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• Revolutionize your Fleet Management with Video Telematics

  Revolutionize your Fleet Management with Video Telematics

  Change the way your clients track and monitor their fleet with our advanced video telematics software.

  Download E-book Change the way your clients track and monitor their fleet with our advanced video telematics software. Find out what makes our software stand out from the crowd History Playback Get access to historical incident videos to gain insight into past events for analysis and improvement of fleet operations. ADAS and DMS We offer driver assistance and proactive alerts based on driving behavior. Drivers who are drowsy or distracted can be found by fleet owners. Instant Alert Get real-time alerts and notifications on events such as harsh braking, over speeding, no seatbelt, etc. Drivers are provided with collision warnings.  Insightful Reports Get reports and analytics on driver behavior, vehicle performance, and other key metrics, to help fleet managers make more informed decisions. Empower your clients with advanced video telematics software Get a Demo Other features you can explore Fuel Management Tire Management Job Module TPMS Route Optimization Expense Management On-Board Diagnostics E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 11:30 - 29 Mar 2023

• The world confronts an uncertain future. What key themes emerged at Davos this year?

  On Point

  Takeaways from McKinsey leaders based in Asia ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Views from Davos In the news • ‘Davos’ in Asia. A Davos-like gathering of business and world leaders in Asia will be held amid a rise in geopolitical tensions between the East and the West. Still, some prominent Americans, including a former US secretary of state, CEOs of Fortune 500 companies, and billionaire investors, are expected to attend the major investment conference in Beijing. The conference aims to welcome business executives back to China following three years of COVID-19 lockdowns. [FT] • Economic hope. Surging inflation, war in Ukraine, and high food and fuel prices were just some of the challenges the world faced in 2022. But at the World Economic Forum meeting in the Alpine town of Davos in January, sentiment among leaders had improved, and some optimism about the economy is arising. More than 50% of top economists polled said that they anticipate moderate or strong economic growth in China this year, according to the 2023 Chief Economists Outlook. [WEF] McKinsey leaders based in Asia focused on the importance of leadership, economic inclusiveness, diversity, and the cautiously optimistic sentiment at Davos. On McKinsey.com • A fragmented world. At the 53rd World Economic Forum Annual Meeting that took place in mid-January in Davos, Switzerland, global leaders, business executives, and representatives from civil society came together to discuss a compounding set of global crises. The past few years have seen rising inflation and geopolitical tension, creating vulnerability, fear of recession, and divisiveness. In this video series, we asked McKinsey leaders based in Asia about their key takeaways, their impressions of the event, and their ideas for the future. • Surprising optimism. Delegates at Davos were more optimistic than expected, noted Joe Ngai, McKinsey senior partner and chair of Greater China. “I was surprised at how positive people were [at Davos],” Ngai said. “We are at a time where there’s so much uncertainty.” Senior partner and McKinsey Global Institute director, Kweilin Ellingrud, added that a highlight for her was the sense that “economic inclusion is really underpinning so much of what’s going to happen going forward.” Discover more leaders’ perspectives from Davos. Explore our Davos video series — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:28 - 29 Mar 2023

• Building Elite DevSecOps Performers - On-Demand Webinar

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  by "Sumo Logic" <marketing-info@sumologic.com> - 08:01 - 29 Mar 2023

