The COVID-19 pandemic launched companies and industries into an era of head-spinning change. With businesses going digital in a matter of days, the next decade could bring more innovation than at any other time in our modern history. What might life look like in the 2030s? For one thing, imagine boarding a rocket in New York and landing in Paris 30 minutes later. That’s the premise of point-to-point transport, and just one way that the concept of space could support life down on Earth, says McKinsey’s Jesse Klempner. • Electric air taxis. In the next decade, expect electric flying vehicles to become an accessible, seamless, and common way to travel, reveal McKinsey partners Kersten Heineke and Robin Riedel. For the same price as a taxi, electric air taxis could land in people’s neighborhoods, routinely ferrying travelers and cargo within a 100-mile radius. In our multimedia series, The Next Normal, McKinsey leaders and business executives envision what the future may hold. Explore our new interactive and consider how life might change. See a vision of the future Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:34 - 23 Sep 2022

• How to attract and retain talent amid the Great Attrition

  Harmony Internal - McKinsey

  Confront the issues ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Digital Editor, New York People are still quitting their jobs. Some are leaving the workforce entirely. Companies are continuing to struggle to fill positions. As the Great Attrition persists, what can employers do to find and retain talent? In a new episode of The McKinsey Podcast, associate partner Bonnie Dowling digs into the latest McKinsey research on this topic. She delves into the five worker personas of those who left their jobs—the traditionalists, the do-it-yourselfers, the idealists, the caregivers, and the relaxers—and what companies can do to attract them. Tune in and confront the attrition problem. To slow down attrition, pay closer attention to what workers really need The Great Attrition continues, but if companies understand the differences among five common employee personas, they may be able to find and retain talent more effectively. Confront the issues   Quote of the day “Companies have moved from thinking mostly about risk or regulatory requirements to looking at underwriting and understanding where there’s opportunity for new growth during the net-zero transition, as well as better opportunities to serve customers and be more credible in our current environment.” —Associate partner Christie McNeill on the shift in sentiment among US insurers in “Climate and insurance: How carriers are preparing for a net-zero future” Chart of the day See today’s chart   ALSO NEW We’re helping build an economy that works for all. 7 in 10 people live in societies with growing inequality. That’s why we’re taking action to create a more inclusive economy through our work with clients, and in local communities. See how we’re helping  Out of the shadows: A brighter future for pharma technical development The sometimes-overlooked function of chemistry, manufacturing, and controls (CMC) has a rare opportunity to reimagine its role and find innovative ways to improve and accelerate drug development. Pay attention   Against the odds: How life sciences companies excel in large transformations Life sciences companies pursuing a step change in performance have obtained mixed results. Adhering to five principles can greatly improve the odds of a large transformation program succeeding. Think big   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> - 06:43 - 22 Sep 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: An exclusive look at new research on global benefits   Starts in less than 1 hour - will you join us? Date and times: Thursday, September 22nd 6:00 PM UTC 2:00 PM EST 11:00 AM PST 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? What employees in different cultures expect from their benefits packages How to create competitive benefits plans to attract top talent How to manage a global benefits policy with DEI at the core Which benefits drive employees to stay — or compel them to leave Where gaps in management and employee perceptions exist (and how to fix them) Your speakers: Rhiannon Payne - Senior Product Marketing Manager J Michael McMillan - Senior Manager, Global Benefits Advisory Amanda Day - Director of People Enablement Grow your headcount without the headaches.   Get started FEEL CLOSER, GROW FURTHER 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.

  

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  by "Remote" <hello@remote-comms.com> - 01:01 - 22 Sep 2022

• Why digitization and electrification are the best business strategy

  Schneider Electric

  Register now for October 12, 2022   ดูออนไลน์     Building business resilience in times of energy crisis   Today’s energy crisis is bringing companies higher costs and supply uncertainties. To keep operating profitably in these conditions, businesses need new strategies based on digitization + electrification. Join us for the virtual Global Keynote, "Digital. Electric. Efficient. Sustainable.", and World Premiere with Schneider Electric Chairman and CEO, Jean-Pascal Tricoire, on October 12, 2022 at 1:00 PM CEST, to hear what actions and technologies can fortify your company's resilience and help it thrive in today's challenging circumstances.   Register now   Discover more       Visit the Innovation Hub in 3D   By registering for the event, you also get access to the Innovation Hub in 3D where you can explore our latest solutions for diverse segments and applications.   Sign up now       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5500     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:03 - 22 Sep 2022

• Put an end to dead-end work. Here are some how-tos.

