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• Stay on Track: Important Fleet Reminders for a Smooth Operation Across Industries

  Stay on Track: Important Fleet Reminders for a Smooth Operation Across Industries

  Improve reliability and uptime through proactive maintenance scheduling across multiple industries.

  Download E-book Improve reliability and uptime through proactive maintenance scheduling across multiple industries. Use Cases Across Industries Construction Harsh operating conditions lead to increased wear and tear on construction fleet and equipment. Tracking maintenance schedules and ensuring compliance with safety regulations is challenging. Set reminders for preventive maintenance and safety inspections based on time, or engine hours. Emergency and Security High-stress conditions and constant standby operation increase wear and tear on emergency fleet vehicles. Maintaining the readiness and reliability of emergency vehicles is crucial for prompt emergency response. Set reminders based on mileage or time intervals for maintenance tasks. Trucking Commercial trucks experience accelerated wear and tear due to extensive mileage and heavy loads. Managing maintenance schedules for a large truck fleet is complex and time-consuming. Set reminders based on mileage, engine hours, or time intervals. Discuss your use-case to get your business growing Get a Demo www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 6 Jun 2023

• Rice for Gold Exchange

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  by "David" <davidmoussavou@sendgrid.net> - 07:24 - 5 Jun 2023

• Forward Thinking on the brave new world of generative AI with Ethan Mollick

  Understand the impact ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Forward Thinking on the brave new world of generative AI with Ethan Mollick “I really worry that people are not taking this seriously enough … this fundamentally is going to be a shift in how we work and how we interact at a level that’s as big as anything we’ve seen in our lifetimes.” A leading business school professor talks about why he thinks the technology underlying ChatGPT is so transformative that he is betting his career on it. Understand the impact Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking podcast. Subscribe via Google Podcasts, Apple Podcasts, Spotify, Stitcher, or Amazon Music. Related Reading What every CEO should know about generative AI  What is generative AI?  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 Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 12:15 - 5 Jun 2023

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  by "Candy Smith" <info@crunchmedia.com> - 11:26 - 5 Jun 2023

