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• Employees in frontline roles report the worst experience. Here’s how to help.

  On Point

  Our research on frontline workers of color ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katherine Tam   Digital Editor, New York On frontline workers In the news • Filling ‘unfillable’ jobs. Long before employees started quitting in record numbers, service industry workers were already hard to find. Now, to fill roles, employers are offering generous starting salaries and even signing bonuses. Yet many workers are still quitting in the face of low pay, fluctuating hours, and hazardous working conditions. In the US, 68% of people who died during the first year of the COVID-19 pandemic worked in the retail, labor, and service industries. Experts say that employers could make frontline jobs more appealing by offering flexibility, predictability, and respect. [BBC] • Choose your own hours. As the labor market remains tight, more employers in service, healthcare, and manufacturing are letting employees pick their own hours. The proportion of US workers choosing part-time employment is at its highest level since early 2020, helping to fuel a rise in flexible working hours. Companies say that allowing shift workers to choose between different working arrangements enables them to reach new types of workers. Due to an aging population, many working-age people have taken on additional responsibilities, such as caring for older parents. [WSJ] Our research found that 45% of hourly workers don’t believe their company encourages them to take advantage of work–life policies. On McKinsey.com • Vital roles. Whether waiting tables or stocking store shelves, many Americans are introduced to the workforce through frontline jobs. Frontline hourly and salaried workers are a vital part of the US economy. But for too many workers, frontline jobs have become a starting point and an end point, especially for workers of color without a path to advancement. Three out of every four frontline workers want to be promoted, yet less than one in four achieves that, according to research by McKinsey senior partner Lareina Yee and colleagues. • Meaningful work. Of all employees, frontline hourly workers report the lowest overall feelings of inclusion. They are also more likely than their salaried peers to believe that their organization is inconsistent when it comes to promoting employees on merit. For tens of millions of workers of color, frontline jobs have the potential to be so much more. Companies that truly invest in the front line can also make these roles a starting point for a fulfilling and meaningful career. To learn how companies can better support frontline workers, explore our road map for change. See 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> - 12:40 - 21 Sep 2022

• How US companies can build resilience amid uncertainty

  Harmony Internal - McKinsey

  Get primed ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Katherine Tam   Digital Editor, New York Inflation. Interest rates. Supply chains. Sustainability. These are some of the issues that are on the minds of leaders as they navigate through uncertainty and disruption. Are we at the end of a boom, the beginning of a bust, or something completely different? A new update by McKinsey senior partners Stephan Görner, Alex Panas, John Kelleher, Ida Kristensen, Asutosh Padhi, and their coauthors, explores these topics and examine how consumer behavior is affecting corporate profits. Check it out and see how short-term disruptions can be turned into opportunities. 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   Quote of the day “As you advance in your career, there are fewer people who are in a position to sponsor you or to mentor you. What actually shifts is where you go for the kinds of support you need. You might find yourself depending on people who you would never have anticipated could help you.” —Erika H. James, dean of the Wharton School of the University of Pennsylvania, on sponsorship in "Don’t let fear stop you from forging ahead: An interview with Erika James"  Chart of the day See today’s chart   ALSO NEW The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America Asutosh Padhi, Gaurav Batra, and Nick Santhanam reveal manufacturing, an under-appreciated and under-valued sector of the economy, for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices—a bright spot in an economy that has too often been buffeted by external shocks. #TitaniumEconomyBook Preorder now  Connected revolution: The future of US auto insurance Autonomous mobility has the potential to dramatically transform the automotive insurance market, from underwriting to claims and beyond. Learn more   Mission critical: Improving government workforce planning Workloads are increasing across government agencies, and leaders are struggling to reallocate resources. A strategic approach to workforce planning could help align positions with priorities. Make the hard choices   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> - 06:27 - 20 Sep 2022

• Introducing McKinsey Explainers

  Harmony Internal - McKinsey

  Direct answers to complex questions, backed by McKinsey's expert insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   You have questions. We have the answers. What is the future of work? How does inflation affect pricing? What is the metaverse? With McKinsey Explainers, we tackle these and other questions to give you the straightforward, trusted explanations you’re looking for—with plenty of opportunities to dive deeper into our extensive archives of free insights. For decades, McKinsey has written about complex topics that require a crash course to fully understand. Now, we’ve compiled simple explanations to nuanced questions using our extensive archive of research and insights. Each entry is filled with links to our articles that provide even more context. McKinsey Explainers are currently available exclusively on the free McKinsey Insights app. Explore our expanding lineup, and let us know what other questions you want explained. Still need the app? Scan the QR to get the app, or learn more here Already have the app? Click here Follow our thinking 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 are a registered member of mckinsey.com. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:46 - 20 Sep 2022

