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• 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

• Need help choosing your next book?

  On Point

  McKinsey’s 2022 summer reading guide ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Vanessa Burke   Copy Editor, Atlanta Summertime is for reading In the news • There’s a guide for that. In an effort to assist customers with book selections, bookstore marketers are getting creative. Book recommendation flowcharts—graphical and insightful memes—guide readers toward particular books based on their interests or how they want to feel. (One chart rates each book’s “level of sad,” with a Toni Morrison novel ranking highest.) The newfound popularity of such flowcharts may arise from a lack of independent bookstores where readers used to get personalized recommendations, one professor notes. [NYT] • Read for pleasure. Printed text holds readers’ attention better than the same text on a computer screen, which people tend to skim, according to one 2018 study. But we live in a screen-technology era, which is why it’s no surprise that only 25% of children say they read for pleasure, based on another study in the UK. The benefits of reading for pleasure are well documented and include developing empathy and tolerance. If we are to maintain these benefits and salvage the practice of deep reading, we’ll need to set aside the online junk reading. [FT] This year, we reached out to authors of some of our favorite books who were featured in McKinsey’s own Author Talks to tell us what they’re reading. The bookshelves of our contributors did not disappoint. On McKinsey.com • Take your pick. In the midst of constant change and uncertainty, in 2022, CEOs and other leaders, including McKinsey global managing partner Bob Sternfels and senior partners Tracy Francis and Sven Smit, are recommending books that offer potential answers but also historical context in our annual summer reading guide. Peruse a plethora of books on global issues such as war and inflation, as well as history, science and technology, workplace culture, fiction, and other genres. For even more books, we’ve also provided an additional 14 curated reading lists. • Go places—in a book. “That’s the thing about books. They let you travel without moving your feet,” says Jhumpa Lahiri in The Namesake. The selections in McKinsey’s 2022 summer reading guide are sure to take you places, from business and economics to politics, biographies, personal development, and more. Dive in, be inspired, and get equipped to handle today’s business and societal challenges, with picks from economists, founders, government leaders, McKinsey leaders, Nobel Prize winners, and more. See our annual book list 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> - 12:17 - 9 Sep 2022

• Reducing food loss: What grocery retailers and manufacturers can do

  the Daily read

  Enable lasting change ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  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 More than two billion tons of food—representing up to 40 percent of the world’s food—are lost or wasted every year, yet one in nine people in the world can’t get enough to eat. Indeed, food loss and food waste are major global problems, which have been exacerbated by the war in Ukraine, the pandemic, and climate change. Fortunately, despite these dire statistics, reducing food loss is immensely achievable according to Clarisse Magnin, Björn Timelin, and their coauthors. In a new article, they lay out the unique opportunity food manufacturers and retailers have to cut food loss by 50 to 70 percent. See why addressing this problem is not only the right thing to do but also a good business practice. Check it out and turn food loss into big wins. — Joyce Yoo, digital editor, New York 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 Quote of the Day “We should always understand and respect the opportunity cost of time and resources. Humans don’t quit enough for two main reasons. The first is that society tells us quitting is repugnant. The second is that we neglect our opportunity cost of time.” —John List, chief economist at Walmart and a professor at the University of Chicago, discusses opportunity cost in a recent episode of the Inside the Strategy Room podcast Chart of the Day See today’s chart Also New Overcoming obstacles to the electrification of transportation In an interview at the M30 Mobility Summit, Navistar’s Michael Grahe shares his views on the latest developments in mobility. Collaborate and adapt   Freight forwarders’ earnings amid carrier-rate volatility Three key charts reveal the relationship between freight forwarders’ rates and earnings. Explore 3 charts   Space: Building a digital infrastructure above the sky Venture capitalist Mark Boggett offers an investor’s view of the strides being made in space technology, its practical applications, and its potential impact. Seize the opportunity   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 - 8 Sep 2022