• Prepping for the future of restaurants

  Re:think

  Ordering up fresh ideas for the restaurant industry ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON RESTAURANTS How restaurants are cooking up solutions  Jen Henry The restaurant industry has always faced challenges, but lately there’s a sense that the knocks keep coming. First, pandemic shutdowns closed some restaurants’ doors. Then, both the pandemic and the war in Ukraine caused supply chain disruptions and cost increases. And now, restaurants are being slammed by the same general inflation that consumers are seeing elsewhere—which is, in turn, causing consumers to rethink their restaurant spending. Because consumers expect inflation to slow, they think restaurants’ price increases should also start to slow. But the actual costs for restaurants keep rising. The result is that restaurants are getting squeezed on both sides. I think there will be margin pressure for a while, stemming from higher commodity costs, labor shortages, and limits on what stressed consumers are willing to pay. On the commodities side, it’s the same thing you see at the grocery store: higher prices and barer shelves. This has been highlighted by recent jokes about the cost of eggs and people raising chickens in their backyards, but the real problem is the whole global food supply chain—the entire basket of goods. It’s one of the few times in recent history when nearly all restaurant input costs have increased simultaneously. Costs for some proteins have gone up 20 to 80 percent. Some items aren’t reliably available. And you’ve seen chain restaurants take things off menus. On the labor side, it’s been tough to find workers. After the industry largely shut down during the pandemic, which was of course horrible for the livelihoods of individual employees, only a portion of the workforce came back. There are debates over why, but one factor is that it’s in-person work, which is inherently less flexible than hybrid jobs in an age when many workers expect more flexibility. This industry has always been labor-intensive, but now it takes more to get employees in the door—better pay, better benefits, and better working conditions. There were minimum-wage increases in 26 American states in the past year. Half of restaurant operators said last year that their biggest challenge was recruiting and retaining employees. Restaurants are taking action. Many are using sophisticated pricing techniques and cutting-edge digital marketing to improve their bottom lines. But there are indications that to survive and thrive, restaurants might need to fundamentally transform their operating models. This includes a continued “unbundling” of the restaurant experience, in which preparing the food, serving the food on-premises, and delivering the food to homes all become discrete operations. The way this plays out will be different across the spectrum of restaurant types. “Nearly all restaurant input costs have increased simultaneously. Costs for some proteins have gone up 20 to 80 percent.” Fast-food and fast-casual restaurant companies are thinking about what they can automate. Their consumers tend to care more about speed, convenience, and price-to-value than about the sit-down service experience. So you’re seeing experiments with virtual cashiers and burger-flipping robots. Automation can be a way to deal with labor shortages and redeploy employees into higher-value roles. But it requires up-front capital expenditures, which favor companies with scale. There’s also been more interest in virtual brands and “ghost kitchens” that aren’t tied to physical stores with in-person dining, thus requiring fewer employees and less real estate. They can be a way to nimbly maximize assets and minimize costs, as when a chicken wings restaurant manages food waste by launching a virtual brand around, say, chicken thighs. Or there might be a way to jump on short-lived fads—if, say, meatballs became a trend, you could imagine pop-up, virtual meatball brands that quickly connect a new menu and logo to existing infrastructure.   On the other end of the spectrum, with full-service restaurants, you’ll see the service experience continue to matter even as it evolves to manage cost pressures. Because what is the impetus to go to a restaurant in the age of delivery apps? With fine dining, the experience can be a differentiator, but the question is, how do you deliver that high-end experience in a way that’s sustainable for the employees and the restaurateur? Maybe you sell prepaid tickets, perhaps on a subscription model, for people to enter the restaurant at specific times. Maybe you’re only open during days of the week or dayparts when revenues and tips are stronger, and at other times you maximize your assets—meaning your kitchen and employees—by essentially making gourmet take-home food.  The pandemic shutdown reset consumers’ expectations about what restaurants should provide. We went from “going out to eat is how I engage with the restaurant industry” to “I expect food to meet me wherever I am at any time of day.” It’s analogous to what has happened in retail, where the expectation became that a consumer could get anything delivered to their doorstep in a day or two.  The silver lining is that disruption creates opportunities. If you find new ways to engage with the consumer—where you’re not just asking them to sit down in your restaurant—you can unlock different times of day and new kinds of occasions. It could create a broader role for restaurants. ABOUT THE AUTHOR Jen Henry is a partner in McKinsey’s Charlotte office. MORE FROM THIS AUTHOR Cooking up extraordinary growth for restaurants during a downturn These growth-boosting strategies can help restaurant businesses outperform during a uniquely challenging moment. More  Winning with commercial excellence: Ten lessons for consumer goods Our latest research shows how leading consumer goods companies build the critical commercial capabilities to out-execute the competition and drive profitable growth. More  UP NEXT Dee Yang on nature positivity Livability on Earth depends on protecting multiple aspects of nature, of which climate is only one. Just as companies and countries have embraced net-zero goals, it’s time to become nature positive. 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 Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:33 - 29 Mar 2023

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  by Noreply@learn.odoo.com - 01:39 - 29 Mar 2023

• Proposal

  Dear sir/Madam,
  I have sent you  this email  from Goma, Democratic Republic of Congo.
  
  I am writing to inquire if your company can supply food (rice)
  to a war region.
  We do not have cash money for payment, but we have raw gold for. exchange.
  
