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• A new mindset for equity

  Re:think

  Making equity real ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON MAKING EQUITY REAL Shifting to a new mindset for equitable business outcomes Tiffany Burns Over the past couple of years, we’ve seen a heightened interest in supporting Black consumers and businesses—a direct result of the Black Lives Matter movement and protests after the murder of George Floyd. We’ve done a lot of research during this time to understand whether this support is helping and what drives continued equity gaps for Black consumers and Black founders. We’ve found that the support is not working as well as it should, and inequities persist.  From difficulties getting to a store to a lack of product availability to dealing with salespeople without relevant expertise or training, Black consumers feel a deep dissatisfaction. Black founders are frustrated too. Forty-five percent of American consumers think retailers should support Black-owned brands, vendors, and suppliers—but I’ve talked to more than 50 Black founders, and each one of them says every part of the founder experience is arduous. These founders have passion, vision, and excitement but face disproportionate obstacles to raising capital, testing products, and getting on shelves simply because they are Black.  In 2022, why should it feel so impossible? Often companies have a social-justice lens: they want to support Black enterprise efforts because it’s the right thing to do. So they donate funds or launch programs. These are both important actions, but to get things right and have an impact, companies that really want to make a sustainable difference in supporting and creating equity may need to change mindsets.  The first concept a retailer should adopt is an investor mindset for equity. Executives should be asking themselves, “How can we drive ROI and increase equity? What are the things my organization can do that will allow us to drive competitive advantage, create more value for our shareholders, and drive equity?” These things are not mutually exclusive. When we looked at venture capital investment in beauty companies, we found that only 4 percent of late-stage-funded companies were Black-founded. They received one-tenth the funding of their non-Black peers, yet their income was 89 times higher. The ROI here is powerful: imagine what the return would look like with parity levels of investment. The more you can align your overall business strategy where both increased equity and value creation are outcomes, the more it will become a sustainable operating model.  “The research tells us a story of inequity, unmet needs, and opportunities. Companies that want to really make a sustainable difference when they think about equity may need to change mindsets.” The second thing companies should do is take a data-driven mindset and reconsider the metrics being used to make business performance decisions. Traditional metrics can be myopic and embed bias into performance outcomes, leading to missed opportunities for profitable growth. Take, for example, retail footprints. For store location, there’s a historical reliance on the movement of people and foot traffic. Population density in an area might lead you to believe there’s an opportunity to locate a new restaurant somewhere. And you might dismiss neighborhoods that are less dense or look like they have less movement. But in those retail deserts, the unmet need is both significant and pervasive, which opens a potentially unseen opportunity. We have data that say Black consumers are willing to pay more for healthy food, so it would still make sense to locate there. If models tell us not to make certain moves, then maybe we need new models. Finally, companies and investors need to go beyond surface-level support. It’s great that people are excited about Black brands and want to feature Black founders’ stories. Everyone showcasing what Black businesses are doing has good intentions. But race-based marketing is not enough. And we can’t tokenize Black founders and say they make products for only Black consumers. When companies do this, they leave significant value on the table. We have to treat Black consumers as core consumers, period, and ensure that their needs are met. It’s a $300 billion opportunity, and those who can figure this out will see real growth.  At the end of the day, the Black brands that have had very significant success have had phenomenal products with resonance across the general consumer population. Product orientation also ensures that Black founders aren’t only pigeonholed into the Black consumer segment. The more we can lift up good products from Black founders and make sure they have their fair share of coverage across consumer segments, the more equitable the brand landscape. Equitable business embraces the fundamental belief that the Black consumer should be delighted. Equitable business means that a Black kid with a compelling product who wants to start a consumer business should have the same access to capital and markets as a White kid. We need to shift our outlook to say it’s not about Black brands; it’s about good brands. We’re still far away from leveling the playing field. ABOUT THE AUTHOR Tiffany Burns is the managing partner of McKinsey’s Atlanta office and is a leader in shaping and executing on 10 actions, McKinsey’s efforts to improve racial equity within the firm and around the world.  MORE FROM THIS AUTHOR Black representation in the beauty industry Black beauty consumers and brands face deep challenges when it comes to equity. Removing those barriers can lead to greater opportunity for everyone in the industry. More → The Black unicorn: Changing the game for inclusivity in retail In the age of the inclusive consumer, harnessing the power of retail can increase demand for Black-owned brands. More → UP NEXT Nicolas Denis on managing a global food crisis The world’s food system requires exquisite balance, but war and climate change are destabilizing it. Here’s what’s at stake and what could be done. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:01 - 14 Sep 2022

• LogyTrak - Transport Monitoring Software

  LogyTrak - Transport Monitoring Software

  It has a wide range of functionalities to simplify logistics management.

  LogyTrak - Transport Monitoring Software LogyTrak is state-of-the-art transportation management software that helps you with routing, dispatching, and warehousing! It is an effective supply chain and consignment management system that can lower a company’s overall cost and boost profits. Hence, LogyTrak is the right choice. LogyTrak has a wide range of functionalities to simplify logistics management. It gives access to crucial vehicle analytics, vehicle status, fuel consumption details, temperature alerts, and maintenance reminders. Book a Free Demo LogyTrak - Temperature Monitoring The delivery without the damage of its goods is very important for the transport industry. In many cases, cold storage is used for maintaining the quality of goods during the journey. It’s next to impossible to monitor the temperature manually throughout the trip. So, LogyTrak helps you make this impossible task simple. Try it Today! LogyTrak - Transporter Analysis Logytrak helps you to utilize vehicles to their fullest. Normally, companies take services from transporters to manage their consignments. Companies while managing their own vehicles, wish to have proper utilization of vehicles provided by the transporter. Companies will have to suffer a huge loss due to improper services by their transporter. Interested? Lets Talk 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> - 08:44 - 14 Sep 2022

• Register now: Automation at Scale with 10x Banking & AWS

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  Join our webinar to hear from 10x Banking and AWS about the value of automation at scale on the 28th Sept 2022 from 10:00 am - 11:45 am. You’ll get the unique opportunity to hear from 10x Banking Principal Engineer Daniel Oakes, AWS Technical Trainer Tim Schaefer, and New Relic Customer Adoption Manager Ryan Veitch as they discuss the value of automation at scale in the FS industry including: The benefits of infrastructure management, and more. Examples of how to connect AWS data. Live demo of what can be done via Terraform, like spinning up an AWS instance and creating dashboards in New Relic. Register here   FOLLOW US: View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page.