• TaskEye - Field Employee Tracking Software

  TaskEye - Field Employee Tracking Software

  TaskEye - Field Employee Tracking Software Our advanced field employee tracking software can help you keep an eye on your employees’ activities, travel logs, meetings, leaves, expenses, and daily tasks, so you stay in the loop! It is one of the most affordable and easy-to-use field employee tracking software out there.   Book a Free Demo TaskEye - Task Management Managers and employees, alike, can create and schedule tasks for the future, based on deadlines, employee availability, workload, and time offs. Try it Today! TaskEye - Expense Management Keep track of employee expenditures and process reimbursements accordingly. Compare your profits, liabilities, and ROIs with historic data points—to make financially wise decisions. Interested? Lets Talk TaskEye - Leave Management Stay in the know of employee availability and don’t schedule tasks for employees who are on leave! Employees can also useTaskEye to request leaves. Contact Us Now TaskEye - EBook Download the E-Book Now Want to change how you receive these emails? You can update your preferences or unsubscribe from this list.

  

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  by "Uffizio Technologies Pvt Ltd" <official@uffizio.in> - 08:00 - 20 Sep 2022

• พบกับ Easy UPS On-Line ที่พัฒนาขึ้นสำหรับสภาวะพลังงานที่เลวร้ายที่สุดในโลก

  Schneider Electric

  Network and Server   ดูออนไลน์     Easy UPS On-Line    UPS On-Line แบบ Double-conversion คุณภาพสูงที่ออกแบบมาเพื่อการป้องกันไฟที่จำเป็นแม้ในสภาวะไฟฟ้าที่ไม่เสถียรที่สุด สำหรับผู้เชี่ยวชาญด้านไอทีในธุรกิจขนาดเล็กถึงขนาดกลาง APC Easy UPS On-line จาก Schneider Electric ให้การป้องกันพลังงานขั้นสูงแม้ในสภาวะพลังงานที่ไม่เสถียร ทำให้มั่นใจถึงการเชื่อมต่อที่สม่ำเสมอและเชื่อถือได้ APC Easy UPS Online เป็น UPS อเนกประสงค์ คุณภาพสูง ราคาประหยัดที่พัฒนาขึ้นเพื่อรองรับช่วงแรงดันไฟฟ้ากว้างและสภาวะพลังงานที่ไม่สอดคล้องกัน และมอบคุณภาพที่ผู้เชี่ยวชาญด้านไอทีนับล้านไว้วางใจทั่วโลก   ดูผลิตภัณฑ์       + 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 is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 07:37 - 20 Sep 2022

• What is inflation? A McKinsey Explainer

  On Point

  Our new series has the answers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta All about inflation In the news • Still renting. For some Americans, the dream of homeownership is slipping further away. The interest rate on a 30-year fixed mortgage reached 6.02% in September, the highest since 2008 and more than double the rate home buyers were paying one year ago. In an effort to clamp down on inflation, central banks around the world have raised borrowing costs for businesses and consumers. The prospect of owing hundreds of dollars more on monthly mortgage payments has convinced many potential buyers to keep on renting. [WSJ] • Holiday spending to slow. Consumers feeling the pinch of inflation will likely be doing less online shopping over the holiday season and will also cut spending on alcohol, decorations, and trips. This year, online orders in the US are predicted to drop 5% below 2021 levels, while global e-commerce transactions may decline by 7%. For retailers counting on end-of-year sales to lift revenue, that’s unwelcome news. But because of higher prices, online sales are forecast to remain flat in November and December, in spite of dropping demand. [Bloomberg] Many companies must strike a balance between raising prices to make up for cost increases while ensuring that they don’t rise so much that it suppresses demand. On McKinsey.com • The cost of coffee. In 1970, a quarter could buy you a cup of coffee. That same cup cost an average of $1.59 in 2019. That’s inflation: a broad rise in the prices of goods and services across the economy over time. Inflation can have positive effects when it’s within range (around two percentage points in a healthy economy). It can stimulate spending, which helps boost demand and productivity. But when inflation is too high, it can mean that the economy is struggling. Consumers and companies lose purchasing power when prices rise. • Avoiding sticker shock. When inflation occurs, companies usually pay more for inputs used in production, such as raw materials like coal and crude oil and intermediate products like flour and steel. To offset inflation, companies often raise the prices of their products or services. But if these increases aren’t done thoughtfully, they can alienate customers and depress sales, say McKinsey’s Alex Abdelnour, Emily Reasor, and colleagues. See our new McKinsey Explainer for five steps companies can take to smartly recover the cost of inflation. Learn about inflation 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> - 12:13 - 20 Sep 2022

