in

info@learn.odoo.com

• 141
• 142
• 143
• 144
• 145

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

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

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

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

  

  ---

  by "Remote" <hello@remote-comms.com> - 09:46 - 12 Sep 2022

• A leader’s guide to finding growth opportunities

  Leading Off

  Growing up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Dana Sand   Editorial Production Manager, Cleveland Growth is good—and an imperative for the C-suite. In addition to boosting profits, it enables companies to achieve their broader goals, including those related to sustainability, inclusion, talent, and employee well-being. The likelihood of lifting incomes, providing new opportunities, and funding necessary transitions also increases. But growth can be elusive. According to the International Monetary Fund, GDP growth for mature economies has only averaged 1 percent since the financial crisis of 2008, and growth in emerging economies has also been lower in recent years than at the start of the century. This week, let’s explore the mindsets and actions that can help you lead your organization into an era of stronger growth. AN IDEA Make an explicit choice to grow The best organizations make a deliberate choice to prioritize sustainable and inclusive growth. McKinsey research finds that such “growth leaders” generate 80 percent more shareholder value than their peers over the span of a decade. They’re also able to achieve growth in a downturn. What does it take to be a growth leader? Growth must be a top priority, and mindsets, actions, and capabilities all must align with both short- and long-term growth ambitions. Adopting these seven beliefs—ranging from willingness to fail to favoring action over perfection—allows leaders to grow their revenue or sales twice as fast. Companies that adopt growth mindsets are 2.4 times more likely to outperform their peers; developing operating models with a focus on growth can deliver three times more shareholder returns. By using this holistic growth blueprint, leaders can create the momentum needed to prioritize growth regardless of circumstances. They can act on “timely jolts,” turning headwinds into opportunities, as many did during the COVID-19 pandemic. A BIG NUMBER 2.8%  That’s the percentage by which a typical company grew in the decade prior to the COVID-19 pandemic, with growth rates slowing to half what they were before the 2008 financial crisis. As Chris Bradley, Rebecca Doherty, and others explain, in the face of rising inflation and geopolitical and economic volatility, McKinsey research shows that these ten rules of growth can guide leaders toward outgrowing their competitors and successfully benchmarking their growth. Among the imperatives: put competitive advantage first, don’t be a laggard, and grow where you know. With only 8 percent of companies excelling at more than half of the ten imperatives, the bar—and potential reward—is high. A QUOTE “When it comes to profitable growth outperformance—being a mere single-sport athlete is not enough. One can’t be just a swimmer, a runner, or a cyclist. Consumer companies instead need to think and execute like triathletes.” In this McKinsey article, Jordan Bar Am, Simon Land, Duncan Miller, René Schmutzler, and their colleagues explore the “growth triathlon,” or three main avenues for growth: expanding the core business, innovating into new markets and adjacencies, and chasing opportunities for building new businesses to achieve breakthrough growth. Despite any inclination toward a particular growth pathway, companies can sustain better incremental growth by pursuing all three and are 97 percent more likely to outperform their peers when investing in multiple pathways. A SPOTLIGHT INTERVIEW People are living longer, healthier lives, and the longevity economy, which supports them with jobs, services, and products, can be a vigorous growth area for some investors. With a market worth $8.6 trillion in the United States alone and $22 trillion globally, every business should be developing a “longevity strategy” for their offerings and their workforce, says Susan Wilner Golden, author of Stage (Not Age): How to Understand and Serve People Over 60—the Fastest Growing, Most Dynamic Market in the World. In this Author Talks interview, Wilner Golden discusses the opportunities available to companies as this market grows and changes. “People who are at this later stage of life are repurposing, transitioning, and rethinking their life priorities,” she says. “It truly is a renaissance stage…. We’re not in elderhood, we’re in furtherhood. We keep going further, and we have more to look forward to.” TO MARKET, TO MARKET Marketing has a significant role in driving growth, and the role of chief marketing officers (CMOs) is shifting to “marketing with a capital M.” Rather than being siloed, many marketing departments now have touchpoints across organizations, ranging from HR to technology and innovation. What sets effective CMOs apart in succeeding in their growth agendas? The CMO’s relationship with the rest of the C-suite is a key differentiator. In a recent McKinsey survey, 83 percent of CEOs say the marketing business unit has the potential to be a major growth driver, but only 23 percent believe it’s delivering on that ambition. Companies with high growth are seven times more likely to have “unifier” CMOs—leaders who are strong cross-functional collaborators, put marketing on the C-suite agenda, and champion a shared vision for growth across the organization. Lead with growth in mind. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  