  

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  by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 14 Sep 2022

• US manufacturing may be poised for a rebound. What would it take to make it happen?

  On Point

  Four big trends in manufacturing  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Revitalizing US manufacturing In the news • Back to the US. US companies are bringing back to America a historic number of jobs. In August, multiple businesses revealed that they will build billion-dollar factories producing everything from materials for lithium-ion batteries to packaging. US firms are expected to reshore about 350,000 jobs in 2022. The COVID-19 pandemic has spurred C-suite leaders to consider relocating overseas supply chains closer to home, while investors’ close scrutiny of carbon emissions is also convincing companies to move processes nearer to home. [WSJ] • Steady growth. US factory activity held steady in August 2022, suggesting modest growth in manufacturing, according to the Institute for Supply Management. Mineral products, transportation equipment, and petroleum were among the ten industries that expanded. A measure of employment also indicates that US manufacturers are adding more workers. In Europe and Asia, meanwhile, the war in Ukraine and a sluggish economy in parts of Asia are contributing to declining factory activity. [Bloomberg] Across key manufacturing sectors, our analysis suggests that up to $4.6 trillion in global trade could shift across regions in the next five years. On McKinsey.com • A potential resurgence. At times, the US has seemed in danger of losing its position as one of the world’s manufacturing powerhouses. The number of manufacturing firms and factories in the US has fallen by about 25% since 1997. But today, some trends—including 1.3 million jobs added between 2010 and 2019—point to the potential for a resurgence of growth in manufacturing, note McKinsey senior partners Mike Doheny, Asutosh Padhi, and colleagues. This could boost US GDP by more than 15% over the rest of this decade. • Strengthening supply chains. More than 90% of senior executives consider it a priority to increase resilience in supply chains, according to McKinsey surveys. Yet a greater reliance on imports means that some US manufacturing supply chains are exposed to more global risks. Currently, roughly 70% of US domestic demand is met with locally produced goods, trailing Germany, Japan, and China. See four ways global manufacturing is changing, along with key questions that can help leaders deliver a US manufacturing renaissance. See the biggest trends 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> - 01:19 - 14 Sep 2022

• ดาวน์โหลดแค็ตตาล็อกสินค้า ชไนเดอร์ อิเล็คทริค ใหม่ล่าสุด!

  Schneider Electric

  ดูข้อมูลชไนเดอร์ อิเล็คทริค   ดูออนไลน์     อัพเดทใหม่! แค็ตตาล็อกชไนเดอร์ อิเล็คทริค   ท่านสามารถดูรายละเอียดสินค้า เพียงคลิก "ลงทะเบียน" ที่ปุ่มด้านล่าง เพื่อรับแค็ตตาล็อกสินค้า ชไนเดอร์ อิเล็คทริค ใหม่! หากต้องการข้อมูลเพิ่มเติม กรุณาติดต่อศูนย์บริการลูกค้าสัมพันธ์ โทร. 02-617-5555 (ในเวลาทำการ วันจันทร์-ศุกร์ เวลา 08:00 - 18:00 น.) ชไนเดอร์ อิเล็คทริค ขับเคลื่อนการปฏิรูปสู่ดิจิทัล ด้วยการผสานรวมเทคโนโลยีชั้นนำของโลกด้านพลังงานและกระบวนการจัดการ เข้ากับผลิตภัณฑ์ตั้งแต่จุดเชื่อมต่อปลายทางไปยังคลาวด์ ระบบควบคุม รวมถึงซอฟต์แวร์และการบริการครอบคลุมตลอดวงจรชีวิตการทำงานทั้งหมด เพื่อศักยภาพในการบริหารจัดการองค์กรแบบบูรณาการ ทั้งสำหรับบ้าน อาคาร ดาต้าเซ็นเตอร์ ระบบโครงสร้างพื้นฐานและอุตสาหกรรม   ลงทะเบียน       + 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> - 11:02 - 13 Sep 2022

• Could this be a glimpse into life in the 2030s?

  Harmony Internal - McKinsey

  Glimpse into the future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The future is coming much sooner than we may think. The pandemic showed us that we are capable of adapting to (and creating!) rapid change, and at this rate, there could be more innovation in the next ten years than in any other decade in modern history. Since 2019, McKinsey experts have weighed in on what the future could look like in The Next Normal series. Prepare for the 2030s by exploring our experts’ predictions, including perspectives from Praveen Adhi, Jonathan Dunn, Sajal Kohli, Jessica Moulton, and Kelsey Robinson. From outer space to air mobility, shopping, wellness, and even video entertainment—change is coming, so be prepared. Could this be a glimpse into life in the 2030s? According to experts, yes. A look into the future Quote of the day “Titanium economy companies have been going about doing what they’re actually good at, which is delivering great returns for their shareholders, taking care of customers, taking care of employees, doing the job around communities, and cleaning the environment—but they have never really found an opportunity to pull it all together and tell the story.” —Asutosh Padhi, McKinsey senior partner and co-author of The Titanium Economy, on why industrial companies are under the radar in a recent Author Talks interview  Chart of the day See today’s chart ALSO NEW The two-wheeled commute: Micromobility and your future Scooter skeptic? Think again. Micromobility is gaining favor with consumers worldwide—and may fast become a mainstay of urban transportation. Get up to speed   Asian American workers: Diverse outcomes and hidden challenges Asian Americans often face invisible challenges at work. Organizations can maximize more of this group’s potential by acknowledging its diversity. Debunk the myths   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   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> - 05:15 - 13 Sep 2022

• Cut straight to success this season…

  

  With must-read articles, checklists, and more for your team in our Holiday Hub.

