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Big, global trends are shaking up the fashion industry. How can brands thrive?
McKinsey&Company
Fashion forward In the news • Dressed to impress. After two-plus years of staying in, consumers are ditching the sweatpants in favor of party dresses and tailored suits. As people return to in-person socializing, major brands in America and Europe are seeing a rise in the demand for nice clothes. Consumers have a lot to shop for: in the US alone, around 2.5 million weddings are scheduled for 2022. One company that rents out designer clothes reported a doubling of sales in the first quarter of 2022. [Bloomberg] • Borrow or buy? As people become more ethical consumers, paying to wear a stranger’s clothes no longer raises eyebrows. In the UK, renting clothes isn’t as popular as it is in the US, but that may be changing. In 2021, 27% of UK consumers said they were interested in renting apparel, up from 22% a year prior. One London-based clothing rental app recently received $3 million in funding to expand to new markets. Globally, the sharing economy (including peer-to-peer rentals of consumer goods) could total $1.5 trillion by 2024. [FT] 
“We were all surprised by how quickly luxury returned from the lows of the pandemic. This return has mainly been driven by China but also by a strong recovery in the US.” On McKinsey.com • Looking for luxury. The fashion industry is facing a raft of challenges, including conflict in Europe, the COVID-19 crisis, and continued high inflation. But despite economic headwinds, consumers are raring to spend on high-end fashion, with very strong demand for luxury so far, says McKinsey’s Achim Berg. Companies are ready to dress consumers for celebrating and entertaining, and categories that were hit hard throughout the COVID-19 pandemic, such as high heels, dresses, and suits, are as of now making a strong comeback. • A global shake-up. Travel picking up in Europe, North America, and parts of Asia will affect consumer spending. However, the recovery of fashion will highly depend on how long the war in Ukraine lasts. If energy prices and cost of living continue to increase, consumers could return from their summer vacations feeling pinched by budgets, which might put a damper on large parts of the fashion industry, says Berg. Explore how global trends are shaking up the fashion industry and what companies can do to adapt. — Edited by Belinda Yu See how fashion can thrive Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking 
This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 6 Jul 2022 -
Video entertainment in 2030
McKinsey&Company
Share this email New from McKinsey & Company 
Video entertainment in 2030 McKinsey experts predict that video entertainment, in all its forms, will become more immersive, gamified, and personalized. Immerse yourself Related Reading 
The future of video entertainment: Immersive, gamified, and diverse You’re at the movies with friends—but the movie is more like a game with a narrative. You feel like you’re in the movie because your seat gets hot when there’s a fire on screen. And everyone can see and hear the movie in whatever language they choose. That scenario could represent the next normal in video entertainment, according to McKinsey experts and industry executives. Watch what happens 
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:21 - 5 Jul 2022 -
What’s your digital persona? Here’s what most excites metaverse consumers.
McKinsey&Company
Creating value in the metaverse In the news • What’s real? People’s digital lives are just as meaningful as their real lives, claims one philosopher. Reuniting with family members by videoconference can be touching. Bullying on social media involves real emotions and consequences. Investing in cryptocurrency leads to real money being gained or lost. As everyone spends more time online, it’ll become even more important to discuss the nature of reality. Yet if consumers can have meaningful experiences in the metaverse, digital worlds can be just as real as anything else. [NYT] • India’s first metaverse influencer. Meet Kyra. She’s 21 years old, has around 100,000 followers on social media, and calls herself a “dream chaser, model, and traveler.” Oh, and she’s rendered entirely in CGI. Brands are using virtual influencers like Kyra to market their products, promote events, and support social movements. Consumers engage with digital influencers more frequently than with their human counterparts, but some experts are concerned that digitally enhanced images will perpetuate body image issues. [Quartz] With its potential to generate up to $5 trillion in value by 2030, the metaverse is too big for companies to ignore. On McKinsey.com • Real-world benefits. The metaverse is still being developed, but its real-world benefits are already coming to light. Leading brands are using metaverse platforms to increase consumer loyalty and build community around digital goods, such as virtual clothing and NFT art. One sportswear company’s recent NFT collaboration led to sales of more than $100 million, and millions of gamers are regularly attending virtual concerts. It’s no wonder that investors have poured more than $120 billion into metaverse projects in the first five months of 2022. • Excited and engaged. Consumers are already engaging with the metaverse in many ways, finds a McKinsey survey of more than 3,400 consumers and executives. They’re most excited about connecting with people through virtual immersive experiences and exploring digital worlds. Executives are also keen on metaverse opportunities, with around 95% expecting the metaverse to affect their industry positively within five to ten years. Explore the skills, technologies, and strategies needed to unleash the full potential of the metaverse. — Edited by Belinda Yu See the value in the metaverse Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:10 - 4 Jul 2022 -
Most popular recent issues—and a brief pause
McKinsey&Company
Share this email Thanks for your continued interest in The Daily Read, and we hope you’ve been enjoying our editors’ picks of McKinsey’s must-read article, chart, and quote for each day. The Daily Read will be taking a break for the next two weeks, but we’ll see you back in your inbox on July 18. In the meantime, you can always browse through our archive of top editions, and here 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. And if you have friends or colleagues you think might enjoy The Daily Read when it’s back, we hope you’ll consider forwarding this email or sharing it on LinkedIn, Twitter, or Facebook. If they want to get future issues in their inbox—or to see our 40+ other free email products—they can sign up at mckinsey.com/subscriptions. (You might want to check it out, too, to revisit your subscriptions or find out about new publications.) 