• Revving up your organization: A leader’s guide

  In top gear ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Leading organizations have always known that they need to act fast to outpace competitors. But the COVID-19 pandemic forced businesses to move at a pace that they had likely never attained or even imagined before. For example, a US-based retailer launched curbside delivery in two days versus a planned target of 18 months, and an engineering firm designed and made ventilators within a week. Such extraordinary bursts of speed are difficult to achieve and sustain over the long term, however, unless organizations hardwire faster decision making and processes into their operating models. This week, let’s explore some of these permanent structural changes. AN IDEA Sprint from the start Most organizations can’t wait to get going on exciting new projects. But it’s all too easy for that initial burst of enthusiasm to dissipate quickly, warn McKinsey partners Louisa Greco and Zachary Silverman in an article on why speed is critical in business transformations. Entrenched behaviors and practices can leave companies “stuck in the starting blocks, wasting valuable time, energy, and momentum,” the authors say. Instead, pursuing quick wins can spark optimism and lead to longer-term investments. Our research shows that successful transformations launch initiatives that deliver 57 percent of value within six months and 74 percent by the end of the first year. Then, “in year two of a transformation, look for new value-creation opportunities and make sure incentives reflect these refreshed goals and commitments,” the authors suggest. A BIG NUMBER 72% That’s the percentage of fast organizations that outperform their industry peers on innovation. By contrast, just 15 percent of slower organizations do the same, according to our research. Companies that act fast do so because of their adept use of technology and tactics such as a sharper focus on customers, swift decision making, and frequent and transparent communication. They score better than their competitors not only on speed of innovation but also on a host of other measures, including growth, operational resiliency, and financial performance. A QUOTE “Organizations can make massive and fundamental shifts when needed.” That’s what companies have learned from the “forced acceleration” of organizational processes that the COVID-19 pandemic triggered, suggest McKinsey global managing partner Bob Sternfels and colleagues. In a series of blogs, the authors review nine actions to sustain that speed: these include revamping ways of working, redesigning organizational structures, and building new workforce capabilities. During the pandemic, a company took on the challenge of manufacturing a product it had never made before. “We came as beginners and got smart on the job,” a team member says. “Being a band of beginners means if you think of it, you do it. There is no time for rank.” A SPOTLIGHT INTERVIEW It’s no secret that many start-ups tend to be more nimble than larger, established players. “The biggest thing that makes most start-ups move really quickly is urgency,” says McKinsey partner Brian Quinn in a discussion with partner Stacey Haas and leading entrepreneurs. “They are running on the amount of capital and the amount of funding they have at any given moment. . . . And that level of urgency, that degree of fuel to move quickly, just doesn’t exist inside most large organizations that I’ve worked with.” Foot-dragging on decision making often slows down larger companies. One way to solve this may be to set up dedicated project teams and “force this notion that they’re going to make decisions quickly on a daily basis,” says Quinn. “That’s one of the biggest unlocks to actually moving at the speed the start-ups often move at.” DOWNSHIFT Sometimes the best way to accelerate may be to slow down. Taking extra time at the strategic planning stage could help speed up execution by enabling leaders and teams to focus on the right priorities. “You can do a lot of damage by getting ahead of yourself,” cautions McKinsey senior partner Marc Singer. “Test in a sandbox of appropriate size and then have a plan for scaling that mitigates risks.” And in a crisis, it may be better to pause rather than act in haste, in the view of McKinsey senior partner Aaron De Smet. “If you are in an uncertain situation, the most important thing you can do is calm down,” he says. “Take a breath. Take stock. . . . If you’re in new territory, the thing you would normally do might not be the right thing.” Lead with speed. — Edited by Rama Ramaswami, senior editor, New York Out now: New issue of the McKinsey Quarterly Sign up for a free membership to start reading the latest digital issue of the McKinsey Quarterly, focused on transformation in a time of disruption. Start reading  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 © 2023 | 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> - 02:48 - 5 Jun 2023

• US productivity growth has slowed. Can the nation realize a more prosperous future?

  On Point

  What seven states have in common ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Reviving US productivity In the news • Less productive. In the US, employee productivity dropped more than expected in the first three months of 2023, contributing to rising labor costs, government data show. For the first time in three quarters, nonfarm productivity declined, falling at an annual rate of 2.7% even as hours worked increased. At the same time, labor costs surged 6.3%. Companies typically launch new technological tools and upgrade equipment to make employees more efficient, but some have trimmed costs in the face of ongoing economic uncertainty. [Bloomberg] • What’s up with output. America’s output, or all of the things that workers make, increased in the first quarter of 2023, but productivity still decreased, according to the US Labor Department. Since productivity is a measure of output per hour, even if employees are working extra hours and producing more, they might not be functioning efficiently if it takes longer to generate incremental value, a senior economist said. Output is also weaker than it could be because there are so many vacant jobs, a labor economist added. [Marketplace] “We have a double problem. Not only has our productivity growth declined, but the US labor force participation rate is declining.” On McKinsey.com • Sluggish growth. US labor productivity has grown at a sluggish 1.4% since 2005. Returning productivity to its historical level would add $10 trillion to US GDP, explain McKinsey Global Institute (MGI) director Olivia White and McKinsey partner Charles Atkins. Only seven US states have had above-average productivity and above-average productivity growth for the past decade or so. That’s somewhat puzzling, since in a unified market, one might expect to see mobility of labor and the spreading of ideas and productive practices. • Productivity powerhouses. Individual companies within a given industry have widely varying levels of productivity and productivity growth, says White. In manufacturing, for instance, the most productive companies are five times more productive than the bottom decile of companies are. Recognizing how some companies can create business value from technology and skilled labor is the key to understanding what is happening in US productivity growth, Atkins shares. Learn how leaders can improve US productivity. Strengthen US productivity — Edited by Belinda Yu, editor, Atlanta 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 © 2023 | 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> - 12:22 - 5 Jun 2023

