We’ll see you August 19

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Thanks for your ongoing interest in The Shortlist and for helping make it one of our longest-running and most popular longform newsletters. The Shortlist will be taking a two-week break, but we’ll be back in your inbox on August 19 to continue delivering our weekly sampling of need-to-know McKinsey insights.

In the meantime, you can always browse through past issues here, and below are three of our favorite recent issues featuring some of our most-read articles. Take a look in case you missed them the first time around.

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Too many meetings, too few decisions: How “being busy” gets in the way

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The quitting trend just won’t quit. It’s time for companies to update their talent strategy.

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What can CEOs do to tackle inflation? A lot, actually.

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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:53 - 5 Aug 2022

Air travel is back—but can airlines win over consumers before the ‘honeymoon phase’ ends?

On Point

TODAY'S NEWS. TOMORROW'S INSIGHTS.
A daily newsletter from McKinsey & Company

Edited by Kanika Punwani
Senior Copy Editor, Southern California

Travel takes off

The news

•

Path to profitability. As travelers take to the skies, global airlines are expecting to post a much lower loss in 2022 than was estimated in 2021: $9.7 billion instead of the forecasted $42.1 billion, with profitability possible by 2023. But while customers are eager to travel and willing to pay more as a result, some airline leaders have expressed concern that demand may fade as airfares continue to rise. Carriers are highly indebted and struggling with cost pressures such as higher salaries and increasing fuel prices. [Reuters]

•

Why fly? Wi-Fi. While you might still have to deal with lost luggage, at least one aspect of air travel is getting better and cheaper: onboard connectivity. Some carriers are offering Wi-Fi at greatly reduced prices, while others are testing providing it for free. In response to passengers’ soaring use of streaming content and online apps, airlines are rolling out major upgrades to their Wi-Fi services, including adding new hardware and improving bandwidth. That’s welcome news for passengers who complain that Wi-Fi on planes is slow, spotty, and seriously expensive. [WaPo]

The current upswing in air travel presents an opportunity for companies to promote a travel industry recovery while also improving their customer experience game.

Our insights

•

Changing consumer loyalties. People are increasingly returning to air travel, with domestic and international business travel increasing by double digits between February and April 2022. But despite steady satisfaction ratings, negative sentiment among travelers is on the rise, reveal McKinsey senior partners Kevin Neher , Jules Seeley, and colleagues. Recent flight cancellations and staffing shortages could result in a wave of customer dissatisfaction, leaving loyalty up for grabs.

•

Flight shaming. As airline leaders look to the future, addressing sustainability concerns could become a priority. Younger customers are particularly concerned about their carbon footprint. Senior partner Tomas Nauclér and colleagues find that 32% of travelers age 18 to 24 report experiencing “flygskam,” or shame of flying—and nearly 50% say that they would be willing to pay for carbon-neutral flights. See four key areas airlines can focus on to regain their footing in the latest edition of the McKinsey Quarterly Five Fifty.

Navigate trends in air travel

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:54 - 5 Aug 2022

Transitioning to a net-zero world with green businesses

Harmony Internal - McKinsey

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Edited by Joyce Yoo
Digital Editor, New York

As the world moves toward achieving net zero by 2050, what does the future look like for eight industries including steel, power, food & agriculture, forestry and more? What are the green business opportunities that create value and what does going green mean for spending, output, and jobs? In a series of interactive timelines from McKinsey Quarterly, Hamid Samandari, Humayun Tai , and their coauthors explore what a net-zero transition could look like for each industry in five-year increments, starting with actual figures from 2020. See what the future holds and seize the opportunities.

Spotting green business opportunities in a surging net-zero world

Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way.

Be bold

Quote of the day

“One of the core tenets of apprenticeship is that it is nonhierarchical. It doesn’t have to be a senior person apprenticing a junior person. . . . The person who has the skills should embrace the responsibility, the obligation, and the opportunity of helping other people get the same skills they have.”

