Forward Thinking on people, places, and the revenge of places that don’t matter with Andrés Rodríguez-Pose

McKinsey&Company

Share this email

New from McKinsey Global Institute

Forward Thinking on people, places, and the revenge of places that don’t matter with Andrés Rodríguez-Pose

A leading economic geographer talks regional growth and inequality, discontent and populism, innovation, migration, and development policies and strategies.

Innovate and grow

Explore this and future episodes of the McKinsey Global Institute’s Forward Thinking podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, Spotify, and Stitcher.

How can airlines navigate the latest travel surge?

McKinsey Quarterly

Travel takes off

Air travel is back. Here’s what airline execs need to know to help boost travel industry recovery and navigate the latest influx of fliers.

Get your briefing

While travel is on the rise, so are concerns about sustainability. Industry leaders should keep in mind that younger customers are especially conscious about airline emissions.

Exhibit of younger airline customers conflicted vs carbon nuetral about flying

Get flying

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 our McKinsey Quarterly Five Fifty alert list.

Manage subscriptions | Unsubscribe

by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 02:17 - 14 Jul 2022

The Great Attrition is making hiring harder. Are you searching the right talent pools?

McKinsey&Company

Share this email

New from McKinsey Quarterly

The Great Attrition is making hiring harder. Are you searching the right talent pools?

People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs.

Reassess now

[Online workshop] Do more with dashboards, NRQL and custom visualizations

Take visualizations to the next level by joining this hands-on workshop that will help to elevate your dashboard skills. Build powerful dashboards to help you understand your systems, troubleshoot more efficiently, and correlate performance metrics with business KPIs.

Register for this free online workshop to:

Explore the data you collect, build custom charts, and create data-rich dashboards
Learn about powerful dashboard features that enable you to link, filter, and share them for more powerful troubleshooting and data correlation.

Register now

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 "New Relic" <emeamarketing@newrelic.com> - 04:38 - 14 Jul 2022

As the net-zero transition unfolds, green businesses could see exponential growth.

McKinsey&Company

On Point | TODAY'S NEWS. TOMORROW'S INSIGHTS

Big green business

In the news

•

Climate tech boom. Investment in climate technology has been strong in recent years, with climate tech start-ups raising $53.7 billion in 2021. The first part of 2022 has brought signs of a possible shift: in May, environmental, social, and governance (ESG) equity funds saw significant outflows, and venture capital funding in green tech slowed at the start of the year. Nonetheless, some industry experts think the climate tech investing trend could continue. High gas prices, the conflict in Ukraine, and net-zero pledges from corporations and countries could help sustain interest and investment in climate solutions, they say. [Bloomberg]

•

An MBA in climate change? Sustainability has typically been left out of core business school curriculum, but that’s starting to change. Last year, a coalition of European business schools launched a new climate leadership program, and one business school in England now offers a “One Planet MBA.” These programs seek to increase expertise in climate change and integrate sustainability into areas such as accounting, finance, and procurement. [FT]

While it took many years to scale up renewable-electricity generation, broadening support for the net-zero agenda could enable the next wave of green businesses to grow more quickly.

On McKinsey.com

•

Going green. The transition to net zero could create significant opportunities to build green businesses. Growing demand for low-emissions offerings could generate more than $12 trillion of annual sales by 2030 across 11 value pools, including transport, buildings, and power, McKinsey analysis shows. Climate technologies that propel the net-zero transition, particularly ones that are not yet at commercial scale (such as green-hydrogen-based fuels or industrial electrification) could present companies with an opportunity for exponential growth.

•

Lessons learned. Scaling a climate technology isn’t always easy and can require moving at the speed of digital companies. Based on our experience, green business builders often set ambitious growth goals and gain advantages because they move quickly. For example, one Swedish battery manufacturer signed up supply orders from automotive companies before fully ramping up production capacity. See seven key principles to building and expanding a green business.

— Edited by Andrew Simon

Accelerate to net zero

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

by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:10 - 13 Jul 2022

How supply chains can become greener

Re:think

Share this email

ON SUPPLY CHAINS

Decarbonized supply chains are resilient supply chains

Matt Stone

With supply chain disruptions now a fact of life for many companies, resilience has become the top priority for business leaders. One critical aspect deserves more attention: decarbonization. Juggling cost, resilience, and decarbonization may sound challenging, but these elements can work hand in hand.

Decarbonized supply chains are ultimately more resilient supply chains—and may even unlock the way to cheaper supply chains in the coming years. And shipping, which accounts for around 90 percent of ton-miles covered in global trade, is a good place to start.

Decarbonized shipping won’t fix supply chain bottlenecks such as driver shortages or a lack of warehouse space, but it can help with fuel price volatility. Improving fuel efficiency reduces exposure to wild price swings in fuel costs. Our research shows that between a third and half of decarbonization will come from greater fuel efficiency.