  Stock up on success We know what you’re thinking. Holiday emails already? But proper season’s greetings will require more than just a few meetings to get your business and your team ready for the shopping frenzy. Head over to our Holiday Hub to stay ahead. From must-read articles to easy-to-use briefs, we packaged everything your business needs to stay flexible and successful this season. Want to get a head start? Prep for success Privacy Policy | Support | Invite a Friend | Get Inspired This email was sent to you by Fiverr International Ltd. You are receiving this email because you signed up for Fiverr. If you wish to unsubscribe from all future emails, please click here Fiverr International Ltd. | 38 Greene St. | New York, NY 10013, USA

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  by "Fiverr" <no-reply@announce.fiverr.com> - 09:03 - 13 Sep 2022

• activNews

  activNews

  Welcome to activNews, bringing you all of the latest news, insights and advice from the team at activpayroll. 

  View this email in your browser activpayroll Newsletter September 2022 Read all our latest news as we prepare to celebrate our 21st birthday We offer our customers payroll services and so much more… Next month we’re celebrating our 21st birthday and we’re delighted that you’ve been part of our incredible journey. We’ve spent the last 21 years listening to our customers and developing our services to meet your needs. As we celebrate this significant milestone, we have taken time to reflect. We are proud to have supported our global customers’ growth. Helping customers navigate global complexity remains an important mission for us. As your business needs change, our range of services are designed to support you every step of the way. Our team is on hand to offer you the solutions you’ve told us you need when it comes to the key pillars of our business: · Global Payroll · Global Mobility · International Payments We have also recently invested in our Global HR Solutions to complement our existing services. We can now support you with all your Global HR needs giving you total peace of mind when it comes to protecting your most valuable resource – your people. And remember we can tailor our services to suit your needs by offering professional support which will free up your resources allowing you to do concentrate on your core business. You can find out more on our website or by emailing our Key Account Team. “Current trends in Global Mobility” Webinar - 13th October Keep up to date with all the important current trends in global mobility by joining us at our webinar on Thursday 13th October. Graham McKechnie, our Head of Global Employer Services, and Steph Smith, our Head of Global Mobility Growth, are going to be talking about all things related to International Remote Workers. Kirsten Wright, our Head of Global HR Solutions will also be on the panel to add her insight from an HR perspective. Pre-register for the event We let our customers do the talking… At activpayroll we cover every corner of the globe working with over 1200 customers in 154 countries. Our customers share their thoughts on how we have worked together to support their business. To see how we can help you, contact us here We are always listening! Our product development team focuses on the outcomes that matter most to you. That’s why we’re launching a new innovative client survey to help inform our development activity going forwards. Look out for the e-mail inviting you to share your views with us and we’ll look forward to sharing what we learn and the priorities it points to in an upcoming newsletter. And, in October we are looking forward to kicking off our first Client Advisory Group session – another exciting step to inform our activity in support of you, our clients. Global Payroll Award shortlist Your business is in safe hands with us and our award shortlisted team. Our Global Implementation Team and Elle Crawford our EMEA Payroll Delivery Manager have been shortlisted for the prestigious 2022 Global Payroll Awards – for 'Payroll Team of the Year’ and ‘Payroll Manager of the Year’ respectively. Great recognition for the Team and even better news for you, our customers, giving you the extra security that you are dealing with the best in the business. Meet our Head of Customer Support Appointed in July 2021, Graeme McGregor has a diverse background spanning software engineering, programme management and client services, Graeme is perfectly placed to head up our customer service team, supporting our ambitions to continually improve our standard of customer service and raise the profile of our people-focused culture. Keep in touch As always, you can keep up-to-date with all of our latest news, insights and team updates over on our social media channels. Copyright (C) 2022 activpayroll. All rights reserved. activpayroll Cults Business Park Station Road Cults Aberdeen AB15 9PE Our mailing address is: pr@activpayroll.com Want to change how you receive these emails? You can update your preferences or unsubscribe

  

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  by "Lynn Smith" <PR@activpayroll.com> - 05:14 - 13 Sep 2022

• How to embrace uncertainty (and even have some fun)