                                                             

  ---

  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 01:06 - 12 Sep 2022

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

  On Point

  Three pathways to extraordinary growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Seth Stevenson   Senior Editor, New York Winning over consumers In the news • Curbs = your enthusiasm. Retailers keen to retain shoppers during a potential economic slowdown are leaning hard into improving the consumer experience, and curbside pickup appears to be one pandemic consumer trend that’s sticking around. In the US, 33% of adults younger than 50 who started using curbside pickup during the pandemic plan to keep up the habit, according to a recent study. People with children find it a particularly convenient shopping method since there’s no need to wrestle kids in and out of car seats. [WaPo] • Souring on stuff. Consumers clamored for everything from cooking supplies to gardening gear as online shopping surged for the first two years of the COVID-19 pandemic. But these days, as inflation climbs, shoppers are spending more on services and less on goods, leaving retailers caught off guard. In the UK, purchases of household goods have dropped below 2019 levels. Some retailers are getting stuck with excess inventory, while some businesses that provide services are suddenly scrambling to meet increased demand. [FT] Companies that are able to move into new geographies successfully are 22% more likely to achieve above-market growth. On McKinsey.com • Growth is elusive. Very few consumer companies can sustain rapid growth over long time periods. Fewer still can do it while maintaining or increasing earnings. From 2009 to 2019, consumer companies grew an average of 3%, while the largest companies grew at only 2.4% over the same period, find McKinsey senior partners Simon Land, Duncan Miller, and colleagues. However, brands that can grow quickly and profitably offer shareholder returns more than double those of their peers. • The growth triathlon. McKinsey sifted through the data to figure out what really drives success in the consumer sector and discovered that pursuing a single winning strategy simply isn’t enough. Instead, companies must focus on three proven pathways to growth in the consumer sector, much like a champion triathlete who trains to be a great swimmer, cyclist, and runner. See our analysis of what drives consumer sector growth, including examples of companies that are winning the growth triathlon. Three ways to ignite growth Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:07 - 11 Sep 2022

• Adobe MAX 2022 Lineup Revealed!

  Adobe

  Register now for this free virtual event, explore the full speaker lineup and register to schedule sessions  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ Adobe MAX The Creativity Conference Oct 20 Virtual Event Register now Andy Vitale Executive VP Design at Rocket Companies Samantha Warren Design Director at Adobe Marty Buccafusco Video Creative Lead at Coca-Cola Creative Studios Gemma O'Brien Designer and Artist at Gemma O'Brien Pty Ltd They speak creativity. MAX brings together world-class speakers who are trendsetters, creative visionaries, and out-of-the-box thinkers. They’ll inspire you to create whatever you can imagine. They speak your language. See more speakers Diamond sponsors Connect with top creative professionals as a MAX sponsor. See how.   *Offer valid through the close of Adobe MAX 2022 registration. VOID WHERE PROHIBITED OR RESTRICTED BY LAW. Valid only for Adobe Creative Cloud members 18 or older with purchase of one (1) full (three-day) Conference Pass to the Adobe MAX event occurring October 18–20, 2022. Limit one (1) discount per person; not available retroactively. To redeem the US$500 savings with purchase of one (1) full Conference Pass for MAX 2022 (reg. street price US$1,895), register at max.adobe.com (or register on-site at the event) and provide promotion code M22CC when prompted. Discount will be applied during checkout. Offer not valid with non-full (three-day) MAX passes or for group, bundle, or volume purchases. Offer is subject to availability and may not be exchanged, sold, or transferred; combined with any other discount or offer; or redeemed for cash or other goods and services. Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com   View in browser