• Your exclusive invite to the Innovation Summit World Tour Keynote

  Schneider Electric

  Register now for October 12, 2022   ดูออนไลน์     See for yourself: Innovations for a Sustainable World   The pace of change has never been faster. So how do we stay competitive in today’s business environment? How do we satisfy ever-evolving customer needs? By cleverly rethinking how we do what we do. That's key to thriving in business while contributing to a more sustainable world, and it's easier than you think. Join us for the virtual Global Keynote and World Premiere with Schneider Electric Chairman and CEO, Jean-Pascal Tricoire, on October 12, 2022 at 1:00 PM CEST, to dive into this enthralling topic. Spoiler alert: Everything you need to make your business more digital, electric, sustainable and efficient is available right now.   Register now   Discover more       Insights that inspire change   Digitization and electrification are key to greater sustainability and efficiency. Where do you start? Find out in an exciting keynote from our Chairman & CEO Jean-Pascal Tricoire.   Sign up now       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5500     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:06 - 8 Sep 2022

• It’s back-to-school time—and for some, a final bid for back to the office

  On Point

  Where should we work now? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Revisiting the office In the news • Freaky Friday. In some industries, particularly in the summer, the boss—along with the upper echelon of office workers—used to get a jump on the weekend by absconding to their beach or lake houses on Thursday nights. How times have changed. This summer, it’s the rank and file who blithely videoconference poolside or from the beach, while managers model returning to the office. The result? Lots of important executives rattling around near-empty offices while their staff soak up rays. [WSJ] • Labor Day deadline. It’s almost fall. Do you know where your workers are? Many companies sense they have lost control of where their employees work; one firm was surprised to learn of staffers living in far-flung spots around the world. Some companies view this fall as a final chance to reassert an employer’s prerogative over whether employees come into the office before remote becomes too culturally entrenched. Many workers, however, continue to appear uninterested. [NYT] “The hard work is ahead, to capitalize on what is a once-in-a-generation opportunity to rethink the future of work, the workplace, and the workforce.” On McKinsey.com • Rewriting history. A popular trope suggests that offices used to be densely packed hives of activity. But prior to COVID-19, between 10% and 20% of desks in most traditional offices went unassigned, with another 20% or more of assigned desks sitting empty, McKinsey partners Naomi Hudson, Martin Rosendahl, and colleagues share. Instead of getting everyone “back to the office,” leaders should focus on their offices’ purpose and accept that many companies no longer need so much space. • No turning back. Companies can best prepare for the next workplace era not by harking back to some imaginary past, but by making a deep study of their use of space, tech investments, and the optimal setup for specific teams. This will enable them to rethink their real-estate needs—which may involve reducing portfolios—and derive the most productivity from remote work, on-site work, and shared service centers. See how the workplace could evolve, particularly for SG&A functions. Rethink the workplace 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> - 12:18 - 8 Sep 2022

• Investing in—and with—Black consumers in financial services

  Harmony Internal - McKinsey

  Invest in equitable services ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 In 2019, the average Black American family’s wealth was about an eighth of that of the average White family. And while Black Americans are looking to increase spending on financial services, historical exclusionary policies have contributed to a difficult relationship with financial institutions. What can banks and insurance providers do to address this racial wealth gap in the US and better serve Black consumers? In a new article, Samuel Abrams, Munya Muvezwa, Tawanda Sibanda, and Shelley Stewart III estimate that financial-services providers that offer more equitable products and services can earn $225 billion in cumulative spending from Black consumers from 2022 to 2030. Take a look and see the five strategies retail banks, wealth managers, and insurance providers can implement to help Black consumers build economic security. Investing in—and with—Black consumers in financial services Financial-services companies—specifically in banking and insurance—have an opportunity to address equity and gain commercial benefits by better serving Black consumers. Invest in equitable services   Quote of the day “Space holds the answer to many of the issues that are faced by the planet: improving our ability to use our resources more efficiently, improving our ability to monitor the actions of bad actors.” —Mark Boggett, managing director of Seraphim Capital, on opportunities in space in a recent episode of the At the Edge podcast Chart of the day See today’s chart   ALSO NEW Harnessing volatility: Technology transformation in oil and gas Digital technologies can help oil and gas CEOs and leaders cut costs, boost output, and reduce carbon emissions. Here are five big ideas to make them work at scale. 5 big ideas   Bias busters: When good intentions get derailed Motivated reasoning can lead people to believe everything’s fine despite evidence to the contrary. Here’s how to counter emotions with facts. Don’t get sidetracked   The future of medtech sales is hybrid Top-performing medtech companies are using hybrid or end-to-end remote sales motions to better meet the needs of healthcare personnel and other stakeholders. Hybrid sales drive growth   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> - 06:21 - 7 Sep 2022