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  by "Laura Jayne" <info@clickcreators.com> - 02:54 - 4 Jun 2023

• The week in charts

  The Week in Charts

  Ten shifts transforming organizations, commercial satellite constellations, 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 McKinsey Chart of the Day 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 ten shifts transforming organizations, commercial satellite constellations, consumers’ intent to splurge, and cooling natural gas demand in Europe. FEATURED CHART Ten shifts coming to your organization See more This week’s other select charts Reaching for the stars Splurging during uncertainty Mild winter, cooling gas demand 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 © 2023 | 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> - 03:39 - 3 Jun 2023

• Ushering in a new era of leadership

  Plus, the CEO’s guide to generative AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, June 2023 What does leadership look like in an era where turbulence and disruption are the norm? It’s not the model we’re used to. In this month’s first featured story from the McKinsey Quarterly, Aaron De Smet, Arne Gast, Johanne Lavoie, and Michael Lurie dive into the transition from an era of individual leaders to an era of networked leadership teams that steer the organization, as well as the five fundamental evolutionary shifts leaders are called to make in their mindsets and ways of working. In our second featured story from the Quarterly, Blair Epstein, Caitlin Hewes, and Scott Keller define what it means to operate as one firm—that is, hearing “we, us, and our” language versus “me, mine, and theirs,” and fostering one brand identity and a “firm way” of doing things—and discuss what it takes to overcome entrenched identities and power dynamics to successfully shift to a one-firm operating model. Other highlights in this month’s issue include the following topics: • how CEOs and their teams can reflect on the value creation case for generative AI • what the future might hold for the world’s balance sheet • why companies that adopt a continuous-listening strategy stand to build a distinct competitive advantage • what a healthy life span can mean in a world that is growing older Editor's choice New leadership for a new era of thriving organizations Five leadership shifts can unleash an era of sustainable, inclusive growth for companies looking to outperform in this era of disruption. Unlock new value  Capturing the value of ‘one firm’ Our proprietary research across 2,000 companies shows that it pays to operate as “one firm.” Here’s how top-performing organizations make it work. See what it takes  THIS MONTH's HIGHLIGHTS What every CEO should know about generative AI Generative AI is evolving at record speed while CEOs are still learning the technology’s business value and risks. Here, we offer some of the generative AI essentials. Learn the essentials The future of wealth and growth hangs in the balance The past two decades have generated $160 trillion in paper wealth but sluggish growth and rising inequality. What comes next? 4 scenarios The next competitive advantage in talent: Continuous employee listening People analytics can provide real-time insights. Here’s how leaders can use them to identify critical needs, make decisions more quickly, and strengthen their employee value propositions. Leverage the power of people Age is just a number: How older adults view healthy aging The results of a survey from the McKinsey Health Institute shed light on the health perceptions and priorities of people aged 55 and older. Read more The beauty market in 2023: A special State of Fashion report The glow of the beauty industry has proved hard to resist, attracting many new companies and investors. Brands must make differentiating choices to find success in this shifting and increasingly competitive landscape. Develop tailored strategies Looking within: How Walmart in Mexico changed everything for an omnichannel future The executive committee at Walmex had to lead differently to take the company into the digital age. They reflect on the changes in the organization and in themselves. Reinvent yourself ALSO New AI-powered marketing and sales reach new heights with generative AI Nursing in 2023: How hospitals are confronting shortages A monthly update on the state of the US consumer: May 2023 Staying ahead: How the best CEOs continually improve performance Survival through purpose: How Ukrainian businesses endured amid extreme uncertainty Deciphering the economy’s mixed signals Ready, set, go, and keep going: Why speed is key to a successful transformation How to revive US productivity Five Fifty: Got resilience? It’s (past) time to get strategic about DEI Six secrets of unleashing the power of retail media Forward Thinking on the rollercoaster of central banking with Hans-Helmut Kotz The art of data: Empowering art institutions with data and analytics Top trends in global private markets Outlook for China tourism 2023: Light at the end of the tunnel OUT NOW: NEW ISSUE OF THE McKinsey Quarterly Sign up for a free membership to start reading the latest digital issue of the McKinsey Quarterly, focused on transformation in a time of disruption. Start reading  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics For ways businesses can identify risk aversion and root out the biases that can stymie potential investment projects, read McKinsey partner Tim Koller’s 2012 classic “Overcoming a bias against risk.” Rewind Get your Daily Read Our must-read insights of the day, delivered to your inbox Monday through Friday. Subscribe now —Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:15 - 3 Jun 2023