—Lisa Christensen, director of learning in McKinsey’s Learning Design Center of Excellence, on what apprenticeship looks like in today’s organizations in a recent episode of The McKinsey Podcast

Chart of the day

Chart detailing the amount fo hours US conmsumers will spend in the metaverse

See today’s chart

ALSO NEW

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:33 - 4 Aug 2022

[Online workshop] Maximising Observability with New Relic Logs

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by "New Relic" <emeamarketing@newrelic.com> - 04:28 - 4 Aug 2022

Companies face talent gaps. How can apprenticeship deliver needed expertise?

On Point

TODAY'S NEWS. TOMORROW'S INSIGHTS.
A daily newsletter from McKinsey & Company

Edited by Belinda Yu
Editor, Atlanta

The art of apprenticeship

The news

•

From trades to tech. Tech apprenticeships get a lot of attention these days, but such arrangements have a long history. During the Middle Ages in Europe, workers could learn a trade such as blacksmithing from a master craftsman. In return for labor, apprentices would receive food, shelter, and skills. The upshot of this is that European apprenticeships are strictly regulated. In the US, however, they’re more decentralized. To determine if a buzzy apprenticeship is worth pursuing, find out if it has produced full-time hires. [Fast Company]

•

To retain, train the brain. It’s no secret that employers are trying to retain workers amid the Great Resignation. That’s leading to a renewed focus on prepping employees for better-paying internal roles that often require more advanced technical skills. Globally, 46% of learning and development leaders say that reskilling and upskilling are top priorities for their companies, reveals a 2022 survey. In June 2022, one US-based upskilling platform raised $175 million to expand its career services for in-demand fields such as financial services. [Fortune]

“One of the biggest future organizational challenges we have is encouraging experts to train others so that their knowledge becomes institutional knowledge.”

Our insights

•

Apprenticeship in action. Organizations are under pressure to develop and retain employees. More than 80% of companies say that they are either facing critical skills gaps or expect to face them within the next few years, previous McKinsey research has shown. By allowing workers to transfer expertise to colleagues, regardless of rank, apprenticeship can help employees rapidly build skills and increase collaboration at a time when more work is done remotely, say McKinsey’s Lisa Christensen and Tony Gambell.

•

Everybody learns. Suppose a manager is reviewing a team member’s report. One opportunity for apprenticeship would be if, rather than rewriting the document, the manager explained the thinking behind each change. The team member would therefore become more capable, saving time in the long run. Expertise doesn’t always have to flow from the top down. Organizations can start with setting the expectation that everybody learns and everybody teaches. Discover the four techniques of apprenticeship.

Learn about apprenticeship

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:32 - 4 Aug 2022

Register Now | What’s New in Acrobat Pro Live Webinar

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On Aug 16, join us for our What’s New in Acrobat Pro webinar. Our expert will take you through the highlights, walking you through significant enhancements on:

Guided demos and best practices on unlimited request signatures and bulk send capabilities
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Join us on Aug 16 to learn how this single trusted tool — which is part of the Adobe Document Cloud — can strengthen and unify your organization’s work.
  
* A commissioned Total Economic Impact™ study conducted by Forrester Consulting on behalf of Adobe, January, 2022.

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by "Adobe" <demand@info.adobe.com> - 10:02 - 3 Aug 2022

Race in the workplace: The frontline experience

Harmony Internal - McKinsey

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Edited by Joyce Yoo
Digital Editor, New York

Front line workers represent about 70 percent of the total US workforce and are the lifeblood of nearly all sectors of the economy from healthcare to transportation and logistics to foodservice. While their contributions are vital, the momentum around diversity, equity, and inclusion efforts in recent years have largely overlooked frontline employees, who are nearly 20 percent less likely than corporate employees to believe that DEI policies are effective. People of color, who represent a huge chunk of the frontline workforce, face even greater challenges moving up the ladder than their White counterparts. In a new report , Bryan Hancock , Monne Williams, Lareina Yee and their coauthors delve into the experiences of frontline workers of color and examine the issues they face, pathways to careers advancement, and the actions companies can take to improve job quality and better support them. Be sure to check it out and download the full report.

Race in the workplace: The frontline experience

Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers.

Get new DEI insights

Quote of the day

“We’ve had a generation now entering the workforce who is used to accessing everything, all the time, anywhere, except for project work, as a solo endeavor. A huge portion of what we’re doing at work is not a solo endeavor. It requires working with others.”