  Intersection

  Say yes to the no ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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. Welcome to the new Intersection! We’ve redesigned and revamped our newsletter to bring you the latest, most relevant information on diversity, equity, and inclusion (DEI) issues. Successful companies know that inclusive workplaces are healthier and more effective. And as a leader, you want to help create environments where people feel they belong. But DEI matters can sometimes feel daunting, and it may seem simpler to avoid dealing with them altogether rather than to risk offending those you want to support and uplift.  At Intersection, we invite you to join an objective conversation about how to address DEI openly—and to act on it effectively. In this issue, we look at some of the burdens facing women in the workplace. Already plagued by burnout at home and in the office, many women also find themselves sidelined into doing tasks that don’t necessarily advance their careers. It’s a common situation but fortunately one that leaders can help correct right away. As we explore DEI in the coming weeks, we would love to hear from you. Let us know your thoughts on what you have read here or if you would like to know more about a particular topic. Drop us a line or three, and stay in touch.  ‘This is not a “fix the women” problem.’ SPOTLIGHT Women are feeling more burned out than ever before—even as productivity across corporate America soars to record-high levels. And it’s women who are helping to lead this burst in productivity, according to McKinsey senior partners Alexis Krivkovich and Lareina Yee in an episode of The McKinsey Podcast on the state of burnout for women in the workplace. Women are “stepping in … to be the type of leaders that companies say they most need and most value,” says Krivkovich. Women are doing more than their male peers to help their fellow employees navigate turbulent times, are 60 percent more likely to focus on providing emotional support, and tend to shoulder more household tasks than men do. But as a result: “Frankly, women are hanging on,” says Yee. “And that is probably the most blunt and simple way to put it.” And for LGBTQ+ women and women of color, the barriers to success and advancement are even steeper. Hear more from Krivkovich and Yee about the startling but also hopeful findings—including the positive impact of allyship and sponsorship—about women in the workplace. DATA DROP Women who are mothers are considering downshifting their careers or leaving the workforce altogether, according to LeanIn.Org and McKinsey’s latest Women in the Workplace research. And women are significantly more likely to consider taking these steps than men. PS Watch this space: Our 2022 Women in the Workplace report drops October 18.  IN THE NEWS If you find yourself frequently taking notes at meetings, organizing your company’s holiday party, or being stuck with a low-revenue client, you are likely doing a nonpromotable task (NPT). These are the behind-the-scenes duties that keep companies running but likely won’t get recognized during performance reviews or in promotion decisions. Women tend to do more NPTs, but turning down these jobs can be tricky, since doing so often involves challenging deep-seated expectations about who does what in the workplace. Here are three ways to say no.   LISTEN IN ‘Women aren’t the problem,’ says Lise Vesterlund, coauthor of The No Club: Putting a Stop to Women’s Dead-End Work. “Organizational practices are.” She and her coauthors researched why dead-end work is hurting women’s careers—and damaging their organizations’ productivity and profitability at the same time. The authors also explore why so many women say yes to dead-end work: a massive, collective expectation that they will say yes. So they do. And that contributes to the persistent gender gap in advancement. Because when it comes time for promotion, these dead-end tasks can’t compete with higher-profile work or make enough of an impact on women’s careers. We spoke with Vesterlund as part of McKinsey’s Author Talks series to learn more and to ask what businesses can do to reverse this trend.  MAKE IT RIGHT Vesterlund shares the following tip for organizations trying to be more equitable about who takes on NPTs: “We put names in a hat and draw out a name at random—it’s so obviously fair that nobody objects. These small changes can really help the organization improve the allocation of work.”  YOUR TURN Have you learned any lessons from taking on nonpromotable tasks? Or from saying no to them? 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> - 01:25 - 22 Sep 2022

• Think you know ESG? Skeptics say it’s a muddled concept, but here’s why it still matters.

