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• How to attract and retain talent amid the Great Attrition

  Harmony Internal - McKinsey

  Confront the issues ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York People are still quitting their jobs. Some are leaving the workforce entirely. Companies are continuing to struggle to fill positions. As the Great Attrition persists, what can employers do to find and retain talent? In a new episode of The McKinsey Podcast, associate partner Bonnie Dowling digs into the latest McKinsey research on this topic. She delves into the five worker personas of those who left their jobs—the traditionalists, the do-it-yourselfers, the idealists, the caregivers, and the relaxers—and what companies can do to attract them. Tune in and confront the attrition problem. To slow down attrition, pay closer attention to what workers really need The Great Attrition continues, but if companies understand the differences among five common employee personas, they may be able to find and retain talent more effectively. Confront the issues   Quote of the day “Companies have moved from thinking mostly about risk or regulatory requirements to looking at underwriting and understanding where there’s opportunity for new growth during the net-zero transition, as well as better opportunities to serve customers and be more credible in our current environment.” —Associate partner Christie McNeill on the shift in sentiment among US insurers in “Climate and insurance: How carriers are preparing for a net-zero future” Chart of the day See today’s chart   ALSO NEW We’re helping build an economy that works for all. 7 in 10 people live in societies with growing inequality. That’s why we’re taking action to create a more inclusive economy through our work with clients, and in local communities. See how we’re helping  Out of the shadows: A brighter future for pharma technical development The sometimes-overlooked function of chemistry, manufacturing, and controls (CMC) has a rare opportunity to reimagine its role and find innovative ways to improve and accelerate drug development. Pay attention   Against the odds: How life sciences companies excel in large transformations Life sciences companies pursuing a step change in performance have obtained mixed results. Adhering to five principles can greatly improve the odds of a large transformation program succeeding. Think big   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:43 - 22 Sep 2022

• MD, today's 🎙 webinar starts in less than 1 hour.

  MD, today's 🎙 webinar starts in less than 1 hour.

  There is still time to register your spot for today's webinar.

  Hi MD, This is your last chance to attend today's webinar, don't miss out. Webinar: An exclusive look at new research on global benefits   Starts in less than 1 hour - will you join us? Date and times: Thursday, September 22nd 6:00 PM UTC 2:00 PM EST 11:00 AM PST Can't make the webinar but still want the recording? If you can't make it today, please still register as we will send out the recording after the webinar to all those that register to attend.  Don't miss out What will you learn? What employees in different cultures expect from their benefits packages How to create competitive benefits plans to attract top talent How to manage a global benefits policy with DEI at the core Which benefits drive employees to stay — or compel them to leave Where gaps in management and employee perceptions exist (and how to fix them) Your speakers: Rhiannon Payne - Senior Product Marketing Manager J Michael McMillan - Senior Manager, Global Benefits Advisory Amanda Day - Director of People Enablement Grow your headcount without the headaches.   Get started FEEL CLOSER, GROW FURTHER REQUEST A DEMO You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

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

• Why digitization and electrification are the best business strategy

  Schneider Electric

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

   