—McKinsey senior partner Bill Schaninger on attracting employees back to in-person work in a recent episode of the McKinsey Talks Talent podcast

Chart of the day

Chart detailing European consumers switching to discount retailers

See today’s chart

ALSO NEW

Store worker helping a customer in a supermarket

The Great Attrition in frontline retail—and what retailers can do about it

New research reveals which aspects of the employee experience matter most to US frontline retail workers. Retailers must pay attention and act quickly or risk losing more than half their store staff.

Understand and empower

Apprenticeship gets a makeover

It may sound like an outdated term, but apprenticeship remains a powerful tool in today’s businesses for building skills, increasing collaboration, and retaining talent.

Share the knowledge

Growing and sustaining prosperity for small-town Americans

The divide between rural and urban communities has widened as the COVID-19 pandemic pushes rural communities’ economic recovery further behind. How can leaders put rural regions on track to thrive?

Density matters

Follow our thinking

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:10 - 3 Aug 2022

Workers are resisting a return to the office. Can leaders make workplaces more magnetic?

On Point

TODAY'S NEWS. TOMORROW'S INSIGHTS.
A daily newsletter from McKinsey & Company

Edited by Belinda Yu
Editor, Atlanta

Rebooting the office

The news

•

So long, cubical farms. With greenery, better technology, and access to the outdoors, today’s offices have come a long way from the cubicle farms of yesteryear. Many employers are struggling to get people back into buildings and modifying layouts to be more enticing. Modern workplaces offer added areas for collaboration and plenty of amenities, such as healthy meals, to promote greater employee satisfaction and well-being. One global real estate firm says that 80% of its biggest clients report updating offices to reflect changing work models. [Fortune]

•

Work from anywhere. The workplace of the future will be much more flexible overall, declares one organizational expert. By then, companies will have figured out some of the growing pains of using the technology and coordinating work in a hybrid office. Soon, people will be able to live and work wherever they want. But before embracing the concept of working from anywhere, people should consider the potential unintended consequences—such as if companies were to use the opportunity to move jobs overseas to cut costs. [FT]

“We’re seeing an explosion of available work spaces of even more shapes, sizes, feeling, and locations than any one employer could ever provide.”

Our insights

•

Make it magnetic. Managers want employees back at the office, but many workers, hooked on flexibility, are resisting the return. With the average cost of having an office about $10,000 to $15,000 per person each year, stakes are high for rebooting the office, McKinsey senior partner Bill Schaninger and colleagues say. One way to make the workplace “really magnetic”? Have a community manager there that brings “a sense of surprise and delight” through, for example, buying hot chocolate for everyone on a cold day, says McKinsey’s Phil Kirschner.

•

The future office. The office of the future can be dynamic, inspiring, and even play a role in accelerating learning, says Kirschner. Employers can shift training rooms from a windowless basement to attractive nooks and alcoves. They can also open the door to the community, bringing new ideas and people into the building. Shifting from reservation-only spaces to more natural “centers of gravity” where people tend to gather can also make it likelier for workers to meet and interact. See two simple, cost-effective ways to experiment with workplace design.

Explore how offices may change

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:50 - 3 Aug 2022

Purpose, strategy, and culture: The why, the what, and the how

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Edited by Emily Adeyanju
Digital Editor, Charlotte

Do you read up on a company’s culture before accepting a job offer? You’re not alone—90% of employees research workplace culture before joining an organization. Clearly, culture is important to employees, but what is it exactly and how can it be embedded in the work that we do everyday? Melissa Daimler, chief learning officer of Udemy, says culture is not what happens in an office, but how work happens between people, and the observable actions that exemplify a company’s values. Be sure to check out the latest Author Talks interview to get insight on how employee interactions have become increasingly important in a world of remote work, and how your team can build a work model that honors your company’s beliefs and values.

Author Talks: Don’t skip the ‘soft stuff’

No more Ping-Pong breaks or office happy hours? No matter. Melissa Daimler shares how workplace culture can still thrive without an office.

Drive culture change

Quote of the day

“[We] also have to work really hard to overcome the strange narrative that just because you live in a rural place, you can’t code. Or just because you’re in a smaller community, you can’t come up with a new, innovative way to solve a big automation problem or a tech problem or creating rockets that work better.”