• In uncertain times, how do you lead with courage?

  On Point

  Compete in three key areas ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Leading with courage The news • Uncertainty, meet confidence. When the world is so uncertain, how can leaders move forward with confidence? It’s impossible to make perfect predictions, particularly when today’s economic climate seems so ambiguous. One tool to make better decisions is to draw from the wisdom of crowds. Averaging the opinions of a small group of experts often results in more accurate forecasts than any individual prediction, academic research shows. People relying on a sole expert might also be more susceptible to impostors who only feign knowledge. [HBR] • New jobs for uncertain times. Head of team anywhere. VP of flexible work. Head of remote. These are a few of the latest job titles arising from the remote-work era. Routines have been upended, with millions of workers still reluctant to return to commuting. Now, organizations are looking to fill unique roles that reflect changing times, including ones that lift morale. The “chief heart officer” at one agency spends each day connecting with workers, whether through posting staff newsletters or chatting with colleagues about tasty hot sauce recipes. [NYT] What differentiates bold leaders isn’t moving in the right direction, but doing so decisively before others have mustered the collective confidence to commit. Our insights • Don’t play defense. CEOs, board members, and others all share that today’s environment is perhaps the most challenging one that they have ever faced, note McKinsey senior partners Michael Birshan, Ishaan Seth, and Bob Sternfels. Organizations confront many challenges: the war in Ukraine, rising inflation, the ongoing global pandemic, supply chain bottlenecks. Although many executives are adopting a defensive stance, our research on corporate resilience suggests that cautious, “wait and watch” tactics tend to produce median company performance. • Volatile times. The most effective leaders focus on near-term threats while also moving boldly into the future. Such leaders understand that when volatility is high, seeing accurately more often than rivals creates competitive advantage. One global bank achieved this by tapping into the collective wisdom of roughly 70 of its chief country officers. This group uncovered trends that enabled sales teams to better identify client opportunities, giving the company an important advantage with clients. To compete in an age of volatility, focus on three critical areas. Explore critical capabilities 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> - 12:46 - 7 Sep 2022

• Unconscious bias affects everyone. Here’s how to change that.

  Harmony Internal - McKinsey

  Shift your thinking ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Katherine Tam   Digital Editor, New York What can be done to eliminate unconscious bias? And why should those who express bias want to give it up or change? These are the questions science journalist Jessica Nordell explores in a new Author Talks interview. She notes that unconscious bias, or the subtle, more ambiguous forms of prejudice is more harmful in the workplace than explicit discrimination, and shares why it is so critical to address this. Give it a read and see why tackling this problem benefits everyone. And if you’re interested in learning more about cognitive and organizational biases, be sure to also check out this article by Tim Koller and his coauthors which lays out ways to counter emotions with facts. Author Talks: How to remove unconscious bias from the workplace When it comes to job performance, unconscious bias can be more harmful than explicit discrimination—and everyone at work suffers for it. Shift your thinking   Quote of the day “We don’t allow ourselves to connect with ourselves because we’re constantly distracted. Living in a perpetual state of distraction is the worst thing we can do if we want to connect with a deeper, spiritual dimension in ourselves.” —Arianna Huffington, founder of The Huffington Post, on spiritual health in "COVID-19: A catalyst to cancel burnout culture?" Chart of the day See today’s chart   ALSO NEW How mining companies reach the operational excellence gold standard Creating a culture of operational excellence is allowing the mining industry to reach new heights in sustained improvement in productivity, efficiency, safety, and sustainability. Learn more   Does your idea have the ‘voltage’ to scale? Economist John List discusses the science of determining whether a product or service can become a blockbuster. Make it happen   Insurance MGAs: Opportunities and considerations for investors Managing general agents (MGAs) fill key roles in the insurance distribution chain. The more informed investors are about how MGAs function, the better they can recognize opportunities. Seize the opportunity   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:41 - 6 Sep 2022