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

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

  Intersection

  Say yes to the no ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   DIVING INTO DIVERSITY, EQUITY, AND INCLUSION   Edited by Justine Jablonska    (she/her/hers)   Editor, New York Insights and strategies to nurture diversity, equity, and inclusion in the workplace. In your mailbox every two weeks. Welcome to the new Intersection! We’ve redesigned and revamped our newsletter to bring you the latest, most relevant information on diversity, equity, and inclusion (DEI) issues. Successful companies know that inclusive workplaces are healthier and more effective. And as a leader, you want to help create environments where people feel they belong. But DEI matters can sometimes feel daunting, and it may seem simpler to avoid dealing with them altogether rather than to risk offending those you want to support and uplift.  At Intersection, we invite you to join an objective conversation about how to address DEI openly—and to act on it effectively. In this issue, we look at some of the burdens facing women in the workplace. Already plagued by burnout at home and in the office, many women also find themselves sidelined into doing tasks that don’t necessarily advance their careers. It’s a common situation but fortunately one that leaders can help correct right away. As we explore DEI in the coming weeks, we would love to hear from you. Let us know your thoughts on what you have read here or if you would like to know more about a particular topic. Drop us a line or three, and stay in touch.  ‘This is not a “fix the women” problem.’ SPOTLIGHT Women are feeling more burned out than ever before—even as productivity across corporate America soars to record-high levels. And it’s women who are helping to lead this burst in productivity, according to McKinsey senior partners Alexis Krivkovich and Lareina Yee in an episode of The McKinsey Podcast on the state of burnout for women in the workplace. Women are “stepping in … to be the type of leaders that companies say they most need and most value,” says Krivkovich. Women are doing more than their male peers to help their fellow employees navigate turbulent times, are 60 percent more likely to focus on providing emotional support, and tend to shoulder more household tasks than men do. But as a result: “Frankly, women are hanging on,” says Yee. “And that is probably the most blunt and simple way to put it.” And for LGBTQ+ women and women of color, the barriers to success and advancement are even steeper. Hear more from Krivkovich and Yee about the startling but also hopeful findings—including the positive impact of allyship and sponsorship—about women in the workplace. DATA DROP Women who are mothers are considering downshifting their careers or leaving the workforce altogether, according to LeanIn.Org and McKinsey’s latest Women in the Workplace research. And women are significantly more likely to consider taking these steps than men. PS Watch this space: Our 2022 Women in the Workplace report drops October 18.  IN THE NEWS If you find yourself frequently taking notes at meetings, organizing your company’s holiday party, or being stuck with a low-revenue client, you are likely doing a nonpromotable task (NPT). These are the behind-the-scenes duties that keep companies running but likely won’t get recognized during performance reviews or in promotion decisions. Women tend to do more NPTs, but turning down these jobs can be tricky, since doing so often involves challenging deep-seated expectations about who does what in the workplace. Here are three ways to say no.   LISTEN IN ‘Women aren’t the problem,’ says Lise Vesterlund, coauthor of The No Club: Putting a Stop to Women’s Dead-End Work. “Organizational practices are.” She and her coauthors researched why dead-end work is hurting women’s careers—and damaging their organizations’ productivity and profitability at the same time. The authors also explore why so many women say yes to dead-end work: a massive, collective expectation that they will say yes. So they do. And that contributes to the persistent gender gap in advancement. Because when it comes time for promotion, these dead-end tasks can’t compete with higher-profile work or make enough of an impact on women’s careers. We spoke with Vesterlund as part of McKinsey’s Author Talks series to learn more and to ask what businesses can do to reverse this trend.  MAKE IT RIGHT Vesterlund shares the following tip for organizations trying to be more equitable about who takes on NPTs: “We put names in a hat and draw out a name at random—it’s so obviously fair that nobody objects. These small changes can really help the organization improve the allocation of work.”  YOUR TURN Have you learned any lessons from taking on nonpromotable tasks? Or from saying no to them? Tell us what you think For McKinsey’s latest thinking on diversity, equity, and inclusion, visit our Diversity, Equity & Inclusion collection page. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Intersection newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:25 - 22 Sep 2022

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

  On Point

  Updating ESG for a new era ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Seth Stevenson   Senior Editor, New York Making ESG meaningful In the news • ESG skeptics. ESG-themed investments (that is, those which focus on environmental, social, and governance priorities) are expected to surpass $40 trillion in assets this year, suggesting that the concept has become deeply rooted in global markets. But the term itself is increasingly ridiculed by detractors. Critics claim the term is hazily defined, has failed to reduce income inequality, and has become a political lightning rod. Even some proponents acknowledge that it might be time for a rebrand—while maintaining that the underlying concept remains important. [Bloomberg] • Putting ESG into practice. A growing consensus holds that embedding goals like sustainability into an organization’s DNA can improve operational efficiency, employee engagement, and resilience. Many companies disclose their ESG policies, yet they haven’t gained an advantage by doing so. One possible explanation: few companies integrate ESG-driven ideas into their business strategies. To attain a competitive edge, senior leaders must first identify the ESG issues that matter most to the business and to stakeholders. [HBR] While the acronym ESG as a construct may have lost some of its luster, its underlying proposition remains essential at the level of principle. On McKinsey.com • Backlash builds. Although more than 90% of S&P 500 companies now publish ESG reports, backlash seems to be building. Critics describe ESG as a “woke washing” sideshow that distracts from a company’s core efforts. Yet many companies today make major decisions in response to societal concerns and commit to science-based targets. Businesses charged with creating long-term value must address externalities such as greenhouse-gas emissions, say McKinsey senior partners Lucy Pérez, Hamid Samandari, and colleagues. • Whatever you call it, it matters. While the acronym might be in need of a refresh, ESG considerations have grown ever more relevant as executives look to future-proof their organizations. Regulators, stakeholders, and workers all insist that companies should transparently and quantitatively address their effects on society and the environment. In the end, companies must earn their social license to operate by acting in a manner deserving of trust. See three responses to ESG skeptics, including examples of some companies that have managed to embrace ESG to good effect. Learn why ESG matters Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:28 - 22 Sep 2022