• The green IT revolution: A blueprint for CIOs to combat climate change

  Harmony Internal - McKinsey

  Take action now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Sarah Skinner   Digital Editor, New York Right now, companies and governments are looking to AI, new technologies, and tech-driven business models to help combat climate change—but they can fall short of lofty goals when it’s not clear how to use tech best. A new article by Gerrit Becker, Luca Bennici, Andrea Del Miglio, Jeffrey Lewis, and Pankaj Sachdeva examines how tech leaders can use “defense” strategies to cut back on enterprise IT emissions as part of ongoing McKinsey analysis of tech’s role in cutting down on carbon. Course-correcting the IT practices already in play will be an important step in decarbonization, and one that can even save companies money. Don’t miss the three steps that CIOs can take today to turn the tide. The green IT revolution: A blueprint for CIOs to combat climate change Research shows that the most impact on IT-generated emissions can be found in unexpected places. Take action now   Quote of the day “Before you can become an authentic leader, you have to know who you are. That’s your true north: your most deeply held beliefs, your values, the principles you lead by, and what inspires you.” —Bill George, Harvard professor and former Medtronic CEO, on the relationship between a leader's sense of purpose and the company’s purpose in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW How Asian business leaders can prepare for a volatile future During the pandemic, many Asian companies reinvented the way they operated. Those who embrace this moment to strengthen their resilience could position their companies to succeed. Make it happen   Generative scheduling: Saving time and money in capital projects With both infrastructure spending and inflation on the rise, optimizing scheduling and work sequencing can accelerate projects and unlock valuable savings. Understand the process   How the apparel industry can ADAPT to inflation High inflation is a challenge, but ADAPTing an agile pricing strategy can help retailers and brands control costs, protect margins, and retain customer loyalty. Agile pricing fights inflation   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> - 06:25 - 19 Sep 2022

• Will you join us? 🎙Webinar: An exclusive look at new research on global benefits.

  Will you join us? 🎙Webinar: An exclusive look at new research on global benefits.

  There is still time to register your spot for our next webinar.

  Hi MD, Will you join Remote for our next webinar? There is still time to lock in your spot. Webinar: An exclusive look at new research on global benefits Date and times: Thursday, September 22nd 6:00 PM UTC 2:00 PM EST 11:00 AM PST Which benefits are most important to distributed teams? How can companies design benefits plans that are competitive in global markets?   In this special event, three benefits experts from Remote will reveal an exclusive first look at all-new research regarding benefits plans for global teams. Tune in to be the first to learn new insights into cross-cultural benefits plans; evolving expectations for remote and flexible work; and the key to diverse, sustainable workplace culture in 2023 and beyond. Save your spot today 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> - 08:16 - 19 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

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

  SANGOMA at GITEX'22 Ontario booth # SR-E20

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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> - 03:03 - 19 Sep 2022