• Faster troubleshooting, reduced help desk calls and more efficient engineers- Read more in the IDC report

  New research from the International Data Corporation (IDC) explores the value and benefits of using the New Relic observability platform to manage the application development lifecycle and troubleshoot operations. In this report, they found when companies used New Relic it showed: 83% faster issue identification for troubleshooting 16% more efficient IT engineers 22% reduced help desk calls. Download the white paper    FOLLOW US: New Relic, Inc.  31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland | +353 (01) 687 6808 Unsubscribe or Change Your Email Address and preferences at any time. For information about our privacy practices, see our Privacy Policy. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, In  View this online

  

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  by "EMEA Marketing" <emeamarketing@newrelic.com> - 05:36 - 6 Sep 2022

• Do you have a side hustle? Unemployment is scarce, while gig work abounds.

  On Point

  The gig (market) is up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Freelance nation The news • Not working 9 to 5. In spite of an unemployment rate that’s at a 53-year low, workers are increasingly turning to independent work to help them ride out inflation and find the flexibility they need to deal with childcare—many of the newest temporary workers are single mothers. The lines between freelance work and steady employment are also blurring, as staffing agencies have begun serving restaurants and retailers to help them fill positions, even for just a few hours at a time. [NYT] • Do the hustle. More Americans are working more than one job: today, 40% have a side hustle, up from 34% two years ago. Supplemental work has long been viewed as a way to make extra cash or have extra fun, but there’s another reason to work on the side: it’s also a good way to develop new talents that can contribute to an employee’s main line of work. Social-media sites, as well as websites specifically for freelancers, are good places to look for skill-polishing side gigs. [CNBC] Just over a quarter of respondents say they do independent work because they must. Another quarter say that they do this work because they enjoy it. Our insights • Workin’ for a living. McKinsey’s latest American Opportunity Survey (AOS) finds that independent work is booming. In the US, 36% of employed respondents—58 million people when extrapolated from the representative sample—identify as independent workers, up from 27% of the employed population in McKinsey’s previous estimate in 2016. Nearly half of all immigrants report being independent workers, in addition to large numbers of young and lower-income people. • A hard day’s night. Senior partners André Dua and Kweilin Ellingrud and colleagues’ research reveals that independent workers face more challenges, including in accessing healthcare, nutritious food, and transportation, than permanent workers. Nonetheless, independent workers are remarkably more optimistic about economic opportunity than permanent workers. See McKinsey’s data and analysis of this growing but understudied part of the US workforce. Lean into independent work 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 - 6 Sep 2022

• Elexee - Electric Fleet Management Software

  Elexee - Electric Fleet Management Software

  Better Routes. More Deliveries. Greater Profits.

  Elexee - Electric Fleet Management Software Elexee is designed especially for OEMs and software distribution partners. It gives accurate insights into parameters that can improve battery life. Get a detailed understanding of the state of charge, voltage, battery temperature, and more. Book a Free Demo Elexee - Battery Management We’ve equipped admins with tools that can enhance operational visibility & lower overall costs. The manager app is now available in mobile and web applications Try it Today! Elexee - EV RangeTracking Knowing how far your fleets can go before they need charging is essential for electric mobility. And we do that right with the Elexee app. Interested? Lets Talk Elexee - Battery Temperature Get detailed reports regarding EV battery temperature. Get insights into actionable numbers that help you understand ambient temperature affecting your battery Contact Us Now Elexee - 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> - 08:45 - 5 Sep 2022