The adoption of zero-carbon and carbon-neutral fuels will close the remaining gap. Clean hydrogen-based fuels (including e-methanol, e-ammonia, e-methane, and hydrogen itself) may become cost competitive in ten to 20 years. Unlike the production of fossil fuels, which is concentrated in specific regions, the manufacture of hydrogen fuels is geographically diverse. After all, solar power and wind are abundant in many places. Such availability should result in a competitive landscape that lowers costs.

What’s more, the trend toward supply chain decarbonization is clear. Across industries, companies are upping their scope-3 decarbonization targets, which include reducing supply chain emissions. Many shipping companies have pledged to reach net zero by 2050. The more gung-ho ones are aiming for 2040.

Setting bold scope-3 targets now can save companies from being forced to make sudden, more expensive adjustments in the future when regulators tighten environmental standards. The International Maritime Organization is targeting, by 2050, a 50 percent reduction in absolute CO₂ emissions from 2008 levels, but many governments are pushing for shipping that is fully carbon neutral by 2050.

“The potential impact of biofuels—representing a reduction in CO₂ emissions of anywhere between 25 and 60 percent—is nothing to scoff at.”

However, more needs to be done. Looking at the current policy landscape, the likely rates of improvement in ship efficiency, and the declining costs of alternative fuels and then projecting forward, we expect the global shipping industry to release about 20 percent more CO₂ between now and 2050—nowhere close to carbon zero.

The first step is for companies to add transparency into their supply chains’ carbon output. This was traditionally hard to do because of market opacity around different vessels’ fuel performance. But solutions now exist that estimate carbon emissions based on the vessels that carry goods, and new Internet of Things innovations are making emissions omniscience a reality.

This visibility allows businesses to identify and seize quick wins. For a cargo owner, for example, choosing a ship that consumes 3 percent less fuel will immediately reduce CO₂ emissions by 3 percent. Plus, the cargo owner can encourage its shipping partners and their fuel providers to experiment with biofuel pilot schemes. The potential impact of biofuels—representing a reduction in CO₂ emissions of anywhere between 25 and 60 percent—is nothing to scoff at.

Naturally, the big question is making the economics work. In sectors such as consumer goods, companies may be able to spread the cost across the value chain. Customers of consumer electronics, fashion, and automobiles are unlikely to balk at miniscule price increases for greener shipping. A 20 or even 50 percent rise in shipping costs may translate to only a few extra dollars for someone buying a pair of sneakers.

What if a business is transporting commodities and can’t offload the extra cost? Even so, the company may be able to enter into arrangements with shipping partners and fuel suppliers that give it the confidence to invest in fuel-efficient technologies or cleaner fuels. Innovative commercial agreements such as buyers’ clubs and long-term take-or-pay contracts will become more common in the coming years.

Despite current supply chain disruptions, many executives haven’t lost sight of the importance of decarbonizing their supply chains. I’m encouraged that they see seismic shifts on the horizon: stricter regulations are coming, and customer demand for cleaner practices is growing. Those who don’t act now may emerge from one maelstrom only to find themselves in the troubled waters of the next one.

ABOUT THE AUTHOR

Matt Stone is a partner in McKinsey’s London office.

MORE FROM THIS AUTHOR

Green corridors: A lane for zero-carbon shipping

Zero-emission fuels and vessels will need to start being deployed at scale over the next decade to achieve full decarbonization of the shipping sector by 2050. This ambitious goal could be catalyzed by green corridors.

More →

More than a mission statement: How the 5Ps embed purpose to deliver value

Your company’s purpose strengthens resilience and creates value—if it’s genuine. A new framework highlights a detailed approach to embedding purpose throughout your organization.

More →

IN TWO WEEKS

Steve Van Kuiken on four tech trends that matter

As innovation moves to the edge of your company, the role of IT shifts dramatically—as does the CEO’s role in managing technology and innovation.

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 our McKinsey Quarterly alert list.

Manage subscriptions | Unsubscribe

by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:59 - 13 Jul 2022

PRODUCT UPDATE: Organize workflows into projects

Tray Email

Hi Md,

As your team ramps up their automation initiatives, enterprise-grade organization and efficiency will be key to ensuring success. With dozens (or hundreds!) of workflows supporting various functions across departments, teams will need a better way to logically group, categorize, and manage workflows.

Introducing Projects - an easier way to bundle multiple workflows into logical categories based on function or type. With Projects, you can...

Organize large numbers of workflows built by multiple builders and teams
Create shared Projects to collect common workflows
Import/Export all workflows in a Project

Now available for both Tray Platform and Tray Embedded, Projects can improve your day-to-day automation management and governance by grouping together related workflows within a single project, and manage all your team's automated processes for your team-based workspace.

Ready to upgrade your workflow management? Learn more about Projects in our blog.

Cheers,
Bella Renney, Head of Product @Tray.io

by "Bella Renney" <bella@tray.io> - 11:16 - 13 Jul 2022

What do you think is the top risk to economic growth in your country?