  On Point

  An Author Talks interview ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katherine Tam   Digital Editor, New York Navigating uncertainty In the news • The infinite game. Dealing with the unknown can be stressful, but one way to face uncertainty with greater calm is to get the most expansive view of what’s possible, according to entrepreneur Susannah Furr and business school professor Nathan Furr. One idea is to stop focusing on trying to win, and instead play an “infinite game” by constantly testing boundaries and rules. One example involves a legendary rivalry between two Tour de France cyclists. Although one of the cyclists never won the race—which he entered 14 times—his love of riding endeared him to the crowd. [HBR] • Don’t quit. The idea of leaving one’s day job to chase a more exciting side hustle can be enticing. But a smarter move might be to take one tiny step at a time toward an uncertain goal, say authors Nathan and Susannah Furr. Research shows that innovators who keep their regular jobs while spending time on a side project are more likely to succeed than those who quit their nine-to-five to pursue a new job full time. Instead of attempting a new endeavor all at once, break up big goals into specific actions, and regularly take stock to make sure that the project is paying off. [Fast Company] “Great leaders challenge their organizations. But they also support their people and pay attention to the anxiety that uncertainty creates.” On McKinsey.com • Into the unknown. Humans are wired to fear uncertainty, but it’s helpful to remember that “uncertainty is the portal to possibility,” say Nathan and Susannah Harmon Furr, authors of The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown. Every innovator confronts uncertainty eventually and therefore must be willing to step into the unknown. Like any other capability, individuals, teams, and organizations need to develop the ability to face uncertainty. • A tool kit for uncertainty. In a changing world, “if you believe that everything is up to you and totally within your control, you are going to spend your whole life stressing out,” says Nathan Furr. “Instead, focus on how you can be the best version of yourself and make the greatest contribution to the world,” Furr adds. To help leaders navigate uncertainty with greater resilience, the Furrs organized more than 30 tools. Learn some of the ways that successful innovators, creators, and designers deal with uncertainty. Lean into uncertainty 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> - 12:47 - 13 Sep 2022

• Titanium economy companies and the future of American manufacturing

  Harmony Internal - McKinsey

  Drive innovation ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 What’s the “titanium economy”? You may not know the names of titanium economy companies—but they’re some of the fastest-growing and most profitable in the US, say McKinsey leader Asutosh Padhi and his co-authors Gaurav Batra and Nick Santhanam. In a recent Author Talks interview, they discuss their forthcoming book, The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America, which trains a spotlight on the burgeoning industrial-tech sector and the companies at the forefront of driving innovation, job creation, and growth—and ultimately in creating a more inclusive economy in the US. Check it out for an advance look at where American manufacturing could be headed. Preorder #TitaniumEconomyBook Author Talks: How industrial technology is creating a more inclusive economy McKinsey reveals 35 cutting-edge companies in the industrial tech sector, highlighting a robust “titanium economy” that creates American jobs and fuels innovation through sustainable, inclusive growth. Drive innovation Quote of the day “If you allow ambiguity to filter into what you’re trying to do, suddenly you lose control of the agenda. Having a very clear strategy and vision, and a few beacons of the progress you are making that you can use to reinforce that vision, is incredibly important.” —Andy Penn, CEO of Telstra, on his company's reinvention journey in "You can’t move too fast: A conversation with Andy Penn" 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  McKinsey’s unorthodox general counsel On paper, Pierre Gentin is a legal all-star. In person, he’s a lot more. Get to know him   How to build geopolitical resilience amid a fragmenting global order Organizations need to strategically invest in capabilities, people, processes, structures, and technology to navigate the risks arising from an evolving and fraught geopolitical landscape. Create resilience   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> - 06:54 - 12 Sep 2022

• You're' invited 🎙Webinar: An exclusive look at new research on global benefits.

  You're' invited 🎙Webinar: An exclusive look at new research on global benefits.

  Register today for our online discussion on how to hire in countries without your own entity. 

  Hi MD, You are invited to join our next webinar! 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> - 09:46 - 12 Sep 2022

• A leader’s guide to finding growth opportunities

  Leading Off

  Growing up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Dana Sand   Editorial Production Manager, Cleveland Growth is good—and an imperative for the C-suite. In addition to boosting profits, it enables companies to achieve their broader goals, including those related to sustainability, inclusion, talent, and employee well-being. The likelihood of lifting incomes, providing new opportunities, and funding necessary transitions also increases. But growth can be elusive. According to the International Monetary Fund, GDP growth for mature economies has only averaged 1 percent since the financial crisis of 2008, and growth in emerging economies has also been lower in recent years than at the start of the century. This week, let’s explore the mindsets and actions that can help you lead your organization into an era of stronger growth. AN IDEA Make an explicit choice to grow The best organizations make a deliberate choice to prioritize sustainable and inclusive growth. McKinsey research finds that such “growth leaders” generate 80 percent more shareholder value than their peers over the span of a decade. They’re also able to achieve growth in a downturn. What does it take to be a growth leader? Growth must be a top priority, and mindsets, actions, and capabilities all must align with both short- and long-term growth ambitions. Adopting these seven beliefs—ranging from willingness to fail to favoring action over perfection—allows leaders to grow their revenue or sales twice as fast. Companies that adopt growth mindsets are 2.4 times more likely to outperform their peers; developing operating models with a focus on growth can deliver three times more shareholder returns. By using this holistic growth blueprint, leaders can create the momentum needed to prioritize growth regardless of circumstances. They can act on “timely jolts,” turning headwinds into opportunities, as many did during the COVID-19 pandemic. A BIG NUMBER 2.8%  That’s the percentage by which a typical company grew in the decade prior to the COVID-19 pandemic, with growth rates slowing to half what they were before the 2008 financial crisis. As Chris Bradley, Rebecca Doherty, and others explain, in the face of rising inflation and geopolitical and economic volatility, McKinsey research shows that these ten rules of growth can guide leaders toward outgrowing their competitors and successfully benchmarking their growth. Among the imperatives: put competitive advantage first, don’t be a laggard, and grow where you know. With only 8 percent of companies excelling at more than half of the ten imperatives, the bar—and potential reward—is high. A QUOTE “When it comes to profitable growth outperformance—being a mere single-sport athlete is not enough. One can’t be just a swimmer, a runner, or a cyclist. Consumer companies instead need to think and execute like triathletes.” In this McKinsey article, Jordan Bar Am, Simon Land, Duncan Miller, René Schmutzler, and their colleagues explore the “growth triathlon,” or three main avenues for growth: expanding the core business, innovating into new markets and adjacencies, and chasing opportunities for building new businesses to achieve breakthrough growth. Despite any inclination toward a particular growth pathway, companies can sustain better incremental growth by pursuing all three and are 97 percent more likely to outperform their peers when investing in multiple pathways. A SPOTLIGHT INTERVIEW People are living longer, healthier lives, and the longevity economy, which supports them with jobs, services, and products, can be a vigorous growth area for some investors. With a market worth $8.6 trillion in the United States alone and $22 trillion globally, every business should be developing a “longevity strategy” for their offerings and their workforce, says Susan Wilner Golden, author of Stage (Not Age): How to Understand and Serve People Over 60—the Fastest Growing, Most Dynamic Market in the World. In this Author Talks interview, Wilner Golden discusses the opportunities available to companies as this market grows and changes. “People who are at this later stage of life are repurposing, transitioning, and rethinking their life priorities,” she says. “It truly is a renaissance stage…. We’re not in elderhood, we’re in furtherhood. We keep going further, and we have more to look forward to.” TO MARKET, TO MARKET Marketing has a significant role in driving growth, and the role of chief marketing officers (CMOs) is shifting to “marketing with a capital M.” Rather than being siloed, many marketing departments now have touchpoints across organizations, ranging from HR to technology and innovation. What sets effective CMOs apart in succeeding in their growth agendas? The CMO’s relationship with the rest of the C-suite is a key differentiator. In a recent McKinsey survey, 83 percent of CEOs say the marketing business unit has the potential to be a major growth driver, but only 23 percent believe it’s delivering on that ambition. Companies with high growth are seven times more likely to have “unifier” CMOs—leaders who are strong cross-functional collaborators, put marketing on the C-suite agenda, and champion a shared vision for growth across the organization. Lead with growth in 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 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> - 01:06 - 12 Sep 2022