  On Point

  Updating ESG for a new era ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Seth Stevenson   Senior Editor, New York Making ESG meaningful In the news • ESG skeptics. ESG-themed investments (that is, those which focus on environmental, social, and governance priorities) are expected to surpass $40 trillion in assets this year, suggesting that the concept has become deeply rooted in global markets. But the term itself is increasingly ridiculed by detractors. Critics claim the term is hazily defined, has failed to reduce income inequality, and has become a political lightning rod. Even some proponents acknowledge that it might be time for a rebrand—while maintaining that the underlying concept remains important. [Bloomberg] • Putting ESG into practice. A growing consensus holds that embedding goals like sustainability into an organization’s DNA can improve operational efficiency, employee engagement, and resilience. Many companies disclose their ESG policies, yet they haven’t gained an advantage by doing so. One possible explanation: few companies integrate ESG-driven ideas into their business strategies. To attain a competitive edge, senior leaders must first identify the ESG issues that matter most to the business and to stakeholders. [HBR] While the acronym ESG as a construct may have lost some of its luster, its underlying proposition remains essential at the level of principle. On McKinsey.com • Backlash builds. Although more than 90% of S&P 500 companies now publish ESG reports, backlash seems to be building. Critics describe ESG as a “woke washing” sideshow that distracts from a company’s core efforts. Yet many companies today make major decisions in response to societal concerns and commit to science-based targets. Businesses charged with creating long-term value must address externalities such as greenhouse-gas emissions, say McKinsey senior partners Lucy Pérez, Hamid Samandari, and colleagues. • Whatever you call it, it matters. While the acronym might be in need of a refresh, ESG considerations have grown ever more relevant as executives look to future-proof their organizations. Regulators, stakeholders, and workers all insist that companies should transparently and quantitatively address their effects on society and the environment. In the end, companies must earn their social license to operate by acting in a manner deserving of trust. See three responses to ESG skeptics, including examples of some companies that have managed to embrace ESG to good effect. Learn why ESG matters 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> - 12:28 - 22 Sep 2022

• Tapping into opportunities in the US wellness market

  Harmony Internal - McKinsey

  Read new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Digital Editor, New York Are mindfulness apps, skincare products, fitness wearables, and vitamins a regular part of your life? If so, you are not alone—Americans are spending more than $450 billion on wellness products and services and the market is growing at more than 5 percent annually. As more innovative products and players enter the market, it is clear that wellness is a major priority for consumers and investors alike—yet the current offerings are not sufficiently meeting the needs of some groups including millennials and Black consumers. What can companies do to fill these unmet needs? A new article by McKinsey senior partners Martin Lösch, Warren Teichner, and their coauthors helps identify the gaps by laying out the nuances and trends of this booming market. Give it a read and explore the opportunities. Still feeling good: The US wellness market continues to boom Our research shows continued growth of consumer interest in health and wellness, with persistent gaps in certain areas presenting exciting opportunities for companies to serve unmet consumer needs. Read new insights   Quote of the day “If you’re a good lawyer, you listen to people. Often, you realize that the specific issue they’re most focused on in the moment is actually the manifestation of a deeper problem.” —Pierre Gentin, senior partner and global general counsel in “McKinsey’s unorthodox general counsel” Chart of the day See today’s chart   ALSO NEW Tracking public-health outcomes across the United States Explore health outcomes, access to care, and health risks management with the United States of Health Dashboard. Dive into the data   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. Engage on tech   Where the world’s largest companies stand on nature While Global 500 companies increasingly recognize the importance of nature, few companies have established nature-related commitments outside of carbon. Consider all dimensions   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:13 - 21 Sep 2022

• Spotting green business opportunities in a surging net-zero world

  Harmony Internal - McKinsey

  Be bold ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey & Company Spotting green business opportunities in a surging net-zero world Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way. Be bold Related Reading We’re helping build an economy that works for all.  The net-zero transition: What it would cost, what it could bring 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> - 12:40 - 21 Sep 2022

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:21 - 21 Sep 2022