McKinsey&Company

As the world (economy) turns

In the news

•

The breakfast indicator. Inflation is at the highest it’s been in decades, with the war in Ukraine fueling increases in energy and food prices. By tracking the wholesale cost of foods such as oats, orange juice, milk, and wheat, the Financial Times’ “breakfast indicator” provides an ongoing snapshot of the price pressures faced by households. Inflationary pressures may be spreading to more parts of the world. Even Asia (which had been earlier spared from the global pattern) is beginning to see increases in consumer prices. [FT]

•

Bubbly housing markets. There’s a new risk for a world economy that’s already confronting high inflation, bumpy stock markets, and ongoing war in Europe: a potential slowdown in global housing markets. A Bloomberg Economics analysis found that 19 OECD countries have overheated property markets that could make them vulnerable to decreasing prices. Interest rate hikes and increasing borrowing costs have stretched consumers to the limit, and sellers are cutting prices on homes that were once in hot destinations. [Bloomberg]

Most respondents in Asia–Pacific and Greater China expect their economies to improve in the second half of 2022, although overall optimism has declined.

On McKinsey.com

•

It’s about inflation. In nearly every part of the world, inflation is now perceived as the leading risk to economic growth in respondents’ home economies, finds the latest McKinsey Global Survey on economic conditions. Even in Europe, where 50% consider geopolitical conflicts and instability to be among the top risks to their countries’ economies, inflation is still the most frequently cited risk. Greater China is the only region in which respondents pointed to the COVID-19 pandemic as the top risk to domestic growth.

•

The home advantage. In the latest survey from June 2022, half of all respondents expect the global economy to worsen over the next six months, while 29% expect it to improve. Executives’ expectations for their home countries are somewhat more optimistic than their outlook on the global economy, with 39% expecting their home economies to improve in the coming months. See what executives view as the biggest threats to the global economy.

— Edited by Belinda Yu

See the economic risks

Was this forwarded to you? Sign up here.

Or send us feedback — we’d love to hear from you.

Follow our thinking

This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.

You received this email because you subscribed to the On Point newsletter.

Manage subscriptions | Unsubscribe

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:35 - 13 Jul 2022

Five themes can help fashion leaders make the most of their tech

McKinsey&Company

Tech is the new fashion

In the news

•

Watch this space. Major players in the luxury and fashion industries, including watchmakers, are experimenting with NFTs (nonfungible tokens). These digital assets, verified through blockchain technology, are becoming ever more popular—and pricey. The creative director of one US-based retailer, for example, recently released an NFT version of a watch complete with a gaming element and various levels. Whether NFTs sustain their worth over time remains to be seen, but this new digital world is creating plenty of new opportunities for customer engagement. [NYT]

•

Got to be real. Luxury brands lost nearly $100 billion dollars’ worth of sales to counterfeits in 2017 alone. These staggering losses—coupled with reputational harm—have turned some brands onto using technology, including blockchain, for protection. Some luxury brands are using blockchain to give their products a unique digital ID that will help consumers verify that what they’re buying is, in fact, a luxury item and not a fake. [CNN]

Fashion companies are expected to double investment in technology by 2030 to keep up with digital natives and to create a competitive edge.

On McKinsey.com

•

More tech. Fashion companies invested between 1.6 and 1.8% of their revenues in technology last year. That figure will likely increase by 2030 to between 3.0 and 3.5%, bolstered by the conviction that tech could provide a competitive edge. Some are already using tech to support their customer-facing activities—such as delivering superb customer experience—while others are using tech to streamline their operations and processes and support sustainability.

•

Evolving tech. Technology’s operational potential is becoming more evident: fashion companies could see a 118% cumulative increase in cash flow by 2030 by embedding AI into business models, while technology laggards could see a 23% relative decline, McKinsey analysis shows. In partnership with the Business of Fashion, we’ve identified five key areas where fashion leaders could make digital investments. Each could not only help the fashion industry tackle critical challenges but also uncover potential opportunities and make a true difference in performance.

— Edited by Justine Jablonska

Explore tech in fashion

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

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:14 - 12 Jul 2022

Do tell? A leader’s guide to transparency

Leading Off

Share this email

ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Organizations know that external stakeholders demand transparency and that it’s good strategy to provide it. Companies that openly share information about their operations are more likely to attract investors, avoid regulatory scrutiny, and face fewer controversies. But sharing information within a company is another matter. While internal transparency certainly helps build employee trust and collaboration across the organization, it can backfire in ways that leaders may not anticipate. This week, let’s explore when it’s advisable to share information internally and when it’s not.

AN IDEA

Image of a transparent blob on black background

Share information on a need-to-know basis

Good leaders know the importance of communicating openly, but they also know when to hold back. Excessive sharing of day-to-day business activities may lead to never-ending debate over executive decisions or too many people weighing in without the relevant knowledge or responsibility. Furthermore, many employees do not want to know all of their organization’s inner workings or be burdened with information that is not pertinent to their jobs. Some companies share employee earnings and feedback on performance, but this practice could be controversial, inciting mistrust of leadership or perceptions of unfairness. In most cases, when deciding who should know what, leaders should consider matching transparency with responsibility and provide privileged access to information only to those who need it to make decisions.