• Global conflict, inflation, supply chain problems: Can consumer companies still grow?

  On Point

  Three pathways to extraordinary growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Seth Stevenson   Senior Editor, New York Winning over consumers In the news • Curbs = your enthusiasm. Retailers keen to retain shoppers during a potential economic slowdown are leaning hard into improving the consumer experience, and curbside pickup appears to be one pandemic consumer trend that’s sticking around. In the US, 33% of adults younger than 50 who started using curbside pickup during the pandemic plan to keep up the habit, according to a recent study. People with children find it a particularly convenient shopping method since there’s no need to wrestle kids in and out of car seats. [WaPo] • Souring on stuff. Consumers clamored for everything from cooking supplies to gardening gear as online shopping surged for the first two years of the COVID-19 pandemic. But these days, as inflation climbs, shoppers are spending more on services and less on goods, leaving retailers caught off guard. In the UK, purchases of household goods have dropped below 2019 levels. Some retailers are getting stuck with excess inventory, while some businesses that provide services are suddenly scrambling to meet increased demand. [FT] Companies that are able to move into new geographies successfully are 22% more likely to achieve above-market growth. On McKinsey.com • Growth is elusive. Very few consumer companies can sustain rapid growth over long time periods. Fewer still can do it while maintaining or increasing earnings. From 2009 to 2019, consumer companies grew an average of 3%, while the largest companies grew at only 2.4% over the same period, find McKinsey senior partners Simon Land, Duncan Miller, and colleagues. However, brands that can grow quickly and profitably offer shareholder returns more than double those of their peers. • The growth triathlon. McKinsey sifted through the data to figure out what really drives success in the consumer sector and discovered that pursuing a single winning strategy simply isn’t enough. Instead, companies must focus on three proven pathways to growth in the consumer sector, much like a champion triathlete who trains to be a great swimmer, cyclist, and runner. See our analysis of what drives consumer sector growth, including examples of companies that are winning the growth triathlon. Three ways to ignite growth 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> - 10:07 - 11 Sep 2022

• Adobe MAX 2022 Lineup Revealed!

  Adobe

  Register now for this free virtual event, explore the full speaker lineup and register to schedule sessions  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ Adobe MAX The Creativity Conference Oct 20 Virtual Event Register now Andy Vitale Executive VP Design at Rocket Companies Samantha Warren Design Director at Adobe Marty Buccafusco Video Creative Lead at Coca-Cola Creative Studios Gemma O'Brien Designer and Artist at Gemma O'Brien Pty Ltd They speak creativity. MAX brings together world-class speakers who are trendsetters, creative visionaries, and out-of-the-box thinkers. They’ll inspire you to create whatever you can imagine. They speak your language. See more speakers 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 - 11 Sep 2022