War in Ukraine: Twelve disruptions changing the world 
Fight burnout by asking eight key questions 
The metaverse could generate up to $5 trillion in value by 2030 Follow our thinking McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or AndroidThis email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:28 - 4 Jul 2022 -
Creating (nuanced) autonomy in the workplace: A leader’s guide
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
As the US celebrates its independence on July 4, references to freedom are everywhere. It might be worthwhile to reflect that while freedom is a privilege to be grateful for, it also comes with checks and balances. This tension is apparent in the postpandemic workplace, where many leaders support employees’ growing demands for autonomy—the ability to control how, when, where, and, increasingly, if they work—but struggle to set parameters around it. Finding the right balance between employee autonomy and management oversight is an enduring challenge: as McKinsey’s Bryan Hancock puts it, “What drives me crazy is when I hear an executive say, ‘This is just a near-term employee power thing.’ No, it’s not.” This week, let’s explore the issue of employee autonomy—and how best to approach it. AN IDEA 
Flexible work is for (almost) everyone Not all work is remote, but more of it is than you might think. That’s one of the notable findings of McKinsey’s latest American Opportunity Survey. At first viewed as a temporary pandemic response, hybrid or remote work has become an enduring feature of the modern world across most industries, occupations, and regions—58 percent of Americans can work from home at least one day a week, 87 percent would work flexibly if offered the chance to do so, and flexible work is one of the top three motivators to find a new job. Flexible work options are available even in traditionally labeled “blue collar” jobs that might be expected to require on-site labor. As new working models evolve, leaders will need to explore which roles can and cannot be performed remotely, how much day-to-day flexibility their teams expect, strategies to integrate on- and off-site workers, and—perhaps most important—ways to measure how well their chosen models are working.
A BIG NUMBER $200 billion That’s how much employers pay every year in healthcare costs for workplace stress, much of which results from limited job control—the amount of discretion that employees have to determine what they do and how they do it. Research shows that people in roles with more autonomy experience less physical or mental stress in the workplace even if they face greater job demands. Leaders who are challenged to define flexible work options may want to consider the negative impact of restricted job control and the positive impact of employee autonomy: workers who have more control over their jobs are healthier, more engaged, and better motivated, thereby boosting organizational effectiveness. 
A QUOTE “For leaders to facilitate flexibility and succeed in hybrid work, enabling employee autonomy will be paramount.” That’s one of the conclusions of a study of hybrid work published in the Harvard Business Review. According to the researchers, what employees really mean by wanting “flexibility” is wanting autonomy, or the ability to be the primary decision makers of where and when they do their work. By directly blocking this ability, mandates such as requiring a certain number of days in the office are likely doomed to fail. Instead, establish principles, not policies: for example, rather than dictating three days a week in the office, you may want to encourage employees to decide which locations best enable them to carry out certain tasks. Also, consider investing in tools and training to build the skills that employees need to work autonomously.