A BIG NUMBER

50%

That’s the percentage of data breaches caused by employee negligence or malicious acts, which can result in substantial losses for organizations. The prevalence of remote-work arrangements only compounds the situation: for example, employees may access sensitive information from home through their personal devices or share data over nonsecure channels. The solution is not to mount an invasive monitoring campaign but rather to restrict access to the information that is most important to protect, identify the groups and individuals most likely to be insider threats, and design targeted interventions such as retention programs for people who may leave the organization and take intellectual property with them.

A QUOTE

“The visibility created by transparency conjures up self-consciousness and inhibitions.”

That’s Harvard Business School professor Ethan Bernstein on how too much transparency can leave employees feeling exposed and vulnerable. In a factory that Bernstein observed during his research, workers went to great lengths to hide rather than share productive ideas for fear of criticism or being misunderstood by managers—a classic example of how being observed distorts behavior instead of improving it. To counter this, Bernstein suggests balancing transparency with boundaries or “zones of privacy.” For instance, information could be shared within teams but not necessarily with other parts of the organization, or certain employees could be given privacy for limited periods of time to experiment and innovate without scrutiny.

A SPOTLIGHT INTERVIEW

Nothing but total transparency from an organization will suffice when it makes mistakes, says Harvard Business School professor Sandra J. Sucher in this McKinsey interview. “The first step of the process is to take responsibility for the harm you’ve created and to apologize for it,” she says. “The second step—and this gets hard—is to fix accountability for what was wrong.” In such situations, it’s important to focus not just on legal matters or placating external shareholders but also on winning back employee trust by addressing the root cause of the problem. “So it’s these three steps: apologize, fix accountability, and manage the long-term foundation issues that created the breach in the first place,” Sucher says.

TMI

Disclosing too much information to the public—especially on social media—can damage reputations and personal relationships. The same warning applies to the workplace. Want to “bring your whole self” to work? Maybe you shouldn’t. At least not in every setting. Many good intentions underlie today’s increasing calls for authenticity at the office—after all, better communication and connectedness can only improve productivity. But authenticity only works if leaders have a realistic view of themselves and know what to reveal and when. Unless you have an accurate read on your audience, context, and motives, it may be best to keep personal information where it belongs—to yourself. One executive’s graphic story of staying up all night with a sick baby elicited discomfort from the audience rather than empathy; another’s revelation about losing a client turned into a cultural faux pas. As psychologist Mike Rucker puts it, “It’s natural to want to develop a relationship with our colleagues, but the workplace is not always a well-suited environment for intimate rapport.”

Lead discreetly.

— Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford, Connecticut, office

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

by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:35 - 11 Jul 2022

Buy now, pay later is catching on fast. Where does that leave credit-card companies?

McKinsey&Company

Competing for cardholders

In the news

•

Roundabout refunds. It’s simple to use buy now, pay later (BNPL) companies to purchase items. Getting a refund, though, can be complicated. Consumers say that after making a return, months can pass before getting the money back, if the funds are paid back at all. Angry shoppers are making their feelings known on social media at a time when BNPL companies are facing their own challenges. Higher interest rates make it costlier for the companies to borrow money, and late payments are also on the rise. [WSJ]

•

Borrowing is big. Consumer borrowing is soaring in the US. In April 2022, total outstanding credit hit $4.5 trillion, a $38.1 billion increase from March, according to government data. So far, US consumers haven’t let rising prices slow down spending, but they are relying on credit cards and dipping into savings to buy basic necessities as well as nonessential goods. From January to March, US consumers opened a record number of credit-card accounts, while the savings rate fell to its lowest point in more than a decade. [Bloomberg]

What is certain is that credit-card holders are adopting BNPL. Among the users of mid-ticket POS financing, almost 95% have credit cards, finds McKinsey.

On McKinsey.com

•

Popular in payments. US consumers love using credit cards. Credit cards accounted for 37% of purchases by dollar value in 2021, with transaction volumes reaching $49 trillion that same year. But the rapid rise of point-of-sale (POS) financing, which combines installment lending with the convenience of making card payments, may be undermining the profitable growth of credit-card businesses. By 2025, US credit-card companies could lose up to 15% of incremental profits to POS borrowing, a simulation run by McKinsey found.

•

Buy now, pay later. Consumers are choosing BNPL for many reasons, including low APR (starting at 0% in some cases), predictable payments, and the ability to use a payment method that works seamlessly with shopping apps. The popularity of BNPL could erode credit-card purchase volumes: nearly 40% of people who used BNPL to make a purchase said that they would otherwise have paid with a credit card, McKinsey research reveals. See four important trends in BNPL and thoughtful ways to respond.