• The week in charts

  The Week in Charts

  Inflation, net zero, 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 the value of net zero, inflation, food shortages, patents, and sustainable fuels. FEATURED CHART Grappling with food system risks See more This week’s other select charts The value of net zero Feeling glum? You’re not alone Patent pursuits Fuels of the future? 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 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 - 3 Sep 2022

• The why and how of ESG

  McKinsey&Company

  Plus, the ten rules of growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, September 2022 Organizations have been allocating more resources toward improving ESG (environmental, social, and governance) efforts, but the acronym has consistently encountered doubt and criticism—namely, for being perceived as a distraction and intrinsically too difficult. Senior partners Lucy Pérez, Vivian Hunt, Hamid Samandari, and coauthors rebuke those claims, asserting that ESG is now more essential, relevant, and quantifiable than ever. Does ESG really matter to companies? What is the business-grounded, strategic rationale? This month, our featured stories look at the why of ESG (that is, why ESG matters to companies), as well as the how of ESG (that is, how companies can take a more systematic and rewarding approach to ESG). Other highlights in this month’s issue include the following topics: ten imperatives that should guide organizations seeking to outgrow and outearn their peers why companies should focus on resiliency and cost but also make intentional bets for longer-term growth the technology trends that matter most for companies in 2022 why leaders should play offense and defense during times of volatility Editor’s choice Does ESG really matter—and why? Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is likely to become essential to maintaining their social license. Deliver meaningful impact   How to make ESG real While ESG is likely to evolve both in substance and name in the coming years, its underlying impulse is here to stay. Here’s how companies can take a more systematic and rewarding approach to ESG. Be effective   THIS MONTH’S HIGHLIGHTS The ten rules of growth Empirical research reveals what it takes to generate value-creating growth today. Follow a holistic blueprint The Great Uncertainty: US consumer confidence and behavior during inflationary times Our latest Consumer Pulse research shows that there’s more pressure than ever on consumer confidence. But despite a general feeling of pessimism, there are signals of hope in consumer behavior. Tap into consumer sentiment McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Explore the research 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 Race in the workplace: The frontline experience Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers. Get new DEI insights Where delegation fails: Five things only the enterprise CEO can do to build new businesses Business building is increasingly important for company resilience, and CEOs are uniquely suited for the job. Here are five tasks that CEOs can undertake to build successful new businesses. Chart a bold path ALSO NEW A reflection on global food security challenges amid the war in Ukraine and the early impact of climate change Author Talks: Don’t skip the ‘soft stuff’ Network effects: How to rebuild social capital and improve corporate performance 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: Many more Americans have become independent workers ‘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 now 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 Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:22 - 3 Sep 2022

• Voltage ideas, biases, and more essential reads: The Daily Read weekender

  Harmony Internal - McKinsey

  Unwind with this week’s essential reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York It's Labor Day weekend in the US and the unofficial end of summer. Take a moment over the long weekend to dive into some of this week's big reads on biases, hybrid selling models, voltage ideas, and more. Cognitive and organizational biases can get in the way of good decision making. Eileen Kelly Rinaudo, Tim Koller, and Derek Schatz offer some ways to address this. Don’t get sidetracked As Medtech companies become more omnichannel, implementing remote sales models will help deliver consistent experiences across the buying journey, according to Eric Buesing, Delphine Nain Zurkiya, and their coauthors. Drive growth with hybrid Economist John List talks to McKinsey senior partner Yuval Atsmon about how business leaders can assess whether an idea has the power—or the voltage—to successfully scale in a new episode of the Inside the Strategy Room podcast. Tune in Our weekly briefing note on sustainable and inclusive growth explores efforts to decarbonize the transport sector. Get the latest update Quote of the day “Industrialized machine learning (ML) uses software and hardware solutions to accelerate the development and deployment of ML and to support performance monitoring, stability, and ongoing improvement.” —Learn more about industrializing machine learning in “McKinsey Technology Trends Outlook 2022" Chart of the day See today’s chart ready to unwind? Overcoming obstacles to the electrification of transportation In an interview at the M30 Mobility Summit, Navistar’s Michael Grahe shares his views on the latest developments in mobility. Collaborate and adapt   Space: Building a digital infrastructure above the sky Venture capitalist Mark Boggett offers an investor’s view of the strides being made in space technology, its practical applications, and its potential impact. Seize the opportunity  17-Across: I wanted to build a green business, so I flew to Ireland, the ___ ... Know the answer? Test yourself with the latest McKinsey Crossword, Green Business | No. 91. Go green  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> - 06:53 - 2 Sep 2022