• A leader’s guide to social responsibility

  Harmony Internal - McKinsey

  The common good ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The concept of doing well by doing good dates back to the origins of modern industrialized companies. For example, in 18th-century England, pottery manufacturer Josiah Wedgwood provided housing, training, and a rudimentary form of health insurance for his workers, even building an early version of a “company town.” In the past few decades, the question of whether businesses should be socially responsible as well as profitable has been addressed in various ways, from the corporate social responsibility notions of the 1990s to the environmental, social, and governance (ESG) objectives that are critical to gauging an organization’s performance today. But given mounting pressures to deliver on both financial and nonfinancial goals, it can be difficult for leaders to figure out just how to translate ESG directives into practical actions. Frequently, it’s about knowing what to focus on—and what to leave out. AN IDEA Do your company’s capabilities match ESG dimensions? The key to making good ESG decisions lies in first understanding where your company is on the ESG maturity curve. Most major companies fall somewhere on the spectrum between minimum practices—basic risk mitigation and reporting—and advanced next-level measures that fully embed ESG into strategy and operations. The next step is to map your organization’s business model against each ESG dimension. As McKinsey senior partners Lucy Pérez, Hamid Samandari, and their colleagues suggest, define your company’s “superpowers”: What are its unique capabilities to have a differential impact? This will in turn determine which of the three ESG dimensions you need to prioritize and how you can identify initiatives that matter most to the company’s business model. For example, a pharmaceutical manufacturer may focus on social metrics such as accessibility and affordability, whereas a renewables company may prioritize environmental metrics such as reductions in greenhouse-gas emissions. A BIG NUMBER 15% That’s the percentage of investors that can successfully integrate ESG reporting into their investment decisions—despite the huge volumes of information they receive. “Most large companies report extensively and ambitiously around ESG in order to inform their stakeholders,” says McKinsey partner Sara Bernow in this podcast. “However, the stakeholders have a difficult time making sense of all that reported data.” A lack of standardized frameworks and metrics limits the clarity and reliability of ESG assessments. Leaders can mitigate this by combining quantitative data with qualitative insights, Bernow says: “Since few companies have reported extensive ESG metrics for a long time, it’s best to use qualitative data to get a view of the trajectory.” A QUOTE “You need to make sure that your ESG commitments deliver on the goals your purpose sets.” That’s McKinsey partner Robin Nuttall on the importance of understanding the relationship between an organization’s purpose and its ESG initiatives. Purpose—the positive impact that the organization hopes to have on the world—is “underpinned by purposeful activity, which often takes the form of environment, social, and governance factors,” says Nuttall in this McKinsey podcast. Aligning ESG efforts to the values that the company stands for is more likely to produce better business outcomes; otherwise, “the pitfall is that you may state a purpose but have no plan to deliver on it, or you may have a plethora of ESG programs, but nothing ties them together,” Nuttall says. A SPOTLIGHT INTERVIEW ‘The days of separating shareholder interests from broader social interests are gone,’ says Karen Wood, chair of the board of South32, a diversified-resources company headquartered in Australia. In this discussion with McKinsey senior partner Michael Ellis, Wood recounts how COVID-19 led South32 to highlight the social element of ESG. Responding to the challenges of the pandemic, the company strengthened its focus on encouraging community education, leadership, and participation in the local economy, as well as helping with mental-health issues and fostering natural-resource resilience. “By 2050, we will all be well beyond this debate about shareholder interest versus broader stakeholder interest,” says Wood. “That debate will be well and truly settled—these are shared interests that can both be met simultaneously.” ‘GREENWASHING’ When companies make exaggerated claims about the sustainability of their products or business operations, they’re often accused of greenwashing—a practice that is coming under increasing regulatory scrutiny. Like any movement, ESG has its share of skeptics. Its detractors claim that it is a distraction, too difficult to implement, and not measurable; some critics even advocate replacing the label “ESG,” since it can spark intense controversy in both corporate and political circles. For leaders who wish to better understand the debate, getting to know the players and participating in ESG initiatives are good places to start. Lead responsibly. 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> - 02:30 - 19 Sep 2022

• The global economy is under serious pressure. What should be on your radar?

  On Point

  Critical insights, risks, and trends  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Watching the world economy In the news • Seismic activity. The global economy faces structural changes due to aging populations, the climate crisis, and a retreat from globalization. Each of these drivers cause a chain reaction: aging populations, for example, mean fewer workers, which could trigger inflation and provoke tighter monetary policies. Fallout from these tectonic shifts can only be mitigated by deep reforms to education, healthcare, the energy system, and investments in innovation, all with the goal of improving efficiency and productivity. [Reuters] • Spotlight on India. What’s gone up while everything else has gone down? The Indian economy, which is expected to grow at least 7% this year—more than twice the amount the world economy is projected to grow. The country’s rebounding economy drew strength from a massive COVID-19 vaccination effort that helped to revive investment and consumer spending. While other large economies face slowdowns and possible recessions, India’s economy is looking like a global bright spot. [NYT] Global indicators are reflecting the general slowdown, with a noticeable time lag, as disruptions crowd one upon the other. On McKinsey.com • Falling back. In most of the world, signs of slowing growth are proliferating. US GDP contracted 0.6% on an annualized basis in the second quarter of 2022, following a –1.6% decline in the first quarter. GDP growth in China slowed to 0.4% in the second quarter, after growth of 2.5% in the first half of 2022. The eurozone outpaced expectations, with GDP growth at 0.6% in the second quarter and 1.1% growth in the first half. But growth expectations for the rest of the year are unusually fraught, as Europe in particular faces surging energy prices as a consequence of the war in Ukraine. • Springing forward. Energy independence is proving costly to Europeans: on August 26, Europe’s benchmark natural gas price reached 30 times the level of two years ago, which has helped drive consumer inflation in the eurozone to 8.9% in July. Elsewhere, inflation declined slightly from the prior month, to 8.5% in the US, 10.1% in Brazil, and 6.7% in India. In China, inflation ticked up to 2.7%. Dive into McKinsey’s data-rich analysis of the world economy. Get the global summary 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> - 12:27 - 19 Sep 2022