— Edited by Belinda Yu

Reinvent credit cards

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

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:55 - 11 Jul 2022

The week in charts

the Daily read

Share this email

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 grant allocation, quantum-enabled technologies, credit risk exposure for banks, and reducing process-gas emissions.

FEATURED CHART

Make that application shine

Exhibit showing the overview of Bipartisan Infrastructure Law funding

This week’s other select charts

A quantum leap for the planet?

Eyeing an uptick in risk

What goes up, slowly comes down

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

by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:10 - 9 Jul 2022

He aquí cómo la experiencia laboral añade valor al capital humano

McKinsey&Company

Comparte este email

Destacados mensuales, Julio de 2022

Como seres humanos, cada uno de nosotros tiene un conjunto único de capacidades que vive y respira. También tenemos un conjunto innato de temores: en el lugar de trabajo, esto puede traducirse en miedo a la crítica, miedo a la incertidumbre y miedo al impacto negativo en nuestra carrera profesional. Las organizaciones que priorizan y refuerzan el desarrollo de los empleados no solo permiten que los seres humanos desplieguen todo su potencial profesional, sino que también fomentan una cultura organizacional de innovación. Este mes, nuestras historias destacadas analizan cómo la experiencia laboral contribuye a casi la mitad del valor del capital humano —es decir, el conocimiento colectivo, los atributos, las habilidades, la experiencia y la salud de la fuerza laboral—, así como por qué la cultura y la experiencia del empleado en torno a la innovación se correlacionan en gran medida con el éxito general de una organización en materia de innovación. Otros temas destacados en la edición de este mes son:

Lo último sobre la inflación y un análisis de la economía mundial
Cómo las organizaciones de los sectores público y privado pueden llegar a tener una postura resiliente y estar preparadas para resistir los choques
Cómo el presidente ejecutivo de Wipro, Rishad Premji, asumió la tarea de remodelar la cultura del gigante indio del software
Una mirada retrospectiva a los 20 años de McKinsey on Finance, y lo que pueden traer las próximas dos décadas

La selección de nuestros editores

Capital humano en el trabajo: El valor de la experiencia

El capital humano representa dos tercios de la riqueza del individuo promedio, y la experiencia laboral aporta casi la mitad de ese valor.

Siga el conocimiento

El factor miedo: Superando las barreras humanas a la innovación

La preocupación por el fracaso, las críticas y el impacto en la carrera profesional impiden que muchas personas adopten la innovación. Aquí se explica cómo crear una cultura que tenga en cuenta el lado humano de la innovación.

Abrace nuevas posibilidades

LOS DESTACADOS DE ESTE MES

Resumen ejecutivo de Global Economics Intelligence

Los bancos centrales actúan contra la inflación; la industria estadounidense se expande mientras la economía de China se contrae en medio de las medidas contra la COVID-19; persisten los problemas de suministro. Actualícese

Image of a plant emerging from the ground

Resiliencia para un crecimiento sostenible e inclusivo

La resiliencia debe entenderse como la capacidad de hacer frente a la adversidad, resistir los impactos, adaptarse y acelerar continuamente a medida que surgen disrupciones y crisis a lo largo del tiempo. Prepárese para el impacto

Rishad Premji y la búsqueda de una cultura de alto rendimiento en Wipro

El presidente ejecutivo de la empresa global de servicios tecnológicos Wipro, Rishad Premji, quiere promover el cambio cultural en esta organización de 77 años mediante la institucionalización de cinco hábitos en el lugar de trabajo. Transforme la mentalidad

Photo of a container ship passing by large icebergs

Reflexiones sobre los 20 años de McKinsey on Finance, y tres desafíos por delante

Las innovaciones revolucionarias, las ideas brillantes y los imperativos climáticos cambiarán todo, excepto los fundamentos de las finanzas y la economía. Dé un paso atrás

El fracaso no es una opción: Cómo aumentar las posibilidades de lograr el cero neto

Los países y las empresas de todo el mundo están adoptando medidas para lograr cero emisiones netas, pero sus planes podrían descarrilarse fácilmente por diferentes factores. Aquí se exponen algunas consideraciones para ayudar a mantenerlos eh el camino. Vigile y adapte

Cómo ser un gran CEO del siglo XXI

¿Qué hacen los CEOs? ¿Por qué lo hacen de esa manera? ¿Y qué es lo que más importa? Aprenda sobre liderazgo

Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés.