• Here’s what life could be like in the 2030s

  Harmony Internal - McKinsey

  See our new interactive ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey & Company   Curated by Eleni Kostopoulos   Digital Publishing Manager, New York Could this be a glimpse into life in the 2030s? For many companies—and many industries—the COVID-19 pandemic set off a period of head-spinning change. They realized they were capable of moving faster than they ever thought possible. They went digital in a matter of days, not years. They offered new services almost overnight. If companies sustain this newfound speed and agility, it’s conceivable that more innovation will happen in the next ten years than in any previous decade in modern history. Life in the 2030s could be vastly different from today. In our multimedia series called The Next Normal, business leaders and McKinsey experts describe what the 2030s might look like: • Partner Jesse Klempner sees a future in point-to-point transport (that is, the idea that you can launch a rocket from New York and land in Paris in 30 minutes). • Partner Anna Pione sees offerings that let consumers triage medical issues mostly by themselves, so they’d bring in a doctor only when absolutely necessary. • Senior partner Aditya Sanghvi sees the high-rise of the future as a mixed-use building: maybe an office for ten floors, apartments for 15 floors, a hotel for ten, and a club area at the top. Explore our new The Next Normal interactive for more evocative—and provocative—predictions across industries, and check out individual editions below. Read more The future of outer space: It’s getting crowded out there Could you soon be taking trips to outer space? Some experts think so. Rocket launches have become much less expensive, so thousands more satellites—and many more people than ever before—can venture into orbit. But more objects in space also mean more space debris and higher risks of collisions. McKinsey experts and industry executives envision the space industry’s next decade. Watch this space The future of air mobility: Electric aircraft and flying taxis Look! Up in the sky! Not a bird … or a plane … it’s an eVTOL! An eVTOL (pronounced “ee-vee-tol”) is an electric vertical takeoff and landing aircraft—and thousands of them could be flying above cities by 2030. Hear McKinsey experts and industry pioneers describe what’s coming in the world of “advanced air mobility” (AAM) and how it could affect passengers, pilots, and our planet. Rise above  The future of packaging: Smart bottles, edible boxes Milk jugs with sensors. Personalized wine bottles. Edible boxes and bags. These are just a few examples of the next normal in packaging. They might sound gimmicky now, but they could be commonplace in the coming years. Get smart  The future of parcel delivery: Drones and disruption Everybody likes to get a package. In 2030, we’ll send about 200 billion of them. Who will deliver all those packages, and how? See what’s ahead in last-mile parcel delivery. Look ahead  The future of video entertainment: Immersive, gamified, and diverse You’re at the movies with friends—but the movie is more like a game with a narrative. You feel like you’re in the movie because your seat gets hot when there’s a fire on screen. And everyone can see and hear the movie in whatever language they choose. That scenario could represent the next normal in video entertainment, according to McKinsey experts and industry executives. Immerse yourself  The future of wellness: Connected and customized The wellness market is booming. Consumers intend to keep spending more on products that improve their health, fitness, nutrition, appearance, sleep, and mindfulness. Explore the fast-changing, fast-growing wellness industry. Be well  The future of the high-rise: Creating people-centric spaces As the world becomes more urban, more people will live and work in high-rises. What will that mean for builders, real-estate companies, and tenants?  Look up  The future of shopping: Technology everywhere The COVID-19 pandemic has reset the retail game board. The most successful retailers will be those that connect with consumers in new ways by leaning in on their digital, omnichannel, and in-store technology ambitions. See what’s in store  The future of car buying: Omnichannel, personalized, and fun If shared mobility and autonomous vehicles take off, will people still buy cars for personal use? And what will car shopping look like?  Get in the driver’s seat  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this 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 The Next Normal newsletter 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 & Company" <publishing@email.mckinsey.com> - 06:07 - 11 Sep 2022

• The week in charts

  The Week in Charts

  Government customer experience, AI in China, 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 why workers are leaving industries, government customer experience, the artificial intelligence market in China, tech investments of top economic performers, and board tactics. FEATURED CHART Greener pastures? See more This week’s other select charts Good enough for government work  China’s AI potential  Tech investments drive performance  Boards get a rethink 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> - 03:28 - 10 Sep 2022

• El por qué y el cómo de ESG

  McKinsey&Company

  Además, las 10 reglas del crecimiento ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Comparte este email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Destacados mensuales, Septiembre de 2022 Las organizaciones han estado asignando más recursos para mejorar los criterios ASG (ambientales, sociales y de gobernanza o ESG por sus siglas en inglés), pero el acrónimo siempre se ha enfrentado con dudas y críticas, en concreto, por ser percibido como una distracción y por ser intrínsecamente difícil. Los socios sénior de McKinsey Lucy Pérez, Viviana Hunt, Hamid Samandari y los coautores ofrecen refutar esas afirmaciones, y aseguran que ASG ahora es más esencial, relevante y cuantificable que nunca. ¿Realmente importa ASG a las empresas? ¿Cuál es la razón estratégica basada en el negocio? Este mes, nuestros artículos destacados analizan el porqué ASG es importante para las empresas, así como el cómo las empresas pueden adoptar un enfoque ASG más sistemático y gratificante. Otros temas destacados en la edición de este mes incluyen: Diez imperativos que deberían guiar a las organizaciones que buscan crecer y ganar más que sus pares Por qué las empresas deberían centrarse en la resiliencia y los costos, pero también hacer apuestas intencionales para el crecimiento a largo plazo Las consecuencias de una inminente crisis alimentaria Las conexiones en el lugar de trabajo y por qué son importantes La selección de nuestros editores ¿Importa realmente ASG y por qué? Aunque se han planteado preguntas válidas sobre los criterios ASG, es probable que la necesidad de que las empresas entiendan y aborden sus externalidades se vuelva esencial para mantener su licencia social. Genere un impacto significativo Cómo hacer ASG realidad La licencia social bien puede resultar más importante que nunca en los próximos años. Aquí se explica cómo las empresas pueden adoptar un enfoque más sistemático y gratificante para hacer realidad los aspectos ambientales, sociales y de gobernanza. Sea efectivo LOS DESTACADOS DE ESTE MES Las diez reglas del crecimiento La investigación empírica revela lo que se necesita para generar un crecimiento que cree valor en la actualidad. Siga un plan holístico La gran incertidumbre: Confianza y comportamiento del consumidor de EEUU en tiempos de inflación Nuestro último estudio de Consumer Pulse muestra que hay más presión que nunca sobre la confianza del consumidor. Sin embargo, pese a la sensación general de pesimismo, hay señales de esperanza en el comportamiento de los consumidores. Conozca el sentimiento del consumidor Una reflexión sobre los desafíos de la seguridad alimentaria global en medio de la guerra en Ucrania y el impacto inicial del cambio climático Los acontecimientos geopolíticos y climáticos están afectando la resiliencia del sistema alimentario. Esto es lo que sucedió este año, lo que puede ocurrir el próximo, las posibles consecuencias y lo que se puede hacer al respecto. Esté preparado Los efectos de la red: Cómo reconstruir el capital social y mejorar el desempeño corporativo Las redes profesionales de las personas se han reducido desde el inicio de la COVID-19, mientras que los retos de deserción y contratación de las empresas están creciendo. Para ayudar a revertir estas tendencias, las personas y las organizaciones deben gestionar las interacciones en el lugar de trabajo de manera más intencionada. Aquí se explica cómo. Explore los hallazgos La raza en el lugar de trabajo: La experiencia en los empleos primera línea Tres de cada cuatro trabajadores de primera línea quieren ser ascendidos, pero menos de uno de cada cuatro lo logra. Las empresas pueden tomar medidas específicas para apoyarlos mejor. Obtenga nuevos conocimientos de DEI Cuando delegar no funciona: Cinco cosas que solo el CEO de La empresa puede hacer para crear nuevos negocios La creación de negocios es cada vez más importante para la resiliencia de las empresas, y los directores generales están especialmente capacitados para ese trabajo. Aquí se presentan cinco tareas que los CEOs pueden realizar para desarrollar nuevos negocios exitosos. Trace un camino audaz Esperamos que disfrute de los artículos en español que seleccionamos este mes y le recomendamos explorar también los siguientes artículos en inglés. ALSO NEW Author Talks: Don’t skip the ‘soft stuff’ Three big moves that can decide a financial institution’s future in the cloud How Americans are feeling about economic opportunities and the future Freelance, side hustles, and gigs: Significantly more Americans are engaged in independent work ‘When it comes to mental health, all countries are developing countries’ The growth triathlon: Three pathways to extraordinary growth in the consumer sector People and places: How and where to work next ‘Making the world a better place never feels like work’: An interview with chief DEI officer Indhira Arrington Author Talks: 25 million ... and counting SPECIAL FEATURES 2022 summer reading guide McKinsey’s annual book list from leaders, authors, and editors is back—with something for everyone. Browse 100+ picks 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. Make bold moves My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch the latest episode The McKinsey Crossword Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Play on McKinsey Classics Hard times call for creative solutions. How can companies maintain or improve their service levels while managing costs? Read our classic article, “Maintaining the customer experience.” Rewind Readers & Leaders Read a sample of our Readers & Leaders newsletter, and sign up for it or any of our 40+ free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android Comparta estas ideas ¿Disfrutó este boletín?? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:33 - 10 Sep 2022