• The week in charts

  The Week in Charts

  Quantum technologies, biotech investments, 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 quantum technologies, investments in biotech companies, the rise of women investors in Western Europe, perceptions of inflation, and electric heat pumps. FEATURED CHART Betting big on quantum See more This week’s other select charts A boon for biotech  Women investors on the rise  How do you view inflation?   Get pumped up 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 - 17 Sep 2022

• Authentic leadership, climate and insurance, and more big reads: The Daily Read weekender

  Harmony Internal - McKinsey

  Dive into the weekend with these 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 We've made it to the weekend, so it's time to unwind with some of this week's big reads on leading authentically, the nuances of mentorship, net-zero, and more. In a new Author Talks interview, Harvard professor and former Medtronic CEO Bill George talks about leading with authenticity amidst disruption and crises. Find your purpose Erika H. James, Dean of the Wharton School of the University of Pennsylvania, speaks to McKinsey partner Monne Williams about the nuances of mentorship, diversity, and being an “insecure risk-taker.” Seek mentorship McKinsey senior partner Sylvain Johansson talks to fellow industry experts about how insurers across the globe are preparing for a net-zero future in a new episode of the McKinsey on Insurance podcast. Tune in Our weekly briefing note on sustainable and inclusive growth explores food loss and food waste, Fortune Global 500 companies' stance on nature, Asian Americans in the workplace, and more. Get the latest update Quote of the day “In the workplace, Poppy cautions against a culture of ‘toxic perfectionism’ that degrades mental health and stymies risk-taking and innovation. Instead, she advises companies, set a tone and regularly remind workers to ‘be brave, not perfect’ for their own benefit and that of their organizations.” —Poppy Jaman, CEO of the MindForward Alliance, talks about mental health and the importance of overcoming stigma with McKinsey senior partner, Ramesh Srinivasan in “‘Be brave, not perfect,’ says mental health advocate Poppy Jaman” Chart of the day See today’s chart ready to unwind? What is inflation? The answer to this question—and others—is available in our new McKinsey Explainers series. Early access to the full series is exclusively on our Insights app. But you can take a sneak peek at this entry, and can go on from there to download the app and see more. Learn more   Generative scheduling: Saving time and money in capital projects With both infrastructure spending and inflation on the rise, optimizing scheduling and work sequencing can accelerate projects and unlock valuable savings. Understand the process  6-Down: Powerful emerging technology Know the answer? Test yourself with the latest McKinsey Crossword, Quite Clever | No. 93. Get smart  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 - 16 Sep 2022