• Tapping into opportunities in the US wellness market

  Harmony Internal - McKinsey

  Read new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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

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

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

  Harmony Internal - McKinsey

  Be bold ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey & Company Spotting green business opportunities in a surging net-zero world Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way. Be bold Related Reading We’re helping build an economy that works for all.  The net-zero transition: What it would cost, what it could bring Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 12:40 - 21 Sep 2022

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

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

  On Point

  Our research on frontline workers of color ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katherine Tam   Digital Editor, New York On frontline workers In the news • Filling ‘unfillable’ jobs. Long before employees started quitting in record numbers, service industry workers were already hard to find. Now, to fill roles, employers are offering generous starting salaries and even signing bonuses. Yet many workers are still quitting in the face of low pay, fluctuating hours, and hazardous working conditions. In the US, 68% of people who died during the first year of the COVID-19 pandemic worked in the retail, labor, and service industries. Experts say that employers could make frontline jobs more appealing by offering flexibility, predictability, and respect. [BBC] • Choose your own hours. As the labor market remains tight, more employers in service, healthcare, and manufacturing are letting employees pick their own hours. The proportion of US workers choosing part-time employment is at its highest level since early 2020, helping to fuel a rise in flexible working hours. Companies say that allowing shift workers to choose between different working arrangements enables them to reach new types of workers. Due to an aging population, many working-age people have taken on additional responsibilities, such as caring for older parents. [WSJ] Our research found that 45% of hourly workers don’t believe their company encourages them to take advantage of work–life policies. On McKinsey.com • Vital roles. Whether waiting tables or stocking store shelves, many Americans are introduced to the workforce through frontline jobs. Frontline hourly and salaried workers are a vital part of the US economy. But for too many workers, frontline jobs have become a starting point and an end point, especially for workers of color without a path to advancement. Three out of every four frontline workers want to be promoted, yet less than one in four achieves that, according to research by McKinsey senior partner Lareina Yee and colleagues. • Meaningful work. Of all employees, frontline hourly workers report the lowest overall feelings of inclusion. They are also more likely than their salaried peers to believe that their organization is inconsistent when it comes to promoting employees on merit. For tens of millions of workers of color, frontline jobs have the potential to be so much more. Companies that truly invest in the front line can also make these roles a starting point for a fulfilling and meaningful career. To learn how companies can better support frontline workers, explore our road map for change. See the research Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:40 - 21 Sep 2022

• How US companies can build resilience amid uncertainty

  Harmony Internal - McKinsey

  Get primed ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Katherine Tam   Digital Editor, New York Inflation. Interest rates. Supply chains. Sustainability. These are some of the issues that are on the minds of leaders as they navigate through uncertainty and disruption. Are we at the end of a boom, the beginning of a bust, or something completely different? A new update by McKinsey senior partners Stephan Görner, Alex Panas, John Kelleher, Ida Kristensen, Asutosh Padhi, and their coauthors, explores these topics and examine how consumer behavior is affecting corporate profits. Check it out and see how short-term disruptions can be turned into opportunities. Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle The US economy continues to throw off mixed signals. But one thing is becoming clear: executives should prepare for an extended period of higher interest rates. Get primed   Quote of the day “As you advance in your career, there are fewer people who are in a position to sponsor you or to mentor you. What actually shifts is where you go for the kinds of support you need. You might find yourself depending on people who you would never have anticipated could help you.” —Erika H. James, dean of the Wharton School of the University of Pennsylvania, on sponsorship in "Don’t let fear stop you from forging ahead: An interview with Erika James"  Chart of the day See today’s chart   ALSO NEW The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America Asutosh Padhi, Gaurav Batra, and Nick Santhanam reveal manufacturing, an under-appreciated and under-valued sector of the economy, for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices—a bright spot in an economy that has too often been buffeted by external shocks. #TitaniumEconomyBook Preorder now  Connected revolution: The future of US auto insurance Autonomous mobility has the potential to dramatically transform the automotive insurance market, from underwriting to claims and beyond. Learn more   Mission critical: Improving government workforce planning Workloads are increasing across government agencies, and leaders are struggling to reallocate resources. A strategic approach to workforce planning could help align positions with priorities. Make the hard choices   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:27 - 20 Sep 2022