  

  ---

  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:10 - 11 Sep 2022

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

  Harmony Internal - McKinsey

  See our new interactive ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey & Company   Curated by Eleni Kostopoulos   Digital Publishing Manager, New York Could this be a glimpse into life in the 2030s? For many companies—and many industries—the COVID-19 pandemic set off a period of head-spinning change. They realized they were capable of moving faster than they ever thought possible. They went digital in a matter of days, not years. They offered new services almost overnight. If companies sustain this newfound speed and agility, it’s conceivable that more innovation will happen in the next ten years than in any previous decade in modern history. Life in the 2030s could be vastly different from today. In our multimedia series called The Next Normal, business leaders and McKinsey experts describe what the 2030s might look like: • Partner Jesse Klempner sees a future in point-to-point transport (that is, the idea that you can launch a rocket from New York and land in Paris in 30 minutes). • Partner Anna Pione sees offerings that let consumers triage medical issues mostly by themselves, so they’d bring in a doctor only when absolutely necessary. • Senior partner Aditya Sanghvi sees the high-rise of the future as a mixed-use building: maybe an office for ten floors, apartments for 15 floors, a hotel for ten, and a club area at the top. Explore our new The Next Normal interactive for more evocative—and provocative—predictions across industries, and check out individual editions below. Read more The future of outer space: It’s getting crowded out there Could you soon be taking trips to outer space? Some experts think so. Rocket launches have become much less expensive, so thousands more satellites—and many more people than ever before—can venture into orbit. But more objects in space also mean more space debris and higher risks of collisions. McKinsey experts and industry executives envision the space industry’s next decade. Watch this space The future of air mobility: Electric aircraft and flying taxis Look! Up in the sky! Not a bird … or a plane … it’s an eVTOL! An eVTOL (pronounced “ee-vee-tol”) is an electric vertical takeoff and landing aircraft—and thousands of them could be flying above cities by 2030. Hear McKinsey experts and industry pioneers describe what’s coming in the world of “advanced air mobility” (AAM) and how it could affect passengers, pilots, and our planet. Rise above  The future of packaging: Smart bottles, edible boxes Milk jugs with sensors. Personalized wine bottles. Edible boxes and bags. These are just a few examples of the next normal in packaging. They might sound gimmicky now, but they could be commonplace in the coming years. Get smart  The future of parcel delivery: Drones and disruption Everybody likes to get a package. In 2030, we’ll send about 200 billion of them. Who will deliver all those packages, and how? See what’s ahead in last-mile parcel delivery. Look ahead  The future of video entertainment: Immersive, gamified, and diverse You’re at the movies with friends—but the movie is more like a game with a narrative. You feel like you’re in the movie because your seat gets hot when there’s a fire on screen. And everyone can see and hear the movie in whatever language they choose. That scenario could represent the next normal in video entertainment, according to McKinsey experts and industry executives. Immerse yourself  The future of wellness: Connected and customized The wellness market is booming. Consumers intend to keep spending more on products that improve their health, fitness, nutrition, appearance, sleep, and mindfulness. Explore the fast-changing, fast-growing wellness industry. Be well  The future of the high-rise: Creating people-centric spaces As the world becomes more urban, more people will live and work in high-rises. What will that mean for builders, real-estate companies, and tenants?  Look up  The future of shopping: Technology everywhere The COVID-19 pandemic has reset the retail game board. The most successful retailers will be those that connect with consumers in new ways by leaning in on their digital, omnichannel, and in-store technology ambitions. See what’s in store  The future of car buying: Omnichannel, personalized, and fun If shared mobility and autonomous vehicles take off, will people still buy cars for personal use? And what will car shopping look like?  Get in the driver’s seat  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Next Normal newsletter list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey & Company" <publishing@email.mckinsey.com> - 06:07 - 11 Sep 2022