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  by "Laura Jayne" <info@clickcreators.com> - 05:04 - 2 Jun 2023

• Start strong; stay strong

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. In this edition, we look at staying strong midway through a stint as CEO, how to parse economic data, and more. We hope you enjoy the read. —Liz and Homayoun What’s new Tarot cards, a crystal ball, a Ouija board—what will it really take for business leaders to understand the economy’s viciously mixed signals? Our experts have a better way. Join them in the strategy room as they parse the various indicators. Even a small edge on insights can be helpful in this topsy-turvy world. One truth stands out: scenario planning is still the way to go. Sign up for our Inside the Strategy Room podcast and get busy Deciphering the economy’s mixed signals, by Michael Birshan, Ezra Greenberg, and Ida Kristensen. What’s now Pace yourself. Starting strong as a new CEO is no walk in the park. Even harder? Staying focused and competitive three to five years into your tenure. The comfort zone is the area to avoid. Take it from someone who’s been around the block: “The big lesson I learned: don’t get complacent,” said JPMorgan Chase CEO Jamie Dimon, after a crisis triggered by a $6 billion trading loss. Get up off those laurels and read Staying ahead: How the best CEOs continually improve performance, by Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink. What’s next For the past half century or so, organizations were designed mainly for shareholders. That just won’t fly in today’s multivalent social and economic environments. Working cultures that are more open, collaborative, and fluid than before are ushering in a new era of sustainable, inclusive growth—and creating value for all their stakeholders. But it can’t happen without a radical reimagining of what leaders do. This kind of change calls for a mindset shift—five of them, actually. Find out how these critical shifts can lead to lasting growth with New leadership for a new era of thriving organizations, by Aaron De Smet, Arne Gast, Johanne Lavoie, and Michael Lurie. What’s needed Are we there yet? With digital transformation, the work is never done. Technology changes too quickly; the power to transform is a muscle that needs to be strengthened constantly. That’s just one of the insights from the new book Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI. McKinsey senior partners Eric Lamarre, Kate Smaje, and Rodney Zemmel have reverse-engineered successful digital transformations to break down what works and what doesn’t. For a sneak peek at the playbook, check out Author Talks: What is the key to unlocking digital transformation? (And click here if you’d like to preorder the book.) 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 04:20 - 2 Jun 2023

• Simplify the Development and Deployment of AI Models using Deep Learning Workbench

  Simplify the Development and Deployment of AI Models using Deep Learning Workbench

  Deep Learning Workbench: Simplifying the Development and Deployment of AI Models Thursday, June 22, 2023 8‌:30‌am - 9‌:30‌am PDT Register Now Profile and optimize your neural network on various Intel® hardware configurations hosted in the cloud environment without any hardware setup at your end and integrate the optimized model in the user-friendly environment of JupyterLab*. Session will cover: Introduction to the Deep Learning Workbench (DLWB) and its features Best practices for Optimizing AI models using DLWB New version Deep Learning Workbench - Cloud Register Now Speaker Monique Jones Developer Cloud for the Edge - Technical Product Manager Intel Corporation Meet Monique, a passionate technical product manager for Intel Developer Cloud for the Edge with 10+ years of experience in AI and cutting-edge technology. She brings a unique blend of technical expertise and product management skills to solve complex business challenges and drive innovation. Prior to her current role, as a senior software engineer and team lead at Intel. Monique developed end-to-end AI solutions and optimized AI models for Intel hardware, resulting in multi-million dollar design wins. Her experience and technical proficiency make her a sought-after speaker at worldwide conferences and events. Monique holds a Bachelor of Science in Electrical Engineering/Computer Engineering from Texas State University and is dedicated to staying current with the latest technology to leverage AI solutions for transformative change. View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