A SPOTLIGHT INTERVIEW 
Giving his teams a high degree of autonomy has paid off for Prashant Gandhi, managing director and head of digital payments at JPMorgan Chase. But it didn’t happen at the expense of structure. “While autonomy is celebrated and talked about frequently, I find that what’s often missing is a careful discussion on the management systems needed to support it,” he says in this interview with McKinsey. “Otherwise you get chaos.” Gandhi’s organization uses a shared culture and guiding principles—in this case, centered on customer satisfaction—to set up a management system that rewards independence and initiative. “If you lay out principles, give people autonomy to deliver on those principles, and provide a system of reviews that’s fair and rigorous, people get it and rally around it,” he says.
CATCH ME IF YOU CAN 
Flexibility has its downsides. Employees who work remotely report burnout, alienation from colleagues, feeling invisible to management, and a host of other ill effects. For employers, the implications are different but no less dire. There is often a lingering fear that remote workers may slack off during business hours, moonlight, leak confidential information, or otherwise abuse their flexibility. Using remote monitoring tools without disclosure may raise legal risks. Ultimately, creating a culture of trust and transparency may be the best way for leaders to ensure autonomy—within necessary limits. Lead flexibly. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford, Connecticut, office
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:44 - 4 Jul 2022 -
Top 5 from the McKinsey Global Institute
McKinsey&Company
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New from McKinsey & Company Top 5 from the McKinsey Global Institute Many of our most popular recent articles come from the McKinsey Global Institute, which you’ve let us know you’re interested in. In case you missed these insights in your inbox, we’ve bundled them up here for another chance to check them out. We hope you enjoy them as much as others have—and that you share them with colleagues and friends who might also be interested. We’re continually developing new articles and reports on these topics, so keep an eye out for those in the days and weeks to come as well. 
Human capital at work: The value of experience Human capital represents two-thirds of wealth for the average individual—and work experience contributes almost half of that value. Follow the knowledge
The rising toll of the war in Ukraine Lives lost and upended. Soaring food and energy prices. Supply chains at risk. Much is at stake as the war continues. Understand the crisis
Securing Europe’s future beyond energy: Addressing its corporate and technology gap European leaders have shown great resolve in their initial response at scale and speed to the war in Ukraine. They will need to build the same momentum to face the region’s slow-motion corporate and technology crisis. An estimated €2 trillion to €4 trillion of annual value could be at stake—six times the amount needed for the net-zero transition—and with it Europe’s long-term prosperity and strategic autonomy. A program of 11 actions can turn the tide. Understand regional trends
Forward Thinking on tech and the unpredictability of prediction with Benedict Evans One of the tech world’s sharpest analysts talks about the frontier and how we got here, connecting the metaverse, Web3, and crypto with everyone from industrialist Henry Ford to writer Voltaire to historian Hugh Trevor-Roper. Look ahead
Taking the first steps toward net-zero emissions The path to net-zero emissions is full of challenges. Leadership must understand the risks and commit to change now—or face an even thornier transition down the road. Shift to green
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 11:51 - 3 Jul 2022 -
The week in charts
the Daily read
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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 for sustainable, inclusive growth. In case you missed them, this week’s graphics explored the value of diverse-owned businesses, long-duration energy storage (LDES) technologies, the corporate sector’s reaction to the war in Ukraine, sustainable operations for semiconductor manufacturers, and Americans’ pessimism about economic opportunity. FEATURED CHART Diverse building blocks 
See more
This week’s other select charts Storage as a power play Corporations take a stand Sustainable sources for fabs Tempered expectations
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:28 - 2 Jul 2022 -
Here’s how work experience adds to the value of human capital
McKinsey&Company
Share this email Monthly Highlights, July 2022 As humans, we each have a unique living, breathing set of capabilities. We also have an innate set of fears: in the workplace, this can translate to fear of criticism, fear of uncertainty, and fear of harming one’s career. Organizations that prioritize and strengthen employee development not only enable their workers to realize their full career potential but also foster an organizational culture of innovation. This month, our featured stories look at how work experience contributes to almost half of the value of human capital—that is, the collective knowledge, attributes, skills, experience, and health of the workforce—as well as why the culture and employee experience of innovation correlate highly with an organization’s overall success at innovating. Other highlights in this month’s issue include the following topics: - Silicon Valley’s Marc Andreessen on tech trends such as artificial intelligence, crypto, and Web3