—Matt Dunne, founder and executive director of the Center on Rural Innovation, on shifting the narrative on rural America in a recent episode of McKinsey’s new Future of America podcast

Chart of the day

Chart detailing individuals starting in different occupations have varying degrees of reliance

See today’s chart

ALSO NEW

photo three generational family walking on beach

From saving to spending: A second front emerges in the US retirement challenge

While accumulation has long been a focus for pre-retirees, ensuring a consistent and sufficient stream of income through retirement is now a pressing need for many.

Improve readiness

Woman and baby daughter using a smartphone to communicate with the doctor.

Digital health: An opportunity to advance health equity

Digital health solutions have the potential to make healthcare more equitable. Here’s how innovators can deliver on that promise.

Make it fair

Creative coworkers chatting over ideas in office

The office of the future: A whole new (floor) plan

Revisiting your talent strategy for a hybrid world? Think hard about the purpose and design of your office space.

Embrace change

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:07 - 2 Aug 2022

Join me tomorrow to learn how to manage errors with New Relic

Hi MD

Phil Weber, senior technical training specialist at New Relic University, here. I'm checking in to invite you to the online workshop I'll host at 10 am BST tomorrow, 3 August: Error management in New Relic. The 90-minute hands-on workshop will walk you through the many ways New Relic can help you to manage errors in your applications.

Register for the workshop to learn how to configure and manage errors in APM, browser, and mobile applications. You will also learn how to use New Relic Errors Inbox to proactively detect, triage, and act on errors across your application stack, all in one place. While I recommend attending the live workshop, you can also register to be emailed the recording.

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by "Phil Weber, New Relic" <emeamarketing@newrelic.com> - 04:28 - 2 Aug 2022

Which attributes determine how well you perform?

On Point

TODAY'S NEWS. TOMORROW'S INSIGHTS.
A daily newsletter from McKinsey & Company

Edited by Belinda Yu
Editor, Atlanta

All about attributes

The news

•

Sibling rivalry. Older siblings don’t necessarily develop stronger leadership qualities than their younger siblings: just different ones, says one psychologist. Basking in their parents’ attention helps firstborns develop self-reliance and confidence. With youngest children, parents may be more relaxed, exposing them to a variety of experiences earlier in life. In response, these kids can become enthusiastic explorers. Meanwhile, middle children—who sometimes feel overlooked—often grow up to be strong, effective communicators. [CNBC]

•

No crying in business? Don’t be vulnerable, stop oversharing, and definitely don’t cry at the office, conventional wisdom goes. But after two years of weathering a global pandemic and blending our personal and work lives, employers can't expect employees to keep their emotions out of the workplace. Indeed, today’s workers want their managers to show empathy, according to a recent survey of 23,000 workers. Companies are looking for leaders with softer qualities like the ability to inspire teams, one executive reveals. [Fortune]

“Empathy, selflessness, authenticity, decisiveness, and accountability are behaviors that typically cause other people to say, ‘That is someone I would like to follow.’”

Our insights

•

Attributes, not skills. When faced with stress and uncertainty, who is the “real you” who shows up? How people perform in any given situation comes down to their attributes, not just skills, says retired Navy SEAL commander Rich Diviney. Characteristics like adaptability and situational awareness are innate to humans, but developing any attribute is possible. It takes placing yourself into environments that test that trait. To become more patient, go drive in traffic, or pick the longest line to wait in at the grocery store, Diviney suggests.

•

Being vulnerable is key. The highest-performing teams are surprisingly vulnerable with one another, Diviney, author of The Attributes: 25 Hidden Drivers of Optimal Performance, tells McKinsey. The best SEAL team members are all “incredibly open” to sharing individual strengths and weaknesses so that everyone understands exactly when they need to lean on one another. Read the full interview, part of McKinsey’s Author Talks series, to explore five categories of attributes that affect performance.