• These 14 technology trends matter most

  The Shortlist

  Innovations and investments ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 16, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, we look at what executives need to know about tech innovation across industries. Plus, how the US government is addressing poor marks in its customer service, and Arianna Huffington on why investing in employee health should be a bottom-line priority. 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—from bioengineering and quantum technologies to sustainable consumption. The council, a mix of internal and external experts, conducted research and dozens of interviews to identify and interpret 14 of the most significant technology trends unfolding today. Search for innovation. According to partner Michael Chui and his team, the goal of the analyses in the McKinsey Technology Trends Outlook 2022 is to help executives understand the factors that affect innovation and adoption across industries. Which advanced technologies are undergoing the greatest advances in innovation? Generating the most intense interest? The greatest investments? For each question, the answers were unique. ‘Mature’ technologies. The greatest technology advances, measured by patents and published research, came in applied AI and advanced connectivity. These were among a host of technologies that we call the Silicon Age group. Along with cloud and edge computing, they are based on proven and mature technologies and tend to have viable applications in more industries, from agriculture to aerospace, which places them closer to a state of mainstream adoption than other trends. Machine learning. For instance, models trained in machine learning can be used to solve classification, prediction, and control problems to automate activities, add or augment capabilities and offerings, and make better decisions. Companies are developing and adopting more applications for AI, but organizational, technical, ethical, and regulatory issues must be resolved before businesses can realize the technology’s full potential. Investing in sustainability. A second group, which we call Engineering Tomorrow, encompasses several trends that are in earlier stages of development, many of which are closely aligned with sustainability priorities. These display increasing levels of innovation, interest, and investment. This group includes two areas, future mobility technologies (think autonomous transfer of people and goods) and future clean-energy technologies (wind and solar, but also hydrogen power), that attracted the highest investments—$236 billion and $257 billion, respectively. Reshaping society. These changes will not only alter the competitive landscape but also exert ever-more powerful effects on society: reshaping markets, boosting productivity, and spurring economic growth. When we look at these trends, what impresses us more than anything else is the massive effect that technology will have on every sector. The next few decades promise to be a time in which technologies progress even more quickly from science to engineering to impact—at scale, and around the world. OFF THE CHARTS The government will see you now When it comes to customer satisfaction, Americans rank government services dead last compared with their experience with airlines, banking, or even shopping for car insurance. A recent White House executive order seeks to change this perception by prioritizing customer experience for federal agencies. Check out our chart of the day here. INTERVIEW ‘S’ is for success. But first it’s for sleep. Arianna Huffington, the founder of the Huffington Post and the author of 15 books, including Thrive and The Sleep Revolution, has long been an advocate of improving people’s physical and mental health. She launched Thrive Global in 2016 “to help individuals, companies, and communities improve their well-being and performance—and debunk the collective delusion that burnout is the price we must pay for success,” as Thrive’s website puts it. In a recent interview with McKinsey partner Erica Coe, Huffington discusses burnout, resilience, preventive care, the essence of a fulfilled life, and the importance of sleep. “Investing in employee well-being and mental health is not a warm and fuzzy benefit,” she says. “It is essential for sustainable business success.” More on McKinsey.com Accelerating zero-emission freight transport | The freight transport sector has an opportunity to speed up decarbonization by moving from compensating for emissions to abating emissions. Key options include those that are backed by industry-compliant sources. Can e-commerce help customs agencies fix old problems? | Revenue leakage and illicit goods flows have long bedeviled customs agencies. Three steps can help them boost their capacity to facilitate smoother cross-border e-commerce as the flow of goods continues to soar. The digital reinvention of enterprise tech go-to-market | In this new era of accelerated digital disruption, tech companies need to rebuild their GTM models from the ground up. Those that embrace the challenge now will position themselves to outperform in the long run. INTERVIEW WHAT WE’RE THINKING Lareina Yee Lareina Yee, a senior partner in McKinsey’s Bay Area office and a leader in the Technology, Media & Telecommunications Practice, advises companies on strategy and operations to achieve above-market growth. Internet searches for the term “metaverse” rose 7,200 percent in 2021. Those aren’t media mentions; that’s individual curiosity—a clear signal of how much people want to understand the term. The metaverse is confusing, because at this point it isn’t just one thing. For now, it’s a combination of elements with the potential to create a vast virtual environment where new kinds of interactions and new kinds of B2C and B2B commerce are possible. This integrated physical and virtual experience will have three core characteristics: immersive, interactive environments that use technologies such as virtual reality and augmented reality to give a sense of presence and mimic the realism of the real world; a modifiable but persistent state where you can build, create, and interact similar to the way you interact in the physical world; and a digital identity that is as valuable and unique as your physical identity. For now, I’d say we have just the glimmer of the metaverse. Given that, companies are asking tough questions: Is this all hype and a distraction? Should I pilot an experiment to learn about it? Is this an investable thesis that I should take seriously now? Is it such a serious pivot that I should worry about my core business? And if I can’t answer those questions with confidence, what should I do now? For almost everyone, learning about the potential of the metaverse is a no-brainer. One great way to do so is to follow venture capital (VC) funding. Seeing where the VC money goes can give companies a helpful perspective on what the metaverse might look like as it scales into something bigger. For experiments in the metaverse to work, companies may need to embrace open-ended investments, even small ones. In many cases, the people pushing for metaverse experimentation, who often come out of IT, haven’t tied the effort to a business case. Leaders may have to give them some leeway by expanding their tolerance for small failures. But the experimentation crowd must make more of an effort to think through the potential business value. There are many obstacles and much uncertainty. It may well take a decade or more to fully build out the potential of the metaverse. Once again, technology is driving innovation into something that’s just around the corner, that could transform our experience in some unforeseen way. It reminds me that the potential of technology is infinite. That’s so humbling, and so inspiring. Share this What We’re Thinking 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> - 02:34 - 16 Sep 2022

• Did you or someone you know break into technology from a different field?