- the emergence of the metaverse and its value creation potential
- the latest on inflation and an analysis of the world economy
- how public- and private-sector organizations can achieve resilience and be ready to withstand shocks
Editor’s choice Human capital at work: The value of experience Human capital represents two-thirds of wealth for the average individual—and work experience contributes almost half of that value. Follow the knowledge 
Fear factor: Overcoming human barriers to innovation Worries about failure, criticism, and career impact hold back many people from embracing innovation. Here’s how to create a culture that accounts for the human side of innovation. Embrace new possibilities THIS MONTH’S HIGHLIGHTS 
‘Find the smartest technologist in the company and make them CEO’ In the first episode of the new The Quarterly Interview: Provocations to Ponder series, Silicon Valley’s Marc Andreessen tackles tech trends like artificial intelligence, crypto, and Web3—and why incumbents still have a tough time competing with digital start-ups. Join the conversation Value creation in the metaverse With its potential to generate up to $5 trillion in value by 2030, the metaverse is too big for companies to ignore. Enter the metaverse 
Global Economics Intelligence executive summary, May 2022 Central banks move against inflation; US industry expands while China’s economy contracts amid COVID-19 measures; supply challenges persist. Get updated 
Resilience for sustainable, inclusive growth Resilience should be seen as the ability to deal with adversity, withstand shocks, and continuously adapt and accelerate as disruptions and crises arise over time. Withstand shocks 
Inside Rishad Premji’s quest to create a high-performing culture at Wipro The executive chairman of global technology services company Wipro wants to promote cultural change at the 77-year-old organization by institutionalizing five habits in the workplace. Transform the mindset 
Reflections on 20 years of McKinsey on Finance—and three challenges ahead Revolutionary innovations, brilliant ideas, and climate imperatives will change everything—except the fundamentals of finance and economics. Take a step back 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
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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:58 - 2 Jul 2022 -
Sustainable and inclusive growth, cybersecurity, and more big reads for the weekend
Harmony Internal - McKinsey
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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS
Joyce Yoo
Digital Editor, New YorkIt's a long weekend for many in North America, with Independence Day and Canada Day. As you unwind, take a moment to catch up on the latest reads from this week, with topics including cybersecurity, allyship, and more:
Quote of the day
—Christoph Böhm of Deutsche Börse on how the company’s cloud IT team engaged with cybersecurity and privacy functions in “The cloud as a strategic ecosystem for innovation and growth”
Chart of the day
ready to unwind?
The future of video entertainment: Immersive, gamified, and diverse
You’re at the movies with friends—but the movie is more like a game with a narrative. You feel like you’re in the movie because your seat gets hot when there’s a fire on screen. And everyone can see and hear the movie in whatever language they choose. That scenario could represent the next normal in video entertainment.
Explore McKinsey Themes
Essential reading on topics that matter. This weekend’s posts touch on Pride Month, stepping out of your comfort zone, sustainable, inclusive growth in the US, and more.
54-Down: Future leaders ... and the dedicatees of this puzzle
Know the answer? Test yourself with the latest McKinsey Crossword, Future Leaders | No. 82.
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This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:56 - 1 Jul 2022 -
What’ll you watch tomorrow?
McKinsey&Company
Share this email The Next Normal | What’ll you watch tomorrow?
The future of video entertainment: Immersive, gamified, and diverse You’re at the movies with friends—but the movie is more like a game with a narrative. You feel like you’re in the movie because your seat gets hot when there’s a fire on screen. And everyone can see and hear the movie in whatever language they choose. That scenario could represent the next normal in video entertainment, according to McKinsey experts and industry executives. Watch what happens
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thinking on your iPhone, iPad, or AndroidThis email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Next Normal newsletter list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:52 - 1 Jul 2022 -
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by "Remote" <hello@remote-comms.com> - 08:02 - 1 Jul 2022 -
Et tu, inflation? First a pandemic, then a price squeeze. Can retailers bounce back again?
The Shortlist
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Our best ideas, quick and curated | July 1, 2022 View in browser
This week, retailers feel the big (price) squeeze. Plus, what’s putting the sizzle in semiconductors, who’s leading the transformation at Wipro, and how tech is transforming higher education. 