• The week in charts

  The Week in Charts

  Government customer experience, AI in China, and more

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored why workers are leaving industries, government customer experience, the artificial intelligence market in China, tech investments of top economic performers, and board tactics. FEATURED CHART Greener pastures? See more This week’s other select charts Good enough for government work  China’s AI potential  Tech investments drive performance  Boards get a rethink Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:28 - 10 Sep 2022

• El por qué y el cómo de ESG

  McKinsey&Company

  Además, las 10 reglas del crecimiento ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

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

                                                             

  

  ---

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

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

  Harmony Internal - McKinsey

  Dive into this week's highlights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York As we approach fall in the Northern Hemisphere, get caught up on some of this week's big reads on micromobility, the Asian American experience in the workplace, geopolitical resilience, and more. This episode of The McKinsey Podcast is all about micromobility: who’s using it, why it’s becoming more popular, and how cities can adapt to a future of tiny transportation. McKinsey partner Kersten Heineke talks about why scooters, bikes, and e-mopeds are all the rage. Get up to speed McKinsey's Michael Chui, Kweilin Ellingrud, Ishanaa Rambachan, and Jackie Wong delve into the invisible challenges Asian Americans face at work. Debunk the myths Geopolitical resilience should be a strategic priority for organizations. McKinsey's Andrew Grant, Ziad Haider, and Jean-Christophe Mieszala lay out six key dimensions of resilience leaders should address. Explore the 6 key dimensions Our weekly briefing note on sustainable and inclusive growth explores green growth opportunities, the perils of motivated reasoning, how financial-services providers can forge more inclusive relationships with Black consumers, and more. Get the latest update Quote of the day “For drivers, AI can prevent accidents by alerting them of unsafe driving behaviors such as cell phone use, distraction, and close following. The result of this is lower insurance costs for businesses and safer roads for everyone else.” —Shoaib Makani, cofounder and CEO of Motive, on the impact of advances in machine learning and AI in "Logistics Disruptors: Motive’s Shoaib Makani on AI and automation" Chart of the day See today’s chart ready to unwind? We’re helping build an economy that works for all. 7 in 10 people live in societies with growing inequality. That’s why we’re taking action to create a more inclusive economy through our work with clients, and in local communities. Explore more   What every insurance leader should know about cloud Successful cloud migrations depend on knowing where the value for insurance lies in cloud and on business and IT working together. Understand the value  48-Down: With 67-Across, kind of sale in September... and the theme of this puzzle Know the answer? Test yourself with the latest McKinsey Crossword, CollegeTry | No. 92. Get schooled  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

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

• Strategic courage in an age of volatility

  Harmony Internal - McKinsey

  Focus now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly Strategic courage in an age of volatility Today’s challenging environment requires business leaders to hone their edge in three critical areas: insights, commitment, and execution. Focus now Related Reading Laxman Narasimhan on corporate purpose during a crisis Hear Starbucks’ incoming CEO Laxman Narasimhan discuss how corporate purpose helped Reckitt navigate the pandemic on our Inside the Strategy Room podcast. Listen in  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  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

  

  ---

  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

  ---

  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

                                                             

  

  ---

  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.

   

  ---

  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

  ---

  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

  ---

  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

  ---

  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

  ---

  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

  

  This email was sent to info@learn.odoo.com. If you no longer wish to receive these emails, click on the following link: Unsubscribe

  ---

  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

  ---

  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.

  

  ---

  by "Uffizio Technologies Pvt Ltd" <official@uffizio.in> - 08:45 - 5 Sep 2022