  On Point

  New research on tech talent  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katherine Tam   Digital Editor, New York Tech talent search In the news • Going where the workers are. Companies struggling to hire technology talent in the US are increasingly looking abroad for employees. This trend is expected to grow as remote work continues to rise and as the imbalance between supply and demand for tech roles persists. According to a recent report, the practice of offshoring software development roles is expected to rise by 70% between 2022 and 2023. US-based businesses are particularly interested in hiring in Latin America, which overlaps with US time zones. [Wired] • A cybersecurity talent crisis. There’s a talent shortage in cybersecurity, and the gap is growing wider. In 2021, there were 3.5 million open cybersecurity jobs worldwide, a 350% increase from 2013. Many of these jobs will likely still be open five years from now. Cybercrime costs companies trillions of dollars each year, and executives need to take this seriously, says one CEO. Senior leaders can start by looking for board members who have cybersecurity expertise and making cybersecurity part of an ongoing conversation. [Fortune] Almost three in five workers who ended up as IT managers in the US started in non-IT roles. On McKinsey.com • Hire for potential. Demand for technology skills is growing exponentially, and companies are straining to find talent. Even so, businesses are often reluctant to hire candidates with more unconventional backgrounds. However, McKinsey research finds that people are able to master entirely new skills, making tech hires who start out in other fields not so unconventional after all, say McKinsey senior partner Dana Maor and colleagues. Of those who pivoted into technical roles in our study, 70% began in professional services, healthcare, or other STEM fields. • Transitions into tech. Moving into technology from a different line of work is common. Out of roughly 280,000 technology professionals in four countries, 44% entered the field from a nontechnical career. Tech workers with nontraditional backgrounds broaden their skill set with every move. They reinvent themselves, push out of their comfort zones, and develop and apply more new technical skills than many hiring managers assume, McKinsey research indicates. Learn three strategies for cultivating tech talent. Hire tech talent confidently Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:14 - 15 Sep 2022

• Green Growth: Capturing Asia’s $5 trillion green business opportunity

  Harmony Internal - McKinsey

  Capture the opportunity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 There is no question that sustainability is a top priority for investors, customers, and employees around the world. Across the Asia-Pacific region, more than 15 countries and 670 companies are committed to emission-reduction targets and creating new investment opportunities in green technology. In fact, green business opportunities in the region could reach up to $5 trillion by 2030. In a new article, McKinsey’s Tomas Nauclér, Daniel Pacthod, and their coauthors take a look at Asia’s role in the global journey to net zero and identify opportunities such as decarbonizing the fossil-fuels core of the economy, leveraging green materials, leading next-generation climate technologies, and contributing to biodiversity and nature preservation. Give it a read and seize the opportunities.  Green Growth: Capturing Asia’s $5 trillion green business opportunity Asia is a critical contributor to the global race to net zero. Proactive moves in pursuit of this goal will result in opportunities that will define tomorrow’s outcomes and successful business leaders. Capture the opportunity   Quote of the day “Our vision goes beyond the steels we make or the manufacturing processes we use. Our ambition is to deliver what’s best for our people, our customers, our communities, and our planet. It’s indeed a strategy focused on what’s best for all.” —Dave Burritt, President and CEO of U. S. Steel, on sustainability goals in a conversation with Asutosh Padhi, McKinsey senior partner and co-author of The Titanium Economy Chart of the day See today’s chart   ALSO NEW What every insurance leader should know about cloud Successful cloud migrations depend on knowing where the value for insurance lies in cloud and on business and IT working together. Understand the value   The gathering storm in US healthcare: How leaders can respond and thrive Forces are converging to challenge healthcare affordability and access, and industry economics. Opportunities abound for leaders to drive rapid, at-scale innovation to usher in a brighter future. How leaders can respond and thrive   The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America Asutosh Padhi, Gaurav Batra, and Nick Santhanam reveal manufacturing, an under-appreciated and under-valued sector of the economy, for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices—a bright spot in an economy that has too often been buffeted by external shocks. #TitaniumEconomyBook Preorder now  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:34 - 15 Sep 2022

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 06:33 - 15 Sep 2022

• That produce you see at the grocery store? A lot of it never makes it to the shelves.