Roiling retail. What haven’t retailers been through since 2020? A dramatic consumer retrenchment in the early phases of the pandemic, a fierce shift to online sales, a return to omnichannel, followed by in-store shoppers again—thankfully—and now rising inflation in many markets. The price isn’t right. Retailers must contend not just with the rising cost of merchandise but also with cost increases on everything from manufacturing inputs and freight to fuel and wages. Consumer sentiment is darkening, and spending has eased in some categories that were previously growing, causing them to flatline or even drop. For instance, US consumers are paying more for but consuming less in restaurants, travel, and gasoline. Wall Street is also showing concern about retailers’ prospects. There’s no magic cure, but there is hope. Retailers that take a comprehensive approach can develop solutions that sustain their businesses, retain customers, and ensure long-term growth. Taking several actions now, including revisiting their category strategies to reflect shifts in consumer purchase behavior and margin profiles, rethinking operations to optimize productivity, and enhancing supply chain visibility and diversification, can help. An inflation ‘win room.’ Managing the implications of inflation across a broad operational landscape calls for an agile response. A flexible, cross-functional structure can set clear goals for the organization, increase the speed of decision making, and apply lessons learned. Retailers can turn these challenges into opportunities—if they make bold, deliberate decisions. The longer view. Companies that achieve breakthrough performances during economic downturns tend to outperform their peers over the decade that follows. The world saw this following the Great Recession of 2007–09; the most resilient retailers were able to drive 11 percent annual growth in TSR—more than five times higher than their peers—through 2018. The retail environment is likely to remain challenging for some time. Recognizing that inflation is likely to persist can give companies a solid incentive to act holistically across the organization and value chain.
OFF THE CHARTS Putting the sizzle in semiconductors With demand for chips continuing to outstrip supply, strong growth is possible for all semiconductor companies, regardless of size. While the largest companies generate the greatest profits, our analysis also found that small, niche players have high operating margins. 
Check out our chart of the day here.
INTERVIEW Long history, strong culture, big transformation The software giant Wipro has more than 220,000 employees across six continents and is now India’s third-largest IT services provider by market cap. Rishad Premji, who became its executive chairman in 2019, felt that the company’s performance didn’t reflect its true potential. In an interview with McKinsey, he talked about his determination to make Wipro “a high-performing organization that still has a soul—that is empathetic, vulnerable, collaborative, and decent.”
MORE ON MCKINSEY.COM How technology is shaping learning in higher education | Students and faculty are eager to continue using new classroom learning technologies adopted during the pandemic, McKinsey research shows, but institutions could do more to support the shift. Reskilling older workers for new careers in tech | We debunk the misperceptions hiring managers have about job candidates who are between 45 and 60 years old—that they won’t catch on to technology, will have a hard time developing new skills, and won’t relate to younger teammates. Mastering the dual mission: Carbon and cost savings | OEMs will need to move quickly to achieve their “dual saving” ambition of reducing both total product emissions and costs. A limited supply of low-carbon materials adds pressure to act now.
PARTING QUOTE 
— Edited by Barbara Tierney
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 01:16 - 1 Jul 2022 -
The space industry is growing by leaps and bounds. Where does that leave governance?
McKinsey&Company
The new space race In the news • Keeping well in space. As space agencies contemplate sending humans to Mars, there’s growing concern about what traveling long distances will do to astronauts’ mental and emotional health. In a 2021 study, astronauts were slower to recognize emotions after two months of simulated weightlessness and more likely to interpret facial expressions as angry. Researchers have learned that growing vegetables can lift the spirits of crew members; they’re also exploring how VR may help explorers experience Earth’s comforts from far away. [CNN] • To Uranus and beyond. The only visit humankind has made to Uranus was in 1986 via a robotic spacecraft. Although the planet is more than a billion miles from Earth, a distance that could take 15 years to travel, top US scientists are recommending a return trip. A limited understanding of ice giants Uranus and Neptune is hindering what we know about planetary science. While a mission to Uranus would carry a price tag of over $4 billion, it could attract the next generation of scientists, engineers, and leaders in space. [Bloomberg] The principles for operating in space were largely set forth in five UN treaties penned in the 1960s and 1970s. On McKinsey.com • A space renaissance. A golden age for space is at hand. Around the globe, commercial funding for space is at an all-time high, while advancements in technology have opened access to space for more countries and companies. But as the space economy expands, competition