Learn about attributes

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:36 - 2 Aug 2022

Closing the geographic gap in the US

Harmony Internal - McKinsey

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Edited by Joyce Yoo
Digital Editor, New York

There’s a huge economic divide based on geography in the US—cities are thriving but rural communities are struggling to recover from the 2008 recession and COVID-19 pandemic. While urban areas are benefiting from automation and globalization through the creation of millions of jobs—especially in technology—rural areas are experiencing population loss and a decline in entrepreneurship. Right now, rural America represents 13 percent of the nation’s workforce but only 5 percent of the computer and math jobs. What can be done to close the gap and invest in these communities? Be sure to tune into a recent episode of McKinsey’s Future of America podcast and join the conversation.

Growing and sustaining prosperity for small-town Americans

The divide between rural and urban communities has widened as the COVID-19 pandemic pushes rural communities’ economic recovery further behind. How can leaders put rural regions on track to thrive?

Density matters

Quote of the day

“[Compensation] isn’t enough to keep frontline employees. They have more options. If compensation becomes table stakes, employees look for all these additional pieces—like well-being and flexibility—to stay at a job versus go look for a new one.”

—McKinsey associate partner Annie Valkova on how retailers can offer flexibility for frontline workers on a recent episode of the McKinsey on Consumer and Retail podcast

Chart of the day

Chart of factors determining whether nurses wish to stay in current position or not

See today’s chart

ALSO NEW

When will the COVID-19 pandemic end?

Europe and the United States have entered the endemic stage of the COVID-19 outbreak: the virus is widespread, is significantly less fatal than it was in 2020, and is spurring only limited changes in public behavior. These endemic conditions are likely to continue through the summer and autumn, unless and until immunity-evading new variants emerge. As immunity wanes, however, the next stage remains highly uncertain.

Prepare yourself

Rear view of man with umbrella standing by railing against sea.

Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle

Leaders can both shore up defenses and prepare for growth—if they heed the call for transformational change.

Make bold moves

illustration floating green rings folded in on themselves

How green can green growth be?

The transition to net-zero greenhouse-gas emissions will take trillions of dollars and several decades. Here’s how B2B leaders can extract maximum value from the journey.

Extract value from sustainability

Follow our thinking

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 1 Aug 2022

Sangoma Webinar: PBXact Reports for Decision Making

Sangoma invites you for an exclusive webinar to take a tour of the call center reports that PBXact offers for decision making

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Discussion Topics

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by "Sangoma Technologies" <webannounce@sangoma.com> - 05:46 - 1 Aug 2022

A leader’s guide to the new talent pool

Harmony Internal - McKinsey

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Edited by Rama Ramaswami
Senior Editor, New York

If you were marketing a brand, you’d spend considerable time and money on identifying and segmenting your customers and creating personas for various categories of buyers . The changing nature of today’s workforce demands a similar approach to “selling” potential candidates on your organization. People’s expectations of their employers, jobs, and career prospects are higher than ever before, but understanding the new talent pool is about more than offering flexible hours or personalized benefits. A better approach is to take a tip from successful marketers and segment your target audience—your employees—carefully. Defining the needs of different groups of people makes it easier to hire the right talent as well as ward off attrition. Here are some strategies to get started.

AN IDEA

Explore nontraditional ways to attract talent

The pandemic has led many people to reassess their priorities and deal with employers on their own terms, turning the Great Attrition into the Great Renegotiation. But organizational talent strategies haven’t caught up—employers still rely on outdated compensation, titles, and advancement opportunities to lure candidates. In this article based on a McKinsey global survey, our experts identify five critical employee personas that leaders must understand to meet the challenge of hiring and retaining talent. For example, “traditionalists” are career-oriented people who are mostly satisfied with attractive pay, perks, and career advancement prospects, whereas “do-it-yourselfers” value autonomy, flexibility, and meaningful work as much as or more than compensation. Evaluating employee personas enables you to analyze what different segments of workers want and figure out how best to engage them.

A BIG NUMBER

46%

That’s the average percentage of skills that come from work experience, which adds to the value of human capital—the collective knowledge, attributes, skills, experience, and health of the workforce. A McKinsey study of more than a million workers in the US, the UK, Germany, and India shows that the best organizations help individuals continuously upgrade their skills, earn more, and build track records that translate into value. The most effective way for workers to maximize the “experience effect” is to join an organization that recognizes their potential, embraces mobility—internal and external—and offers opportunities to learn.