ALSO NEW

‘Find the smartest technologist in the company and make them CEO’

Americans are embracing flexible work—and they want more of it

Probing reality and myth in the metaverse

The next frontier for AI in China could add $600 billion to its economy

Author Talks: George Floyd’s America revisited

Navigating inflation in retail: Six actions for retailers

Failure is not an option: Increasing the chances of achieving net zero

Three new mandates for capturing a digital transformation’s full value

Value creation in the metaverse

Five Fifty: The future of the space economy

Forward Thinking on war in Ukraine, inflation, and cooperation in a fractured world with Jean Pisani-Ferry

Transforming advanced manufacturing through Industry 4.0

SPECIAL FEATURES

Environmental, social, and governance report

Last year marked a pivotal moment for McKinsey, which set a long-term aspiration to help shape and accelerate a new era of growth that is both sustainable and inclusive. Download the full report

Author Talks

Discover our latest interviews with authors of books on business and beyond. Smarten up

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

Basic trends and responses in bank risk can reveal the future of the risk function throughout big business. Read our 2016 classic “The future of bank risk management.” Rewind

Leading Off

Read a sample of our Leading Off 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

¿Disfrutaste 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

by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:46 - 9 Jul 2022

MD, your opinion matters - don’t miss out!

Hello MD

Last week, Remote launched a Global Benefits Survey. This survey helps us understand assumptions about hiring remotely in other countries and the importance of benefits - and we want to hear directly from you.

If you haven’t done so already, please take a few minutes and let your voice be heard by taking this survey.

As a thank you for your participation, upon completing this survey, you are invited to opt-in for a drawing to win an iPad Air (5th generation) or receive a report of the results sent directly to you.

Start the survey now

Thank you for sharing your insights!

Your Remote Team

You've got questions?

We've got answers.

Save time with 24/7 access to Remote’s Help Center.

Check it out

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

by "Remote" <hello@remote-comms.com> - 08:15 - 8 Jul 2022

Don’t worry, be happy: Why having fun should be high on your to-do list

The Shortlist

Share this email

Our best ideas, quick and curated | July 8, 2022

View in browser

This week, how to make fun a priority, not an afterthought. Plus, personalized vitamins and the future of wellness, and Tech for Execs explains the crucial role of data products.

Image of two yellow balloons with smiley faces

Are you having enough fun? It’s a darn good question, especially during this mellower summer season for many of us. McKinsey recently interviewed Catherine Price about her new book, The Power of Fun: How to Feel Alive Again. She offered tips on how to incorporate more playfulness—both at work and at home—and why having fun boosts happiness and resilience. Here’s an edited version of her Author Talks conversation.

Fun as a tool. We typically think of fun as something that we can only have or experience when things are already going well, but what I’ve come to realize is that the opposite is true. Actually, fun can boost our resilience and our spirits in a way that makes it easier for us to cope with whatever life may throw our way, whether it’s a global pandemic or anything else. We really need to rethink how we think about fun—less as a treat that we have only if everything’s already going great and more as a tool that we can tap into to help ourselves weather the challenges that life may present.

Go with the flow. Flow is the psychological state in which you get so absorbed in your present experience that you lose track of time, like an athlete in the midst of a game or a musician playing a piece of music or even when you’re in the middle of a really engaging conversation. The important point here is that flow is very different from what’s known as “junk flow,” which is the passive state we get into when we’re just consuming content. I’ve come to conclude that when we are having what people describe as fun—true fun—three elements are present: playfulness, connection, and flow.

It takes effort to prioritize fun. Think back on your own life to reflect on what activities, people, and settings typically generate fun for you, and then actually make space for those things in your calendar. You will be happier, you’ll be healthier, you’ll be more productive and creative. I signed up for guitar class, and I started feeling this buoyancy and energy that really kept my spirits raised for the rest of the week. I thought, “This is really interesting. What is this feeling that I’m experiencing?” And I realized that the best word to describe it was fun.

Start a ‘delight’ practice. This is a way to introduce a fun mindset, which means becoming more appreciative of opportunities for fun that already exist. Simply resolve to notice things in your environment that bring you any delight. They don’t need to be profound or awe inspiring. A friend texted me a picture of ice crystals on his windshield, along with the word “delight.” He lives in Boston where it’s cold, and he could have said, “I hate scraping ice off my windshield all winter.” Try spending time at work sharing delights. You can do it on Slack or wherever you use workplace communication. It brings people closer, gives them something positive to notice in their lives, and is self-reinforcing. And guess what? It’s fun.

OFF THE CHARTS

Europe converges on digital adoption

McKinsey’s third annual Digital Sentiment Survey in Europe found that digital adoption remains strong and that there has been a convergence in capabilities among countries in the European Union. Austria and Germany, which have traditionally been slower to adopt digital behaviors, saw the greatest surge in adoption, catching up in industries such as banking, healthcare, and grocery. The United Kingdom had the highest adoption overall, while the Czech Republic, France, Greece, and Portugal saw the greatest decreases in adoption.

Check out our chart of the day here.

INTERVIEW

‘Find the smartest technologist in the company and make them CEO’

Marc Andreessen, a Silicon Valley stalwart who has launched the likes of NCSA Mosaic, Netscape, and Opsware, has a unique perspective on how new technologies develop, disrupt, and create opportunities for business. In an interview for the McKinsey Quarterly, he tackles tech trends such as artificial intelligence, crypto, and Web3—and digs into why incumbents still have a tough time competing with digital start-ups. “No matter what big Fortune 500 companies say, they still don’t consider themselves technology companies first and foremost,” he says.