is increasing, with public and private stakeholders all jockeying for resources. At the same time, progress in the space sector has reached a point where commercialization is starting to outpace governance, finds a joint research effort from McKinsey and the World Economic Forum (WEF). • Five key actions. By 2030, more than 100 countries may have space agencies and about 15,000 satellites could be in orbit, according to analysis by McKinsey and the WEF. As space grows more crowded, so too does the need for nations, sectors, and industries to collaborate on issues such as reducing space debris, managing space traffic, and providing critical infrastructure. Discover five actions leaders can take to realize the full potential of space, ensuring that it remains accessible—and safe—for all. — Edited by Vanessa Burke Secure the future of space Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:13 - 30 Jun 2022 -
Digital trends show big gains and new opportunities in Europe
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
While offline activity has picked up following the end of COVID-19-related quarantines, digital adoption in Europe remains strong. As consumers, businesses, and governments deal with increasing economic and geopolitical uncertainties, a strong focus on digital will help companies become more resilient, improve efficiency, and enhance decision making. McKinsey’s third annual Digital Sentiment Survey in Europe highlights the 9 digital trends and the opportunities that lie ahead. Check it out and see why digital should reign supreme. — Joyce Yoo, digital editor, New York 
Opportunity knocks for Europe’s digital consumer: Digital trends show big gains and new opportunities Despite still high digital adoption rates, our latest Digital Sentiment Survey finds that consumers are uncertain about the future. But clear opportunities for digital growth exist for companies that know where to look. Explore the survey results
Quote of the Day “[Really] good tech companies build really good stuff. To compete with them you have to be in the game. . . . You need people who really know what they’re talking about to make really good decisions around this stuff. So, at some point, yes, you need to put the technologist in charge.” —Marc Andreessen of venture capital firm Andreessen Horowitz on how big companies can digitally transform in "‘Find the smartest technologist in the company and make them CEO’"
Chart of the Day 
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Nature and financial institutions in Africa: A first assessment of opportunities and risks Africa’s climate resilience can be strengthened by redefining its economic model to leverage natural capital and designing financial systems to redirect critical nature-based investments. Leverage natural capital
Americans are embracing flexible work—and they want more of it The American Opportunity Survey illuminates how many people are offered the option to work from home, who works flexibly, and how they feel about it. Dive into the data
Managing financial crime risk in digital payments To face down the financial-crime threat, payments service providers can learn from banks while utilizing their own advanced technological skills. Understand the risk
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:51 - 30 Jun 2022 -
[June Update] Wow! This Remote Global Update is jam-packed with exciting news.
[June Update] Wow! This Remote Global Update is jam-packed with exciting news.
Hi MD,
Wow! This Remote Global Update is jam-packed with exciting news. Read on for more about our G2 ranking (spoiler alert: we're no. 1!) our integration with AngelList Talent, new partnerships, and upcoming events. Also, don't miss the links to our on-demand Remote for Refugees webinar, and an essential 2022 Hiring Insights Report.
Remote ranked no. 1 in the G2 Multi-Country Payroll Summer Report 2022
Remote has been recognized as a leader, and is ranked first in the G2 Multi-Country Payroll Summer Report 2022! We are grateful and delighted to receive this recognition from G2, the world’s largest and most trusted tech marketplace.
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AngelList Talent and Remote combine to supercharge your hiring flow
AngelList Talent and Remote’s new and easy-to-use integration lets you sign up for Remote’s services and sync new hires from AngelList Talent’s platform into Remote. That means rapid, compliant onboarding with that one simple click.
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Equip employees in the office, home office, and remotely in just a few minutes
We're thrilled to officially announce the Lendis 🤝 Remote partnership!
Lendis enables companies to provide their remote and on-site employees with any type of work equipment. Their unique subscription model allows you to be more flexible with furniture and electronic devices anywhere in the EU and UK.
Welcoming Our Newest Referral Partners
We're excited to welcome Ativvo, and Total Accounting & Bookkeeping Solutions to our growing roster of tax and accounting firm referral partners. Interested in partnering with us too? Connect with us to find out more about the ways we can collaborate.
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Watch Remote's VP of Special Operations, Filipa Matos, and Senior Product Marketing Manager, Peter Maher, alongside Lorraine Charles, the Co-Founder and Executive Director of Na'amal. Na'amal partners with leading organizations to support refugees and other underrepresented communities to find remote work.