• Introducing McKinsey Explainers

  Harmony Internal - McKinsey

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

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

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

• TaskEye - Field Employee Tracking Software

  TaskEye - Field Employee Tracking Software

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

  

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

• พบกับ Easy UPS On-Line ที่พัฒนาขึ้นสำหรับสภาวะพลังงานที่เลวร้ายที่สุดในโลก

  Schneider Electric

  Network and Server   ดูออนไลน์     Easy UPS On-Line    UPS On-Line แบบ Double-conversion คุณภาพสูงที่ออกแบบมาเพื่อการป้องกันไฟที่จำเป็นแม้ในสภาวะไฟฟ้าที่ไม่เสถียรที่สุด สำหรับผู้เชี่ยวชาญด้านไอทีในธุรกิจขนาดเล็กถึงขนาดกลาง APC Easy UPS On-line จาก Schneider Electric ให้การป้องกันพลังงานขั้นสูงแม้ในสภาวะพลังงานที่ไม่เสถียร ทำให้มั่นใจถึงการเชื่อมต่อที่สม่ำเสมอและเชื่อถือได้ APC Easy UPS Online เป็น UPS อเนกประสงค์ คุณภาพสูง ราคาประหยัดที่พัฒนาขึ้นเพื่อรองรับช่วงแรงดันไฟฟ้ากว้างและสภาวะพลังงานที่ไม่สอดคล้องกัน และมอบคุณภาพที่ผู้เชี่ยวชาญด้านไอทีนับล้านไว้วางใจทั่วโลก   ดูผลิตภัณฑ์       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5500     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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

• What is inflation? A McKinsey Explainer

  On Point

  Our new series has the answers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta All about inflation In the news • Still renting. For some Americans, the dream of homeownership is slipping further away. The interest rate on a 30-year fixed mortgage reached 6.02% in September, the highest since 2008 and more than double the rate home buyers were paying one year ago. In an effort to clamp down on inflation, central banks around the world have raised borrowing costs for businesses and consumers. The prospect of owing hundreds of dollars more on monthly mortgage payments has convinced many potential buyers to keep on renting. [WSJ] • Holiday spending to slow. Consumers feeling the pinch of inflation will likely be doing less online shopping over the holiday season and will also cut spending on alcohol, decorations, and trips. This year, online orders in the US are predicted to drop 5% below 2021 levels, while global e-commerce transactions may decline by 7%. For retailers counting on end-of-year sales to lift revenue, that’s unwelcome news. But because of higher prices, online sales are forecast to remain flat in November and December, in spite of dropping demand. [Bloomberg] Many companies must strike a balance between raising prices to make up for cost increases while ensuring that they don’t rise so much that it suppresses demand. On McKinsey.com • The cost of coffee. In 1970, a quarter could buy you a cup of coffee. That same cup cost an average of $1.59 in 2019. That’s inflation: a broad rise in the prices of goods and services across the economy over time. Inflation can have positive effects when it’s within range (around two percentage points in a healthy economy). It can stimulate spending, which helps boost demand and productivity. But when inflation is too high, it can mean that the economy is struggling. Consumers and companies lose purchasing power when prices rise. • Avoiding sticker shock. When inflation occurs, companies usually pay more for inputs used in production, such as raw materials like coal and crude oil and intermediate products like flour and steel. To offset inflation, companies often raise the prices of their products or services. But if these increases aren’t done thoughtfully, they can alienate customers and depress sales, say McKinsey’s Alex Abdelnour, Emily Reasor, and colleagues. See our new McKinsey Explainer for five steps companies can take to smartly recover the cost of inflation. Learn about inflation Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:13 - 20 Sep 2022