A QUOTE

“Many countries have now put the legal framework in place to hire and relocate global talent at a cost and speed that is broadly comparable with hiring domestically.”

That’s from a survey of 12 countries that shows the world becoming mostly “flat” for people who wish to work across borders. Some nations still have immigration restrictions, but many have introduced visas to attract skilled talent to their shores. In the next ten years, more than 260 million university graduates are expected to hit global labor markets. Increasing numbers of workers seek global mobility as a lifestyle choice, and the popularity of remote work means that leaders have ample flexibility to hire people from anywhere in the world. “Try before you buy” is an increasingly popular strategy: one firm begins onboarding workers remotely and then decides whether to transfer them to larger hubs to work in hybrid setups.

A SPOTLIGHT INTERVIEW

Image of five people walking down a pedestrian plaza while talking

“It’s the boldness of role moves that’s a really important part of the story of possibility,” says McKinsey partner Anu Madgavkar in this podcast on encouraging employees to try new things. “It’s important to enable more workers to break out of what they might have thought was their destiny simply because of the level of education that they had.” Employees who make bold role changes by taking on stretch jobs or assignments tend to have had exposure to healthy and supportive organizations early in their careers, enabling them to become upwardly mobile. While individual initiative is an important factor, the onus is “equally on employers to create the conditions that help and enable the whole process of learning through work experience,” Madgavkar says.

USE AND CARE

No time to create worker personas? Try writing a “user manual” about yourself, and encourage your team to do the same. The concept of a personal user manual—a document outlining the best way for others to work with you—caught on in the early 2000s when executives found that providing a quick-start guide to themselves, and encouraging their coworkers to follow suit, helped colleagues adapt to one another quickly and avoid conflicts on the job. Popularized in the media and adopted by some organizations, personal user manuals reveal individual quirks, habits, preferences, and working styles. For example, you might indicate that you favor early-morning meetings or prefer face-to-face contact rather than email. Beware, though, of revealing too much information, as oversharing in the workplace is never a good idea.

Lead with talent.

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:11 - 1 Aug 2022

How much debris exists in space? See the journey of space junk from the 1960s to today.

On Point

TODAY'S NEWS. TOMORROW'S INSIGHTS.
A daily newsletter from McKinsey & Company

Edited by Katherine Tam
Project Manager, New York

Dealing with space debris

The news

•

Sluggish funding. In 2021, investors poured almost $47 billion into space start-ups, with $14.5 billion raised in the fourth quarter alone. But from January to March 2022, companies focusing on space only raised $7.2 billion, and second-quarter expectations are now much lower. An overall decline in space ventures is contributing to the sluggish funding, but the space sector has other challenges too. One potential issue is that space start-ups can find it difficult to control how quickly they use up cash, since hardware and R&D are very costly. [Axios]

•

The new space race. Big data—not big egos—is crucial to the new space race, despite the attention paid to company founders in the news, declares one astronomy professor. Synthetic-aperture radar (SAR) is revolutionizing satellite imaging. By combining all the radar echoes from any target, SAR can produce a single sharp image, regardless of cloud cover or darkness. Real-time, sharp satellite imagery could have many uses, from enabling insurers and first responders to assess damage from hurricanes quickly to spotting troop movements as they occur. [WSJ]

The International Space Station has changed its orbit roughly 30 times since 1999 to avoid space junk.

Our insights

•

Dangerous space junk. Around 11,000 satellites have entered space since the late 1950s, and there could soon be as many as 70,000, according to McKinsey’s Chris Daehnick and Jess Harrington. But what happens when the satellites no longer work? By that point, most are beyond Earth’s gravitational pull and end up stuck floating above the planet. Orbital debris, better known as space junk, can be incredibly dangerous. Today there are approximately 27,000 pieces of space junk in orbit, weighing in at roughly 9,000 metric tons.

•

Cleaning up. Any object in space can be unsafe, as it could float around indefinitely and collide with a satellite. For now, researchers are tracking space junk and alerting people to potential problems. They’re also working on concepts to clean up space junk, including using harpoons and nets, magnets, and a slingshot-like sweeper that moves junk back toward Earth. With space tourism becoming more feasible, it’s even more important to deal with space junk. See the ideas and technologies being proposed to clean up space junk in the latest edition of McKinsey for Kids.