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Help your customers onboard global talent using the Remote API! Read our latest blog from Larissa Lane, Staff Product Manager at Remote, who walks you through how to launch an integration using the Remote API with minimal development effort to get off the ground fast. 🚀
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by "Remote" <hello@remote-comms.com> - 11:02 - 30 Jun 2022 -
Do you work from home? Striking results from our survey.
McKinsey&Company
Remote-work nation In the news • Office rethink. As hybrid work picks up steam in the COVID-19 era, companies are rethinking their offices. Businesses hoping to appeal to flexible workers are setting up coffee shops, adding movable walls, and investing in retreat spaces nestled in nature. To foster collaboration, one company removed 66% of its desks and rearranged its office into “neighborhoods,” each having the casual feel of a living room. As companies grapple with the rise of remote work, it’s still not clear how, exactly, the future office will function. [WaPo] • Best of both worlds. Many CEOs praise the virtues of in-person work, believing it to support better creativity and greater productivity. But a new survey suggests that some may be overstating the role of the office in keeping workers engaged. A poll of 2,700 employees and business leaders found that hybrid workers were more likely than their nonhybrid peers to report feeling strongly connected to colleagues and leaders. They were also more likely to say that they feel productive, engaged, and happy with their job performance. [Fortune] When people have the chance to work flexibly, 87% of them take it. This dynamic is widespread across demographics, occupations, and geographies. On McKinsey.com • What US workers want. Americans are craving flexible work, and a remarkable number of them are getting it, reveals a 2022 McKinsey survey. Nearly 60% of respondents said that they are able to work from home for at least part of the week, finds a poll of 25,000 US workers. The ability to work remotely is clearly becoming a more permanent feature of modern workplaces. To effectively compete for talent, employers may need to explore how to offer workers the flexibility they want. • Hunting for flexible work. Employees are demanding more autonomy over where and when they work. When asked what motivated a new job search, about one in five job seekers cited the desire to work remotely. A flexible working arrangement was the third most popular reason for job hunting, behind wanting greater pay or hours and better career prospects. See what US workers had to say about working flexibly in six charts, including what type of jobs have the most remote workers, and which groups get more offers to work from home. — Edited by Belinda Yu Explore the changing workplace Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:49 - 30 Jun 2022 -
Hear how global brand Lush took their retail experiences to the next level
Discover the possibilities of Adobe Creative CloudRead online 
Innovation in action Lush is known for their immersive retail experiences, and their focus on sustainability and innovative products. With over 900+ stores across the world, Lush needed the right creative tools to ensure they could level up their customer experiences in a way that prioritised consistency, uniting digital and physical, ultimately driving business and brand growth.
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by "Adobe" <demand@info.adobe.com> - 11:33 - 29 Jun 2022 -
Meeting the psychological needs of all employees
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Your job is a big part of your life, and the highs and lows that come with it—frustration at being micromanaged, pride from a glowing review—have a major impact on your day-to-day. People of all income levels say an interesting, rewarding job is just as important as a well-paying one, but the psychological needs of those with lower-paying jobs are less likely to be met. So what can be done to change this? Most of the improvements needed are low or no-cost, and they're likely to bump up your bottom line. Don't miss a new article on meeting the needs of all your people. — Sarah Skinner, digital editor, New York 
Meet the psychological needs of your people—all your people Too many employers pay too little heed to the needs of the lower earners in their company. Here’s why—and how—they should shift gears. Recognize talent
Quote of the Day “I would say that corporate leaders globally—in a world that is increasingly more divisive—are seen as important voices around topics like purpose and social good, and topics that broaden beyond just simple corporate returns.” —McKinsey senior partner Vik Malhotra on the changing corporate landscape in a recent episode of the McKinsey Future of Asia Podcast
Chart of the Day 
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Also New 
New operations management systems for a digital world Now is the time to redefine management disciplines with a modern tool kit powered by technology. The organizations that embark on this journey sooner will achieve the benefits from a culture of innovation. Revolutionize now
Safeguarding green steel in Europe: Facing the natural-gas challenge European steelmakers need to reconsider their decarbonization strategies because of rising natural-gas and electricity prices, as well as potential limitations on the natural-gas supply. Anticipate obstacles
Are personalized vitamins the future of wellness? Two fast-growing vitamin companies, HUM Nutrition and Vous Vitamin, are betting on personalization. Listen to their CEOs discuss the biggest trends in consumer health and wellness. Make it unique
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Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:30 - 29 Jun 2022 -
Forward Thinking on war in Ukraine, inflation, and cooperation in a fractured world with Jean Pisani-Ferry
McKinsey&Company
Share this email New from McKinsey Global Institute 
Forward Thinking on war in Ukraine, inflation, and cooperation in a fractured world with Jean Pisani-Ferry An eminent European economist discusses the economic challenges arising from the war in Ukraine, the spreading economic turbulence, and the need to work together to nurture global public goods. Don’t be afraid 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, Stitcher, and Amazon Music. Related Reading 
Special collection: Inflation 
War in Ukraine: Twelve disruptions changing the world Follow our thinking McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or AndroidThis email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:34 - 29 Jun 2022 -
activpayroll June newsletter
activpayroll June newsletter
activpayroll Newsletter
June 2022
Welcome to our second quarterly newsletter of 2022, bringing you all of the latest news, insights and advice from the team at activpayroll. As always, we kick things off with a word from our Guest Editor. In this edition, it is our UK and EMEA Ongoing Operations Manager, Callum McAndrew.