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

  Harmony Internal - McKinsey

  Take action now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Sarah Skinner   Digital Editor, New York Right now, companies and governments are looking to AI, new technologies, and tech-driven business models to help combat climate change—but they can fall short of lofty goals when it’s not clear how to use tech best. A new article by Gerrit Becker, Luca Bennici, Andrea Del Miglio, Jeffrey Lewis, and Pankaj Sachdeva examines how tech leaders can use “defense” strategies to cut back on enterprise IT emissions as part of ongoing McKinsey analysis of tech’s role in cutting down on carbon. Course-correcting the IT practices already in play will be an important step in decarbonization, and one that can even save companies money. Don’t miss the three steps that CIOs can take today to turn the tide. The green IT revolution: A blueprint for CIOs to combat climate change Research shows that the most impact on IT-generated emissions can be found in unexpected places. Take action now   Quote of the day “Before you can become an authentic leader, you have to know who you are. That’s your true north: your most deeply held beliefs, your values, the principles you lead by, and what inspires you.” —Bill George, Harvard professor and former Medtronic CEO, on the relationship between a leader's sense of purpose and the company’s purpose in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW How Asian business leaders can prepare for a volatile future During the pandemic, many Asian companies reinvented the way they operated. Those who embrace this moment to strengthen their resilience could position their companies to succeed. Make it happen   Generative scheduling: Saving time and money in capital projects With both infrastructure spending and inflation on the rise, optimizing scheduling and work sequencing can accelerate projects and unlock valuable savings. Understand the process   How the apparel industry can ADAPT to inflation High inflation is a challenge, but ADAPTing an agile pricing strategy can help retailers and brands control costs, protect margins, and retain customer loyalty. Agile pricing fights inflation   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:25 - 19 Sep 2022

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

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

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

  Hi MD, Will you join Remote for our next webinar? There is still time to lock in your spot. Webinar: An exclusive look at new research on global benefits Date and times: Thursday, September 22nd 6:00 PM UTC 2:00 PM EST 11:00 AM PST Which benefits are most important to distributed teams? How can companies design benefits plans that are competitive in global markets?   In this special event, three benefits experts from Remote will reveal an exclusive first look at all-new research regarding benefits plans for global teams. Tune in to be the first to learn new insights into cross-cultural benefits plans; evolving expectations for remote and flexible work; and the key to diverse, sustainable workplace culture in 2023 and beyond. Save your spot today What will you learn? What employees in different cultures expect from their benefits packages How to create competitive benefits plans to attract top talent How to manage a global benefits policy with DEI at the core Which benefits drive employees to stay — or compel them to leave Where gaps in management and employee perceptions exist (and how to fix them) Your speakers: Rhiannon Payne - Senior Product Marketing Manager J Michael McMillan - Senior Manager, Global Benefits Advisory Amanda Day - Director of People Enablement Grow your headcount without the headaches.   Get started FEEL CLOSER, GROW FURTHER REQUEST A DEMO You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 08:16 - 19 Sep 2022