• Asian Americans in the workplace, geopolitical resilience, and more big reads for the weekend

  Harmony Internal - McKinsey

  Dive into this week's highlights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 we approach fall in the Northern Hemisphere, get caught up on some of this week's big reads on micromobility, the Asian American experience in the workplace, geopolitical resilience, and more. This episode of The McKinsey Podcast is all about micromobility: who’s using it, why it’s becoming more popular, and how cities can adapt to a future of tiny transportation. McKinsey partner Kersten Heineke talks about why scooters, bikes, and e-mopeds are all the rage. Get up to speed McKinsey's Michael Chui, Kweilin Ellingrud, Ishanaa Rambachan, and Jackie Wong delve into the invisible challenges Asian Americans face at work. Debunk the myths Geopolitical resilience should be a strategic priority for organizations. McKinsey's Andrew Grant, Ziad Haider, and Jean-Christophe Mieszala lay out six key dimensions of resilience leaders should address. Explore the 6 key dimensions Our weekly briefing note on sustainable and inclusive growth explores green growth opportunities, the perils of motivated reasoning, how financial-services providers can forge more inclusive relationships with Black consumers, and more. Get the latest update Quote of the day “For drivers, AI can prevent accidents by alerting them of unsafe driving behaviors such as cell phone use, distraction, and close following. The result of this is lower insurance costs for businesses and safer roads for everyone else.” —Shoaib Makani, cofounder and CEO of Motive, on the impact of advances in machine learning and AI in "Logistics Disruptors: Motive’s Shoaib Makani on AI and automation" Chart of the day See today’s chart ready to unwind? 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. Explore more   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  48-Down: With 67-Across, kind of sale in September... and the theme of this puzzle Know the answer? Test yourself with the latest McKinsey Crossword, CollegeTry | No. 92. Get schooled  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:08 - 9 Sep 2022

• Strategic courage in an age of volatility

  Harmony Internal - McKinsey

  Focus now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly 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 Related Reading Laxman Narasimhan on corporate purpose during a crisis Hear Starbucks’ incoming CEO Laxman Narasimhan discuss how corporate purpose helped Reckitt navigate the pandemic on our Inside the Strategy Room podcast. Listen in  Follow our thinking 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. 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 Quarterly" <publishing@email.mckinsey.com> - 04:16 - 9 Sep 2022