  On Point

  Four ways to reduce food loss  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Fighting food loss In the news • Lose the label. Dates on “best by” and “sell by” labels have long puzzled consumers. Now, some grocery stores are getting rid of them in order to reduce food waste. Several UK grocers have stripped “use by” and “best before” dates from hundreds of products, including one London-based retailer that said it would drop date labels from 300 fruit and vegetable items in June. Only two-thirds of US consumers realize that the “best by” date refers to the freshness of food, and not the last day to eat it, the Harvard Food Law and Policy Clinic has found. [WSJ] • Salvage store savings. Dented cans, flattened boxes, off-beat flavors: for consumers weary of rising prices, salvage food stores offer unbeatable deals. Nowadays, in addition to attracting bargain hunters, they’re also enticing consumers who care about the environment and want to lower food waste. A few companies have launched digital versions of salvage stores. One online grocer, founded in 2018, has sent out more than 14 million boxes of produce that might have otherwise gone to the trash heap. [NYT] Three food categories—fruits and vegetables, cereals, and roots and tubers—account for much of the food loss and the associated carbon dioxide emissions and water use. On McKinsey.com • Barley by-products. Each year, more than two billion tons of food are lost or wasted. Half of the uneaten food, worth about $600 billion, is lost during or just after harvest. The hidden costs of food loss often equal or exceed retailers’ net profit, reveal McKinsey senior partners Clarisse Magnin-Mallez, Björn Timelin, and colleagues. But companies that cut down on food loss could capture $80 billion in new market potential. For example, one beverage company turned its barley by-products into a protein and fiber ingredient, launching two new businesses. • Missing tomatoes. To understand where food gets lost in the supply chain, McKinsey teamed up with the Consumer Goods Forum to trace the journey of tomatoes from the farm to the retailer. In the developed world, out of 100 tomatoes, only 72, at most, make it to a store shelf. In developing countries, only 35 to 58 ever reach the store. Two-thirds of the loss is edible—for instance, food that’s rejected because it doesn’t meet customer standards, McKinsey analysis shows. See four ways that grocers and manufacturers can tackle food loss. Understand food loss 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> - 12:45 - 15 Sep 2022

• แคตตาล็อกออนไลน์จาก ชไนเดอร์ อิเล็คทริค เพื่อการเข้าถึงข้อมูลที่ดียิ่งขึ้น!

  Schneider Electric

  แคตตาล็อกออนไลน์   ดูออนไลน์     ใหม่ล่าสุด! แคตตาล็อกออนไลน์     แคตตาล็อกออนไลน์ ชไนเดอร์ อิเล็คทริค มีข้อมูลผลิตภัณฑ์จํานวนมาก การเข้าถึงข้อมูลสินค้าและบริการง่ายและรวดเร็วมากยิ่งขึ้น สามารถข้ามไปยังหน้าผลิตภัณฑ์ได้โดยตรง ง่ายและรวดเร็วในการค้นหา ดาวน์โหลดและแชร์ข้อมูลผ่านช่องทาง Online เช่น email/ facebook/ Line       Retailer Price List   รวบรวมข้อมูลสินค้าและโซลูชั่น สำหรับที่พักอาศัยและอาคารทั่วไป   ดาวน์โหลด       LV & Industry Price List   รวบรวมข้อมูลสินค้าและโซลูชั่น สำหรับสินค้าแรงดันต่ำและระบบควบคุมอุตสาหกรรม   ดาวน์โหลด       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5500     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 11:03 - 14 Sep 2022

• Why digital trust truly matters

  Harmony Internal - McKinsey

  Understand the research ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Emily Adeyanju   Digital Editor, Charlotte Did you know that organizations well-positioned to foster digital trust are more likely to see increased business growth? Consumers are generally confident that the companies they do business with provide the foundational elements of digital trust—but retaining that trust comes with its own reward. While roughly 90 percent of businesses believe they can effectively build digital trust, less than one-quarter of them actually walk the walk. To learn more about how you can build digital trust and set the stage to increase annual growth by 10 percent or more, check out this survey by McKinsey's Jim Boehm, Liz Grennan, Alex Singla, and Kate Smaje. Don’t miss out! And if you'd like to contribute to critical survey research like this, apply to join McKinsey’s Global Survey Panel. Why digital trust truly matters Consumer faith in cybersecurity, data privacy, and responsible AI hinges on what companies do today—and establishing this digital trust just might lead to business growth. Understand the research   Quote of the day “We do believe the shared micromobility market . . . is here to stay and will grow sizably. The key question for players now is how can they make it profitable? How can it become a permanent part of daily city life when we talk about shared micromobility?” —McKinsey partner Kersten Heineke on the future of micromobility in a recent episode recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW You’re invited: Join us for a live webinar on value creation in the metaverse Join senior partners Jennifer Schmidt and Eric Hazan as they discuss the potential of this new immersive virtual world. Register now to learn what consumers are looking for in the metaverse and what you can do now to capture future opportunities. Register now  Reducing food loss: What grocery retailers and manufacturers can do An estimated $600 billion worth of food is lost during or just after harvest. Can manufacturers and grocers do anything about it? Definitely—and it will be good for business, people, and the planet. Enable lasting change   Airline retailing: How payment innovation can improve the bottom line Airline retailing could be worth $40 billion by 2030—a new report gives insight on how airlines can maximize this opportunity. 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> - 05:11 - 14 Sep 2022