• Bias busters: When good intentions get derailed

  Harmony Internal - McKinsey

  Don’t get sidetracked ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly Bias busters: When good intentions get derailed Motivated reasoning can lead people to believe everything’s fine despite evidence to the contrary. Here’s how to counter emotions with facts. Don’t get sidetracked Related Reading Bias busters: When the crowd isn’t necessarily wise  Dive into Author Talks Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:04 - 2 Sep 2022

• Does ESG really matter? How forward-looking companies see it.

  The Shortlist

  Building trust, building value ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 2, 2022 View in browser Edited by Barbara Tierney Senior Editor, New York This week, why the backlash to ESG misses the more sweeping business case for doing it. Plus, three scenarios for the US economy, and Japan’s banks play a bigger role in growth. The focus on ‘ESG’ (environmental, social, and governance) principles has steadily increased since the term was coined nearly 20 years ago. Companies of various sizes across industries and geographies have been allocating more resources toward improving ESG. More than 90 percent of S&P 500 companies now publish ESG reports in some form, and in a number of jurisdictions, reporting ESG elements is either mandatory or under active consideration for being so. Inflows into sustainable funds rose from $5 billion in 2018 to nearly $70 billion in 2021. Valid questions. At the same time, a growing chorus of critics asserts that the importance of ESG has peaked. They say ESG is just a distraction from more pressing global matters; it’s not feasible because it’s too intrinsically difficult to measure; and there is no meaningful relationship with financial performance. Others have argued that ESG represents an unstable combination of elements and that attention should focus only on the “E” part: environmental sustainability. In “Does ESG really matter—and why?,” senior partners Lucy Pérez, Vivian Hunt, and team acknowledge these concerns but unpack the business-grounded, strategic rationale. Valid answers. The article notes that true ESG is consistent with a well-considered strategy that advances a company’s purpose and business model. Long-term value is created from the perception by stakeholders that a business is acting in a way that is fair, appropriate, and deserving of trust. A precondition for sustaining such long-term value is to manage, and address, externalities. Companies can conduct their operations in a seemingly rational way, aspire to deliver returns quarter to quarter, and determine their strategy over a span of five or more years. But if they assume that the base case does not include externalities or the erosion of social license by failing to take externalities into account, their forecasts may not be achievable at all. A playbook. Organizations that are successful with ESG approach it in a rigorous, strategy-driven, socially attuned way. They make ESG intrinsic to their strategy by defining, implementing, and refining a carefully constructed portfolio of initiatives that connect to the core of what they do. They also contribute to a competitive landscape where good corporate citizenship is marshaled against existential challenges, including climate change. They also act to operationalize ESG throughout the organization, sync it with operations, follow through on initiatives to ensure impact, and discern what the numbers do and do not say about ESG. While ESG measurements are still a work in progress, there have been advancements in reporting and disclosure, as well as regulation. It is worth bearing in mind that financial accounting arose from stakeholder pull, not from spontaneous regulatory push, and did not materialize, fully formed, along the principles and formats that we see today. Rather, reporting has been the product of a long evolution—and a sometimes sharp debate. Amid a thicket of metrics, estimates, targets, and benchmarks, managers can miss the point of why they are measuring ESG in the first place: to ensure that their business endures, with societal support, in a sustainable, environmentally viable way. OFF THE CHARTS Boom, bust, or something else? The US economy is running both hot and cold, confounding even the most intrepid forecasters. The labor market is as tight as it’s ever been, and inflation remains stubbornly high. At the same time, GDP growth has slowed and consumers are holding back. Is this the end of a boom, the beginning of a bust, or something different? In McKinsey’s latest survey of business executives, more than half said that a recession is due to arrive this quarter or next and will last, in the most pessimistic scenario, for up to five quarters. But nearly half thought a recession could be avoided. At a time like this, forming a view of the economy’s likely direction is even more difficult than usual, so companies ought to avoid a single-point forecast. They can instead consider a set of three scenarios that capture the range of disruptions that could further bedevil the US economy. Check out our chart of the day here. INTERVIEW Hailing more than a ride Careem, the Middle Eastern ride-hailing pioneer, is using AI to provide customers with the most accurate and up-to-date estimated times of arrival by factoring in a host of conditions, including local weather conditions, prayer times, and even iftar times during Ramadan. In this interview with McKinsey, Selim Turki, head of data and AI at the Uber-owned mobility company, talked about what it means to be an “AI first” company and the outlook for AI tech—and talent—in the region. More on McKinsey.com Banking on growth: Ensuring the future prosperity of Japan | Following the launch of Japan’s national strategy to revitalize growth, Japanese banks have renewed opportunities to become engines of prosperity by playing various roles in support of growth. The growth triathlon: Three pathways to extraordinary growth in the consumer sector | For consumer companies to grow fast and profitably, they must expand their cores, tap into adjacencies, and ignite breakout businesses—all at the same time. Pricing during inflation: Active management can preserve sustainable value | Most industrial companies recognize the need to address inflation, but many lack the capabilities to do so effectively. Managers should build their plans across three time horizons and adjust their strategies with specific tools and techniques. PARTING QUOTE 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> - 02:51 - 2 Sep 2022