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  by "Intel Corporation" <intel@plan.intel.com> - 12:05 - 2 Jun 2023

• Global business is changing. What should you know?

  On Point

  Ten big shifts transforming organizations ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The dynamic organization In the news • Getting hybrid right. Postpandemic, it’s clear that hybrid work is not a passing phase. But as companies attempt to standardize work practices, how can leaders ensure that they benefit from a flexible workforce? While many individual tasks can be done remotely, more in-depth team strategy conversations may be best suited for in-person meetings, says one global tech executive. Leaders now have “to think about asynchronous communication—how to coordinate work, how to trust but verify, and how to do outcome-based instead of output-based work,” he adds. [MIT] • Man plus machine. Sixty percent of workers will need additional job training in the next four years, according to a global survey of roughly 800 firms that employ more than 11 million workers. Tech-related jobs—especially AI and machine learning specialists—are some of the fastest-growing roles. Identifying similarities between existing roles and future ones can help companies plug skills gaps and retrain current employees. Machine learning performs some tasks well, such as looking at medical imaging, but human creativity and emotional intelligence will continue to be in demand. [WEF] Only 5% of organizations say their companies already have the capabilities that they need. On McKinsey.com • Reshaping work. Between the COVID-19 pandemic, geopolitics, and the rapidly changing tech landscape, organizations operate differently than they did even just a few years ago. McKinsey senior partner Michael Park and colleagues surveyed more than 2,500 business leaders around the world to gauge organizations’ readiness to tackle a range of shifts that significantly affect structures, processes, and people. These include how leaders can balance hybrid with in-person work and use applied AI to boost operations and build better talent pipelines. • Organizing for speed. Global business today is fast moving, highly interdependent, and complex. Organizational resilience combined with speed can help to determine whether companies succeed and survive. Yet McKinsey analysis finds that only half the organizations surveyed feel prepared to handle external shocks. Read The State of Organizations 2023 report to explore ten shifts that are transforming organizations, along with how CEOs are navigating a changing world. Learn how companies are changing — Edited by Gwyn Herbein, editor, Atlanta 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 © 2023 | 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> - 12:21 - 2 Jun 2023

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• Meet New Relic Grok–your GenAI assistant