How’s your nest egg? When you’re old and gray, you may wish you’d saved more.

McKinsey&Company

Save it

In the news

•

Regrets, I’ve had a few. A survey of more than 1,100 Americans over age 55 with at least $50,000 in assets revealed what they would most like to tell their younger selves: start saving sooner for retirement. About half the respondents wished they had invested more aggressively, been more frugal, or saved more. These rueful realizations are especially intense right now amid high inflation—respondents’ top financial worry. [CNBC]

•

Do it my way. Only 33% of families have conversations about investing, revealed a survey of 2,000 13- to 17-year-olds. Educating kids about investing can yield big returns, because if they get started soon enough, they may enjoy 40 years of compounded interest before retirement. An 18-year-old with a $100 a month investing habit—and a 6% return—will be looking at more than $313,000 by age 65. [MarketWatch]

“Start saving and investing so you can create income for the future tired—or even lazier—version of you.”

On McKinsey.com

•

Who wants to be a millionaire? Julien and Kiersten Saunders, creators of the rich & REGULAR blog, are part of a movement known as FIRE, for “financial independence, retire early.” In this edition of McKinsey’s Author Talks, the couple discusses paying off their debts and saving and investing aggressively so that they can retire by their 40s. Their blog shares tips on frugal living and investing, with a special focus on people of color, who may have fewer role models in their lives who have achieved financial independence.

•

The best is yet to come. The Saunderses’ new book, Cashing Out: Win the Wealth Game by Walking Away, says an important step toward achieving financial independence is to give your income a purpose: for example, it can buy freedom from labor for when you eventually become tired and need to slow down. When income is tied to purpose, it’s less tempting to fritter it away on goods that expert marketers convince us we need. For Black people, there is a special significance, because while Black buying power is high, Black net worth is declining, the Saunders say.

— Edited by Katy McLaughlin

Save for that rainy day

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

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 8 Jul 2022

SmartWaste - Waste Management Software - A Greener, More Sustainable Telematics Solution

Humans are yet to master the art of waste management. But with SmartWaste, we all might be just a step away from perfecting it. Grow sustainable waste management businesses with Uffizio. It’s about time that you get used to exceptional transparency, real-time data, & accurate analytics.

Book a Free Demo

Download the E-Book Now

Please spare a moment and familiarize yourself with our latest platform enhancements.

Click to Read Full Article

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> - 07:00 - 7 Jul 2022

Best developer events, free online training, and API governance practices

New Relic

Best software developer events

Just because it's summer doesn't mean you can't keep your skills fresh at developer events. Check out our comprehensive, chronological, and regularly updated list of the most helpful events for developers and engineers around the world.

Read more

Free instructor-led online training

Register for online workshops and get a link to the recording and course notes after the event. Upcoming webinars include:
- New Relic Platform Fundamentals (13 & 14 July)

- Alerts Fundamentals (19 July )

Register now

11 API governance practices

A streamlined API process is important because well-built, consistent APIs attract business. Read how engineering teams can draw on centralised resources to create APIs using a consistent design and set of standards that match their priorities.

Read now

Automate root cause analysis in logs

Determining the root cause of an incident has become more complex as engineers increasingly rely on distributed microservices to power applications. Zebrium helps automate the process of finding the root cause of issues in your logs. Use our Zebrium integration to see root cause details on any New Relic dashboard page, and leverage your telemetry data to help identify and troubleshoot issues faster.

Learn more

Would you like to see more of what New Relic can do for you?

Sign up now >

View in browser

This email was sent to info@learn.odoo.com

Unsubscribe or Change Your Email Address and preferences at any time.

New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland | +353 (01) 687 6808

© 2022 New Relic, Inc. All rights reserved.
New Relic logo are trademarks of New Relic, Inc.

by "New Relic EMEA" <emeamarketing@newrelic.com> - 04:47 - 7 Jul 2022

Frontline nurses are still leaving patient care. What will keep them in their roles?

McKinsey&Company

Fighting for frontline nurses

In the news

•

In need of nurses. Burnout, mental-health issues, unrelenting pressure: frontline nurses are quitting their jobs at a time when strained health budgets and the COVID-19 crisis have made recruiting more difficult. Between April 2021 and March 2022, more than 27,000 nurses and midwives in the UK left the register of workers who can practice in the country, a 13% increase from the prior year. National leaders need to provide more training opportunities in addition to improving working conditions for nurses, says a senior fellow at a UK healthcare charity. [FT]

•

Overworked. Frontline nurses in the US are fighting an uphill battle to properly care for patients. All over the country, nurses say they are exhausted and overwhelmed. Ongoing staffing shortages have left them working the equivalent of multiple jobs, with long hours, no breaks, and too many patients. Nursing advocates want hospitals to mandate minimum staffing levels, but hospitals say they can’t bear the expense. One US hospital group estimates that members have lost upward of $400 billion from the COVID-19 crisis. [Bloomberg]

Surveyed nurses in most countries highlighted the ability to take time off and to work specific hours or days of the week as important.