• Which cutting-edge technologies are organizations adopting most quickly?

  On Point

  Analysis by the McKinsey Technology Council ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Transformative technology trends The news • Curb appeal. From sunup to sundown, city curbs are bustling with activity from deliveries, pickups, and drivers jockeying for parking throughout the day. As streets become more clogged, US municipal leaders are turning to technology to examine how curbs are used and help manage the flow of traffic. One system employs AI to analyze data from digital images of the curb captured by wireless cameras. Using the cameras, a Southern city discovered that most vehicles on its Main Street were only parked for up to 15 minutes at a time. [NYT] • From CTO to CEO. For two decades, a majority of newly appointed CEOs at S&P 500 companies have come from a handful of titles like COO and CFO. But a spate of recent CEO appointments this summer, including two companies that have tapped their former CTO and CIO for the top job, demonstrate that technology leaders are increasingly being considered CEO material. As more companies recognize the need to stay abreast of advanced technologies, ambitious leaders with technical backgrounds may have new opportunities. [CNBC] Despite the uncertainty of these newer trends, most industry sectors we looked at display a meaningful association with five or more technology trends. Our insights • Fourteen tech trends. It’s tough to predict how different technology trends will play out. Still, organizational leaders who track the development of new technologies and anticipate how they might be used to catalyze change will be better prepared for the future, say McKinsey senior partner Lareina Yee and colleagues. Fourteen cutting-edge technologies—including applied AI, advanced connectivity, and bioengineering—are among the most significant trends unfolding today, reveal experts at the McKinsey Technology Council. • Going mainstream. To gauge how quickly organizations are adopting various technologies, McKinsey examined search engine queries, news coverage, patent filings, research activity, and public and private investment. For example, applied AI, a field that attracted $165 billion in investment in 2021, scored a 4 out of 5 on McKinsey’s adoption rate scale (with 0 meaning no adoption to 5 meaning that the technologies have gone mainstream). See our interactive on the technology trends that matter most. Explore the technologies 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> - 12:51 - 2 Sep 2022