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  May 2023 Master the art of log management: tips for handling high-volume logs Discover expert tips and tricks to level up your log management game with invaluable insights from New Relic. Learn how to harness the power of logs for better troubleshooting, faster incident response, and improved performance. Read the blog now and revolutionize your logging strategy! Learn More Meet New Relic Grok: Your GenAI assistant for observability Using New Relic is now as easy as asking, “What’s wrong with my app?”. By combining OpenAI’s large language models (LLMs) and the New Relic unified telemetry data platform, New Relic Grok turns tons of telemetry data into instant insights. You can chat with New Relic Grok using everyday language, and it will help you find root causes, fix issues, set alerts, manage users, and more. Learn More  Ready to Grok? Get Early Access  From 10 monitoring tools to 1 with plentymarkets For Plentymarkets, real-time monitoring is essential to ensure high website performance, especially during peak seasons. Learn how New Relic helped Plentymarkets process millions of orders, optimise their user experience and employee happiness through observability. Check out the blog post Useful Reads Level up your observability knowledge with our learning paths and badges New Relic University has launched a new site with learning paths and badge credentials to help you build and uplevel your observability knowledge. Start with the Observability Foundations path, then progress to the Observability Practitioner. Learn more in the blog  User Groups New Relic meetups are back! Join us to talk about all things observability and distributed tracing. New Relic User Meetup: Amsterdam 14th June, 2:00 pm - 5:30 pm CEST. Register here. New Relic User Meetup: Manchester 20th June, 2:00 pm - 5:30 pm CEST. Register here. New Relic User Meetup: London 21st June, 2:00 pm - 5:30 pm CEST. Register here. Find all upcoming user group sessions here. Upcoming Webinars Real-Time Business Performance Monitoring: Surfacing the Metrics That Matter Join our Field CTO and a panel of New Relic experts on 7th June at 10 am (BST), to discover how to connect business and software performance and get real-time insights on your organisation.  7th June, 10:00 am -11:00 am BST/ 11:00am- 12:00pm CEST. Register now   New Relic University [Webinar] Getting Started with Dashboards & NRQL 8th June, 10:00am-12:00pm BST/ 11:00am- 13:00pm CEST [2 Day Workshop] New Relic Platform Fundamentals 14th- 15th June,,10:00am-3:00pm BST/ 11:00am- 4:00pm CEST [Webinar] New Relic Alerts Fundamentals 28th June, 10:00am-12:00pm BST / 11:00am- 13:00pm CEST Find all upcoming NRU training sessions here New Relic in the News Eliminating peak billing and enhancing efficiency How to Get Instant Access to Performance Data Managing the Growing Complexity of Multi-Cloud Environments in App Development Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190. Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

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• Many companies aren’t making much progress on DEI. How can leaders realize bold DEI ambitions?

  On Point

  Five steps to DEI success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Make progress on DEI In the news • Embracing belonging. A new acronym is making its way into corporate lexicon: DEIB, or diversity, equity, inclusion, and belonging. Some companies are focusing on training that helps employees identify the origins of their bias to create a sense of belonging. This approach allows people “to make mistakes, say the wrong thing sometimes, and be able to correct it,” says one diversity leader. While some critics feel that focusing on belonging doesn’t do enough to challenge traditional power structures, others think that it can counter people’s natural defensiveness and bring them into the DEI conversation. [NYT] • DEI disconnect. Corporate DEI efforts may be wavering, as a workforce intelligence company found that attrition rates for DEI roles have been increasing over the past six months and are outpacing attrition for non-DEI roles since the latter part of 2020 at about 600 US companies. There’s a disconnect among public statements and a willingness to invest in the necessary tools to make DEI a priority, a former DEI leader said. While measuring and analyzing the success of diversity efforts, in particular, can be difficult, younger workers are likely to continue pressuring companies to honor their DEI commitments, a US business school professor shared. [WaPo] In our experience, it is best to target a few large, mutually reinforcing DEI initiatives rather than pursue many smaller, stand-alone initiatives that will compete for resources and leaders’ attention. On McKinsey.com • Regaining momentum in DEI. Companies ramped up commitments to DEI in the wake of George Floyd’s murder in 2020, but progress has been slow. In 2022, McKinsey’s annual Women in the Workplace research found that 87 women are promoted from entry-level to manager positions for every 100 men. Many DEI initiatives lack a clear quantitative and qualitative baseline against which progress can be measured, McKinsey senior partner Dana Maor and coauthors explain. Others lack adequate resources, which can happen if leaders treat DEI tasks as a “passion project” rather than reconfiguring roles to prioritize DEI. • Progress in five steps. The first step to adopting meaningful DEI initiatives is to set a bold (but achievable) aspiration. Companies that can connect their desired outcomes with an existing mission, develop and communicate a clear plan for roll out, and commit to a concrete way to measure results are more likely than others to be successful. As an example, leaders at Nike set specific, measurable DEI goals for 2025 and connected them to the company’s executive compensation. Learn about five critical steps companies can take to set and achieve successful DEI strategies. Get strategic about DEI — Edited by Gwyn Herbein, editor, Atlanta 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 © 2023 | 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> - 12:41 - 1 Jun 2023

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 1 Jun 2023

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