• To outearn competitors, start with ten steps to outgrow them

  The Shortlist

  Aim high ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 9, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, empirical research on what it takes to generate value-creating growth. Plus, an interview with Andy Penn, who just stepped down as Telstra’s CEO after leading a transformation of the Australian telecom, and a McKinsey expert on how the Great Resignation is giving employees and employers alike the chance to reshape the nature of work. Room to grow. The past 15 years haven’t been stellar for corporate growth rates. After the global financial crisis, the world’s largest companies grew at half the rate they did before 2008. A typical company grew at a paltry 2.8 percent per year during the ten years preceding the COVID-19 pandemic, and only one in eight recorded growth rates of more than 10 percent per year. Now, with a slowing global economy, rising inflation, and geopolitical uncertainty, growth that delivers profits and shareholder value may become even more elusive. A critical driver. McKinsey recently conducted a study of the growth patterns and performance of the world’s 5,000 largest public companies over the past 15 years. The research showed that an extra five percentage points of revenue per year correlates with an additional three to four percentage points of total shareholder returns (TSR)—the equivalent of increasing market capitalization by 33 to 45 percent over a decade. Companies that managed to grow faster and more profitably than their peers during that period did even better, generating shareholder returns six percentage points above their industry averages. A ten-point plan. As senior partner Chris Bradley and his colleagues discuss in “The ten rules of growth,” business leaders can follow a holistic growth blueprint that allows them to overcome obstacles to growth. The list of imperatives includes starting with a winning, scalable formula; focusing on growth in your core industry; combining healthy organic growth with serial acquisitions; and focusing on growth where you have an ownership advantage. Make the trend your friend. This age-old axiom holds especially true today as the acceleration of pre-COVID-19 trends widens the gap between corporate winners and laggards. Over the past 15 years, companies that expanded in ways that maintained or increased their exposure to fast-growing, profitable segments generated one to two percentage points of additional TSR annually. This suggests that organizations already in attractive markets should keep investing to stay ahead of the pack. Leading the way. As senior partner Jill Zucker and her team note in “Choosing to grow: The leader’s blueprint,” leaders who outperform their peers not only think, act, and speak differently; they align their organizations around a shared mindset, strategy, and capabilities. Drawing on McKinsey research, the article looks at how growth-oriented leaders shape their thinking and actions toward growth over both short- and long-term horizons. They react decisively to shorter-term disruptions that can be turned into opportunities—what we call “timely jolts”—and build organizational resilience to respond to disruption. OFF THE CHARTS Higher learning meets machine learning Students in higher education are eager to continue using new classroom learning technologies adopted during the pandemic, according to McKinsey research. In a survey, more than 60 percent of students said that all the classroom learning technologies they’ve used since COVID-19 began had improved their learning and grades. Two technologies in particular stood out for boosting academic performance: 80 percent of students cited classroom exercises, and 71 percent cited machine learning–powered teaching assistants. Check out our chart of the day here. INTERVIEW Sometimes ‘you’ve got to be unreasonable’ Since he became the CEO of the Australian telecommunications company Telstra in 2015, Andy Penn has seen his fair share of challenges, from network outages that shook the company’s core value proposition to building the right leadership team to staying the course in the face of impatient market expectations. In an interview conducted before he stepped down from the role on September 1, Penn discusses the challenges of transforming an organization while maintaining an innovative spirit and employee engagement. “You’ve got to be unreasonable because that’s how you stretch the aspiration and how you ultimately get the best out of your people and your teams,” he says. More on McKinsey.com Building resilience: The history and future of US crisis management | The crisis management community has made great progress on building resilience in the past two decades, but much work remains to approach the future in a more integrated and coherent way. Spotting green business opportunities in a surging net-zero world | Achieving net zero by 2050 may prove to be the largest reallocation of capital in history. Explore how eight industries may transition to net zero, and how organizations can respond with green businesses that create value along the way. Supporting employee mental health and addressing burnout in Asia | What actions can leaders across Asia take to improve workplace mental-health outcomes? We look at ways they can identify solutions, take holistic action, and empower workers. INTERVIEW Three questions for Bonnie Dowling Bonnie Dowling, an associate partner in McKinsey’s Denver office, helps clients with transformations and organizational health. During the pandemic, she has focused on virtual and in-person hybrid-work operating models, employee engagement and retention, and leadership development. You’ve been leading McKinsey’s research into the Great Attrition since it began in 2021. What has struck you most about this job-quitting trend over time? Where do you see it heading? What struck me in the beginning continues to intrigue me now: the disconnect between employer and employee mentalities. When the Great Attrition started, many employers in the US were quick to blame unemployment benefits as the driver, saying that people were getting paid too much to stay home and thus didn’t want to work. Then the benefits ended and employees kept quitting, and it became clear that the problem wasn’t isolated to the US—it was global. So employers wanted to know how long people could go without working and in some cases saw rising inflation as a potential reprieve for their talent woes, assuming people would come flooding back. What they missed, though, was that it wasn’t about people not working, it was about people not working for them. People are arguably working harder than ever before, they’re just doing it more on their own terms and in ways that make sense for their lives. I don’t know if that changes going forward. If people have figured out a way to make work work for them, why would they go back to work that doesn’t? What will the new global economic picture mean for the trend? I certainly don’t have a crystal ball, but as employers continue to react to economic uncertainty by cutting jobs and slowing growth, the gap between talent supply and demand should narrow. There are certainly arguments to be made that employers shouldn’t be cutting jobs at all, because in a supply-driven downturn you will need talent to get out of it. The narrowing of the gap could bring us to more of an equilibrium. But without real changes in how we work, I think we will struggle to attract people back into the traditional workforce and truly grow at scale. Your latest research surfaced five employee profiles, or ‘personas’ of workers that companies can pursue to fill open jobs. Which persona would you be? In my heart of hearts, I’m a “traditionalist” [career-oriented people who care about work–life balance but are willing to make trade-offs for the sake of their jobs]. But I’m also a mom, and like many working mothers, I’m burned out. So while a typical value proposition of solid compensation and career advancement appeals to and retains me, I also need flexibility. I feel the pain and understand the drivers that are pushing many out of the workforce for a break or even for good. So there’s a world in which I could be a “Gronk”—someone who leaves and returns to the workforce only for the right circumstances. At the end of the day, it’s a really exciting time to be an employee, and in my opinion, an employer as well. We have the opportunity to reimagine and reshape the very nature of work—how it is done and the role that it plays in our lives. Getting it right not only gives employers an incredible advantage but also lays the foundation for a new, more effective and efficient way of working for employees, employers, and their customers. Share this Q&A 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> - 02:30 - 9 Sep 2022