On McKinsey.com

•

Leaving the front line. It’s no secret that the COVID-19 pandemic has taken a toll on nurses. But globally, a substantial population of frontline nurses still want to leave their current roles, reveals a March 2022 survey of nearly 800 nurses in Brazil, France, Japan, Singapore, the UK, and the US. In five out of six countries, more than a quarter of nurses say that they will likely quit direct patient care in the next year. That means the risk of global nursing shortages may be rising. In the US alone, an additional 200,000 to 450,000 nurses could be needed by 2025.

•

Why nurses stay. Across geographies, there is a striking degree of consistency about how nurses feel in their roles. In most countries, nurses say that pay is not a top factor influencing them to stay. Instead, they overwhelmingly state that doing meaningful work, having a positive and engaging work environment, and feeling healthy and safe are among the biggest reasons keeping them in direct patient care, McKinsey research reveals. See a snapshot of nursing in six charts, and the two things nurses believe will most effectively support their well-being.

— Edited by Belinda Yu

Learn what makes nurses stay

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

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:13 - 7 Jul 2022

พบกับ ชไนเดอร์ อิเล็คทริค ในงาน Future Energy Asia และ Future Mobility Asia

Schneider Electric

ชมเว็บไซต์		ดูออนไลน์

เตรียมพบกับ ชไนเดอร์ อิเล็คทริค ในงาน Future Energy Asia และ Future Mobility Asia 2022 กับธีม Electricity 4.0: Powering the New Electric World

พบกับวิทยากรจากชไนเดอร์ อิเล็คทริค นายมงคล ตั้งศิริวิช รองประธาน ชไนเดอร์ อิเล็คทริค ร่วมพูดคุยใน panel discussion หัวข้อ US$1.2 Trillion Opportunities in Digitalising & Modernising ASEAN’s Grid และ Weili DING ผู้อำนวยการฝ่ายสวิตช์เกียร์ไฟฟ้าแรงดันสูง นำเสนอในหัวข้อ SF6-Free: Sustainable Growth with MV Innovation

ร่วมพูดคุยกับผู้เชี่ยวชาญถึงโซลูชันต่างๆ ได้ที่บูธ ชไนเดอร์ อิเล็คทริค (MK01 ฮอลล์ 98) ณ ไบเทค บางนา ในวันที่ 20 - 22 ก.ค.

พิเศษ! เมื่อลงทะเบียนกับ ชไนเดอร์ อิเล็คทริค ตอนนี้ และเข้ามาเยี่ยมเราที่บูท เพียงแสดง email การยืนยันการลงทะเบียน รับของที่ระลึกสุดพิเศษจาก ชไนเดอร์ อิเล็คทริค ไปเลย!

ลงทะเบียน

ดูรายละเอียดเพิ่มเติม

SF6-Free Switchgear

พบกับเทคโนโลยี SF6-Free MV Switchgear ลดการปล่อยก๊าซคาร์บอนไดออกไซด์ ลดผลกระทบต่อสิ่งแวดล้อม และเพิ่มประสิทธิภาพในการเชื่อมต่อ

ดูเพิ่มเติม

เครื่องชาร์จรถยนต์ไฟฟ้า

ใหม่! EV Charging Solutions มาพร้อมระบบการจัดการพลังงาน เลือกเวลาชาร์จหรือจำกัดกระแสไฟฟ้าได้ พร้อมระบบป้องกันการขโมยสายชาร์จ

ดูเพิ่มเติม

โซลูชันการบริหารจัดการพลังงาน

โซลูชันอัจฉริยะเพื่อจัดการพลังงานได้เหนือกว่า เช่น
• Building Management Systems
• Power Monitoring and Control
และอื่นๆ อีกมากมาย

ดูเพิ่มเติม

+ Lifecycle Services

From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.

Schneider Electric
46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang
Bangkok - 10310, Thailand
Phone +662 617 5500

ยกเลิกการเป็นสมาชิก | นโยบายความเป็นส่วนตัว

© 2022 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

by "Schneider Electric" <reply@se.com> - 04:02 - 6 Jul 2022

Archives

in

ON SUPPLY CHAINSDecarbonized supply chains are resilient supply chains

“The potential impact of biofuels—representing a reduction in CO₂ emissions of anywhere between 25 and 60 percent—is nothing to scoff at.”

Steve Van Kuiken on four tech trends that matter

As innovation moves to the edge of your company, the role of IT shifts dramatically—as does the CEO’s role in managing technology and innovation.

You've got questions?

ON SUPPLY CHAINS

Decarbonized supply chains are resilient supply chains