Explore the future of space

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 1 Aug 2022

Invite only - Design First or Code First?

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by "Joshua McLatchie" <Joshua.McLatchie@smartbear.com> - 07:06 - 31 Jul 2022

1 replies 1 replies

Re: Invite only - Design First or Code First?
Hey Abul,

Bumping this to the top of your inbox.

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by "Joshua McLatchie" <Joshua.McLatchie@smartbear.com> - 09:05 - 3 Aug 2022

The week in charts

The Week in Charts

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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 Black beauty brands, sustainability-themed start-ups, toxic workplace behavior, space exploration, and Chinese global trade.

FEATURED CHART

Looking in the mirror

This week’s other select charts

Greener ventures

Toxic exodus

Out-of-this-world aspirations

Trade winds

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:52 - 30 Jul 2022

The books you’re reading, before we share what we’re reading

Readers & Leaders

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THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND

Last month, we asked for a glance at your bookshelves, and you delivered: a guide to giving away power, insights into the human mind, and more nonfiction reads. Check out our selection of your contributed picks, and keep an eye out for the main event in August: McKinsey’s annual summer reading list, featuring book recommendations from corporate leaders, media leaders, authors, and more.

In the meantime, catch up on this month’s Author Talks on the regenerative power of silence, the fast-growing longevity economy, and how to lead with collaboration rather than competition—plus this month’s bestselling business books, prepared exclusively for McKinsey by NPD BookScan. Itching for more good reads? Check out McKinsey on Books for the latest.

SUMMER READING … ALMOST

Before we reveal our summer reading list, it’s time to reveal yours. Thank you to all our readers for taking the time to send in book recommendations. Here are five of our favorites.

Nudge: The Final Edition by Richard H. Thaler and Cass R. Sunstein
–R.N. (Boston, Massachusetts)

Thinking, Fast and Slow by Daniel Kahneman
–V.G. (Hesse, Germany)

CEO Excellence: The Six Mindsets that Distinguish the Best Leaders from the Rest by Carolyn Dewar, Scott Keller, and Vikram Malhotra
–C.P. (Los Angeles, California)

The Power of Fun: How to Feel Alive Again by Catherine Price
–K.E.K. (Oslo, Norway)

The Power of Giving Away Power: How the Best Leaders Learn to Let Go by Matthew Barzun
–J.B. (Bowling Green, Kentucky)

IN CASE YOU MISSED IT

Justin Zorn and Leigh Marz seek solace in silence: “The world is louder than it’s ever been. It’s not just a little bit more auditory noise—there is a mass proliferation of mental stimulation in our world today.” Watch the full interview.

Susan Wilner Golden says companies that don’t market to the 60-plus crowd are missing out on a $22 trillion opportunity: “Traditionally, people always looked at aging as a frailty, or as a declining stage of life, but in fact, older adults are living much greater lives with longer health spans (the healthy periods of a person’s life), which enables them to be productive and to contribute to society.” Watch the full interview.

Dalia Feldheim brings the #LikeAGirl message to the corporate C-suite: “There’s no such thing as a masculine brain or a feminine brain; we all have within us both masculine traits and feminine traits. … The issue we’re seeing is that the business world is collapsing to what they call the ‘wounded masculine’—a world of competition over collaboration and power over people, versus power with people.” Watch the full interview.

BUSINESS BESTSELLERS TOP

8

Getting temperature warnings on all your devices? Leave the e-reader indoors and grab a good old-fashioned paperback from this month’s selection of the top business bestsellers in eight categories, prepared exclusively for McKinsey by NPD BookScan. Explore the full lists on McKinsey on Books.