• Why it’s time for companies to reframe the tech talent search

  Harmony Internal - McKinsey

  Be confident ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 As more companies look to build their digital capabilities, the competition for tech talent has become a big barrier. While demand is growing for skills such as software engineering, data management, and cybersecurity, there’s a shortage of candidates that meet the long lists of criteria often attached to these positions. And attracting seasoned talent is even harder for those outside of the tech sector itself. So what’s an employer to do: hold out for the unicorn, or hire someone with potential who can add technical skills? Reframing the notion of the “ideal candidate” may be a game changer. Check out a new article from McKinsey partners Davis Carlin, Anu Madgavkar, Angelika Reich, and senior partner Dana Maor for insight on how to attract, retain, and develop tech talent.  Overcoming the fear factor in hiring tech talent Providing the kind of experience and skill building that augments human capital can open up a much broader pool of candidates. Revamp your strategy Quote of the day “By reducing the need for multiple excavations, a dig-once policy can promote better use of public resources, and potentially help mitigate property damage, service outages, traffic disruptions and accidents, and other potential hazards to public safety.” —Get insight on the benefits of a 'dig once' approach in infrastructure projects in "'Dig once’ could help states manage material and worker shortages"  Chart of the day See today’s chart   ALSO NEW Countering inflation: How US P&C insurers can build resilience As property and casualty insurers in the United States struggle to maintain profitability, executives will need to direct a coordinated response across pricing, underwriting, claims, and other functions. Boost operational resilience   McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Make the most of them   Can e-commerce help customs agencies fix old problems? Transformations that aim to unlock more opportunities from e-commerce could also help customs agencies tackle issues they’ve long wrestled with, including revenue leakage and illicit goods flows. Overcome the hurdles   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> - 05:14 - 1 Sep 2022

• The food system requires exquisite balance. War and climate change are shaking it.

  On Point

  Food security risks surge ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Global food security at risk The news • Having a dry spell. A heat wave in parts of China is the worst since the start of record keeping in 1961. Drought in Southern Europe is the worst in 500 years. But that’s nothing compared with the drought in the American West—the worst in 1,200 years. Summer droughts are intensifying pressure on the world’s energy and food systems, which are already strained from the war in Ukraine. Expect the cotton harvest in the US to decline by at least 40% and European olive oil yields to drop by as much as 33% if the hot and dry spell persists. [WSJ] • A shortage smorgasbord. There’s a long list of reasons specific food items have either disappeared from shelves or shot up in price in different countries. Americans hankering for the kick of hot sauce can blame drought for chili pepper shortages, while a dearth of foreign dairy workers has Britons paying more to butter their bread. Meanwhile, Pakistanis are being urged to drink less tea due to low foreign-currency reserves. Grain shortages, provoked by the war in Ukraine, mean less bread and grain in Lebanon and Somalia. [WaPo] Depending on the duration and severity of the war, the caloric requirements of 250 million people could be lacking from the global supply. Our insights • A breadbasket at war. Direct effects of the war in Ukraine may reduce the world’s grain supply by 18 million to 22 million metric tons this year. Next year could be even worse. The combined effect of challenges in farming (such as reduced farmland due to land mines and ongoing military action) and complications with exports logistics could erase up to 44 million metric tons from Ukraine’s typical export volumes. High harvests and increased exports from various parts of the world may mitigate these reductions, but only slightly. • Complex consequences. More than 1.4 billion people live in countries that rely heavily on grain imports, have limited stocks, and have low purchasing power. As food supplies constrict, these nations will face elevated inflation, which will exacerbate budgetary stress. Malnutrition levels could also rise. Previous food crises have led to periods of political instability and violence; the risks could be even higher in this crisis. See our analysis of current food security risks, how next year could unfold, and how to mitigate the current crisis. Understand food risks 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> - 12:16 - 1 Sep 2022