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

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

  Witness he Power of Sangoma Switchvox

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

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:03 - 19 Sep 2022

• A leader’s guide to social responsibility

  Harmony Internal - McKinsey

  The common good ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Rama Ramaswami   Senior Editor, New York The concept of doing well by doing good dates back to the origins of modern industrialized companies. For example, in 18th-century England, pottery manufacturer Josiah Wedgwood provided housing, training, and a rudimentary form of health insurance for his workers, even building an early version of a “company town.” In the past few decades, the question of whether businesses should be socially responsible as well as profitable has been addressed in various ways, from the corporate social responsibility notions of the 1990s to the environmental, social, and governance (ESG) objectives that are critical to gauging an organization’s performance today. But given mounting pressures to deliver on both financial and nonfinancial goals, it can be difficult for leaders to figure out just how to translate ESG directives into practical actions. Frequently, it’s about knowing what to focus on—and what to leave out. AN IDEA Do your company’s capabilities match ESG dimensions? The key to making good ESG decisions lies in first understanding where your company is on the ESG maturity curve. Most major companies fall somewhere on the spectrum between minimum practices—basic risk mitigation and reporting—and advanced next-level measures that fully embed ESG into strategy and operations. The next step is to map your organization’s business model against each ESG dimension. As McKinsey senior partners Lucy Pérez, Hamid Samandari, and their colleagues suggest, define your company’s “superpowers”: What are its unique capabilities to have a differential impact? This will in turn determine which of the three ESG dimensions you need to prioritize and how you can identify initiatives that matter most to the company’s business model. For example, a pharmaceutical manufacturer may focus on social metrics such as accessibility and affordability, whereas a renewables company may prioritize environmental metrics such as reductions in greenhouse-gas emissions. A BIG NUMBER 15% That’s the percentage of investors that can successfully integrate ESG reporting into their investment decisions—despite the huge volumes of information they receive. “Most large companies report extensively and ambitiously around ESG in order to inform their stakeholders,” says McKinsey partner Sara Bernow in this podcast. “However, the stakeholders have a difficult time making sense of all that reported data.” A lack of standardized frameworks and metrics limits the clarity and reliability of ESG assessments. Leaders can mitigate this by combining quantitative data with qualitative insights, Bernow says: “Since few companies have reported extensive ESG metrics for a long time, it’s best to use qualitative data to get a view of the trajectory.” A QUOTE “You need to make sure that your ESG commitments deliver on the goals your purpose sets.” That’s McKinsey partner Robin Nuttall on the importance of understanding the relationship between an organization’s purpose and its ESG initiatives. Purpose—the positive impact that the organization hopes to have on the world—is “underpinned by purposeful activity, which often takes the form of environment, social, and governance factors,” says Nuttall in this McKinsey podcast. Aligning ESG efforts to the values that the company stands for is more likely to produce better business outcomes; otherwise, “the pitfall is that you may state a purpose but have no plan to deliver on it, or you may have a plethora of ESG programs, but nothing ties them together,” Nuttall says. A SPOTLIGHT INTERVIEW ‘The days of separating shareholder interests from broader social interests are gone,’ says Karen Wood, chair of the board of South32, a diversified-resources company headquartered in Australia. In this discussion with McKinsey senior partner Michael Ellis, Wood recounts how COVID-19 led South32 to highlight the social element of ESG. Responding to the challenges of the pandemic, the company strengthened its focus on encouraging community education, leadership, and participation in the local economy, as well as helping with mental-health issues and fostering natural-resource resilience. “By 2050, we will all be well beyond this debate about shareholder interest versus broader stakeholder interest,” says Wood. “That debate will be well and truly settled—these are shared interests that can both be met simultaneously.” ‘GREENWASHING’ When companies make exaggerated claims about the sustainability of their products or business operations, they’re often accused of greenwashing—a practice that is coming under increasing regulatory scrutiny. Like any movement, ESG has its share of skeptics. Its detractors claim that it is a distraction, too difficult to implement, and not measurable; some critics even advocate replacing the label “ESG,” since it can spark intense controversy in both corporate and political circles. For leaders who wish to better understand the debate, getting to know the players and participating in ESG initiatives are good places to start. Lead responsibly. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:30 - 19 Sep 2022

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

  On Point

  Critical insights, risks, and trends  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Watching the world economy In the news • Seismic activity. The global economy faces structural changes due to aging populations, the climate crisis, and a retreat from globalization. Each of these drivers cause a chain reaction: aging populations, for example, mean fewer workers, which could trigger inflation and provoke tighter monetary policies. Fallout from these tectonic shifts can only be mitigated by deep reforms to education, healthcare, the energy system, and investments in innovation, all with the goal of improving efficiency and productivity. [Reuters] • Spotlight on India. What’s gone up while everything else has gone down? The Indian economy, which is expected to grow at least 7% this year—more than twice the amount the world economy is projected to grow. The country’s rebounding economy drew strength from a massive COVID-19 vaccination effort that helped to revive investment and consumer spending. While other large economies face slowdowns and possible recessions, India’s economy is looking like a global bright spot. [NYT] Global indicators are reflecting the general slowdown, with a noticeable time lag, as disruptions crowd one upon the other. On McKinsey.com • Falling back. In most of the world, signs of slowing growth are proliferating. US GDP contracted 0.6% on an annualized basis in the second quarter of 2022, following a –1.6% decline in the first quarter. GDP growth in China slowed to 0.4% in the second quarter, after growth of 2.5% in the first half of 2022. The eurozone outpaced expectations, with GDP growth at 0.6% in the second quarter and 1.1% growth in the first half. But growth expectations for the rest of the year are unusually fraught, as Europe in particular faces surging energy prices as a consequence of the war in Ukraine. • Springing forward. Energy independence is proving costly to Europeans: on August 26, Europe’s benchmark natural gas price reached 30 times the level of two years ago, which has helped drive consumer inflation in the eurozone to 8.9% in July. Elsewhere, inflation declined slightly from the prior month, to 8.5% in the US, 10.1% in Brazil, and 6.7% in India. In China, inflation ticked up to 2.7%. Dive into McKinsey’s data-rich analysis of the world economy. Get the global summary Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:27 - 19 Sep 2022

• The week in charts

  The Week in Charts

  Quantum technologies, biotech investments, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored quantum technologies, investments in biotech companies, the rise of women investors in Western Europe, perceptions of inflation, and electric heat pumps. FEATURED CHART Betting big on quantum See more This week’s other select charts A boon for biotech  Women investors on the rise  How do you view inflation?   Get pumped up Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:58 - 17 Sep 2022