A warm welcome to our June newsletter. I’ll start by wishing our CEO Jason Allen an early happy work anniversary. Next month will mark a full year since Jason joined us at activpayroll and he has taken some time out of his busy schedule to reflect on the payroll industry, his career highlights and his love of Harley Davidsons.
The feature on what the global crisis means for global mobility is a captivating read and very topical. With the war in Ukraine and the legacy that Covid-19 is leaving there is a lot to consider when it comes to planning for the future. If you’re working in multiple countries or looking to expand globally, the advice and observations explored by our Global Tax Director, Graham McKechnie will be invaluable.
On a lighter note it’s great to hear how our Dubai team is flourishing and growing, it’s tempting to ask for a relocation package from Scotland to Dubai!
Happy reading!
Latest news
What global crisis means for global mobility
In the business of moving people and corporate activities from one part of the world to another, unexpected global events can put paid to even the best laid plans. In the aftermath of the Covid-19 pandemic, and the midst of an escalating war in Ukraine, it has become more important than ever for businesses to reassess their global mobility processes and ensure they plan for every eventuality.
In this article, our Global Tax Director, Graham McKechnie, explores the impact of international crises on global mobility, offering practical advice to multinational companies on how they can better plan for the future.
Meet our CEO
Next month marks a full year since our esteemed colleague Jason Allen took to the helm as CEO. In the last 12 months, Jason has played a key role in driving our international growth as we expand our three key pillars: global payroll, global mobility and international payments.
(Almost!) one year on, we sat down with Jason to find out more about his background, ambitions and life outside of activpayroll. Read it here →
Angola: New Minimum Wage and Remote Work Measures
The government of Angola has introduced new legislation to support many of its 16.2 million workers. The measures include a new minimum wage to help manage the rising cost of living and remote working guidelines to support employees during the country’s recovery from Covid-19.
activpayroll in Dubai
Undoubtedly one of our biggest overseas success stories is our Dubai office, which has grown from humble beginnings in 2019 to a veritable powerhouse in 2022.
Based in Dubai’s Silver tower, our 16-strong team is now busy processing around 200 payrolls every month.
Hear from Kimberly Morrison, Payroll Operations Manager for the Middle East, on Dubai’s rapid success and ambitious targets for 2022 →
Updates to our Global Insights
Our global insight guides cover everything you need to know about payroll and HR in over 150 countries. From international payroll and tax to social security, employment law, employee benefits, visas, work permits and more, you can guarantee to find all the information you need for relocating or expanding to a new country.
This quarter, we launched a brand new insight page for Malta, as well as adding updates to Japan, Bermuda and Bahrain. We update each of our insights weekly to ensure we offer a completely up-to-date picture of each and every country we operate in. Browse the full selection here →
activpayroll is turning 21!
In September this year, we’ll be marking 21 years since activpayroll first launched. To commemorate our coming of age, we’ll be running a whole host of celebrations; reflecting back on where it all began and reminiscing on the biggest highlights along the way.
Stay tuned to hear more from our global team and join in on the celebrations.
Keep in touch
As always, you can keep up-to-date with all of our latest news, insights and team updates over on our social media channels.
Copyright (C) 2022 activpayroll. All rights reserved.
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by "Lynn Smith" <PR@activpayroll.com> - 09:55 - 29 Jun 2022