BUSINESS OVERALL

Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Avery Publishing Group)

BUSINESS HARDCOVER

Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Avery Publishing Group)

DECISION MAKING

How Minds Change: The Surprising Science of Belief, Opinion, and Persuasion by David McRaney (Penguin Group USA)

ECONOMICS

Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Steven D. Levitt and Stephen J. Dubner (HarperCollins Publishers)

ORGANIZATIONAL BEHAVIOR

Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)

WORKPLACE CULTURE

Who Moved My Cheese?: An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson (Penguin Group USA)

DIVERSITY & INCLUSION

Caste (Oprah’s Book Club): The Origins of Our Discontents by Isabel Wilkerson (Random House)

SUSTAINABILITY

Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman and Andrew Winston (Harvard Business Review Press)

BOOKMARK THIS

The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America

McKinsey’s forthcoming #TitaniumEconomyBook explores industrial tech and reveals this underappreciated and undervalued sector for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices.

Preorder now

Deliberate Calm: How to Learn and Lead in a Volatile World

Drawing from psychology, neuroscience, consciousness practices, and a combined 50-plus years of international boardroom experience, a trio of McKinsey veterans offers a unique approach to learning and leading with awareness and intentional choice, even amid the most challenging circumstances.

Preorder now 

McKinsey Download Hub

Download McKinsey’s signature reports and special collections on the management issues that matter, from leading through the COVID-19 crisis to managing risk and digitizing operations.

Get smart

If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@Mckinsey.com. Due to the high volume of requests, we will respond only to those being considered.

—Edited by Molly Liebergall, a digial editor in McKinsey’s New York office

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by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 10:04 - 30 Jul 2022

SmartBus - Managing School Buses and Student Transport

SmartBus is our school bus monitoring software solution. It is an application suite consisting of the SmartBus Manager app, the SmartBus Parent app, and the SmartBus Driver app.

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Keeps parents in the know of bus ETA, departures, and delays. An easy-to-use and intuitive app gives parents control over their child’s safety.

Try it Today!

Drivers can now view routes, bus stops, and traffic details in real-time using the Driver App.

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A portal that allows school management to ensure the safety of students in transit. They can track multiple buses in real-time and quickly connect with drivers and parents during emergencies.

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by "Uffizio Technologies Pvt Ltd" <official@uffizio.in> - 03:44 - 30 Jul 2022

US frontline retail workers, the outlook for COVID-19, and more essential reads: The Daily Read weekender

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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS

Joyce Yoo
Digital Editor, New York

As you head into the weekend, take a moment to get updated on this week’s big reads including frontline retail, the McKinsey COVID-19 Immunity Index, building resilience, and more:

Image of a store worker helping a customer in a supermarket

At least half of frontline retail workers are thinking about quitting. What can retailers do to turn the Great Attrition into the Great Attraction?

Understand and empower

Image of a woman removing her medical mask

Europe and the United States have entered the endemic stage of the COVID-19 outbreak; what's next?

Get ready

Image of a man looking at the Statue of Liberty in the distance while holding an umbrella

In the current economic climate, it is time for companies to build resilience with decisive plans of action and a path for growth.

Be prepared

Our weekly briefing note on sustainable and inclusive growth explores electric heat pumps in Europe, decarbonization in grocery, racial and ethnic equity in US higher education and more.

Get the latest update

Quote of the day

“Greater demand and rising quality standards also suggest that students are growing savvier about the returns of their educational investments. For some prospective students, especially those moving into high-paying fields such as IT, the opportunity to learn high-demand skills is more important than a program or institution’s brand.”

—Explore the five strategic moves online education providers can take in Demand for online education is growing. Are providers ready?

Chart of the day

Chart of Black employment levels in the US beauty industry

See today’s chart

ready to unwind?

Image of a heat pump attached to a house with flowers growing around it

Building decarbonization: How electric heat pumps could help reduce emissions today and going forward

The electrification of heating systems could play a significant role in the transition to net zero—and heat pumps are emerging as a solution.

Deliberate with care

Image of a person's finger tracing lines on a colored line chart

The potential value of AI—and how governments could look to capture it

Artificial intelligence could have a significant impact on individuals, businesses, and governments. Here is what countries need to know about the benefits—and the first steps toward realizing them.

Read our insights

53-Across: Jukebox musical with Elvis Presley songs

Know the answer? Test yourself with the latest McKinsey Crossword, Jukebox Musicals | No. 86.

Take center stage

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:56 - 29 Jul 2022

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