  We shall convey our gold to you first before your supply.
  
  Please note that your help can save lives over here.
  
  Regards,
  David Moussavou
  davidmoussavou76@gmail.com
  
  Food coordinator, Congolese Revolutionary Army Goma.

  
  

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  by "David" <davidmoussavou@sendgrid.net> - 04:17 - 29 Mar 2023

• Middle managers are often stuck between leaders and employees. Here’s how to break the stalemate.

  On Point

  Three areas to increase support of managers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Empower the middle manager In the news • Middle-manager burnout. Nearly 50% of middle managers say they’re likely to leave their job within the next 12 months because of excessive stress, per a global survey from the Workforce Institute. As business leaders brace for a potential economic downturn, the COVID-19-era focus on employee mental health has dwindled in some industries. Middle managers often lack training in foundational emotional skills, according to the chief people officer at a global software company. That can make it difficult to balance their own mental well-being with that of their employees. [Fortune] • Caught in the middle. The experience of the middle manager can be fraught with tension between accomplishing an organization’s goals and attending to employees’ needs. The pressure from above and below can leave middle managers feeling powerless to satisfy the competing demands. Often with little training on soft skills (such as communicating with empathy), especially as they relate to managing teams in a hybrid or virtual work model, managers must juggle conflicting directives while often being left out of the conversation on employee wellness. [BBC] Just 20% of surveyed managers strongly agree that their organizations help them be successful people managers. On McKinsey.com • Both ends against the middle. A recent survey by McKinsey senior partner Bill Schaninger and colleagues finds that middle managers tend to be underdeveloped, underutilized, and unappreciated. They report spending nearly half of their time on administrative and individual-contributor tasks (such as scheduling meetings and sending out data analysis results), which leaves them less time to focus on talent and people management and strategy-focused work. Such time constraints may hinder their ability to deliver clear results and move organizations forward. • Finding middle ground. Much of the tension for middle managers stems from a lack of clarity on where they should be devoting their time. For example, middle managers are much more likely to say their organizations value individual-contributor work than to say they personally create the most value with that type of work. Supporting managers with clear directives and more agency can create stronger teams better able to carry out an organization’s goals. Explore three ways that organizations can support middle managers. Enable middle managers to succeed — Edited by Gwyn Herbein, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:24 - 28 Mar 2023

• ห้ามพลาด! ขอเชิญเข้าร่วมงานสัมมนา Innovation Day: SI & MI Forum 2023

  Schneider Electric

  เยี่ยมชมเว็บไซต์   ดูออนไลน์     ห้ามพลาด! การเข้าร่วมสัมมนา Innovation Day: SI & MI Forum 2023   Schneider Electric ขอเชิญคุณเข้าร่วมงานสัมมนา Innovation Day: SI & MI Forum 2023 ในวันที่ 31 มีนาคม 2023 เวลา 09:00 - 16:00 พบกับผู้เชี่ยวชาญด้านระบบอัตโนมัติทางอุตสาหกรรมและเพื่อนร่วมอุตสาหกรรมของคุณ ซึ่งมุ่งเน้นไปที่การเร่งอุตสาหกรรมแห่งอนาคต มาเรียนรู้วิธีพัฒนานวัตกรรมในโลกของ Industrial Automation ที่เปลี่ยนแปลงตลอดเวลา และค้นหาโอกาสในการทำให้ธุรกิจของคุณเติบโต เข้าร่วมงานสัมมนาในหัวข้อ: Introduction for New Industrial Solutions IOT Solutions Universal Automation "Ecostruxure Automation Expert (EAE)" ค้นพบเทคโนโลยีด้านอุตสาหกรรมล่าสุดใน Market Place EAE, Machine SCADA Expert, HMI Solution, IoT Migration, Multi-Pump Solution อย่าพลาด! โอกาสลุ้นรับรางวัลสุดพิเศษจาก Schneider Electric และกิจกรรมต่างๆ ที่น่าสนใจภายในงาน   ลงทะเบียนตอนนี้       31 มีนาคม 2023   เวลา 09:00 - 16:00 น.     บริษัท ชไนเดอร์ อีเล็คทริค (ไทยแลนด์) จำกัด   46 อาคารรุ่งโรจน์ธนกุล ชั้น 1, ถนนรัชดาภิเษก เขตห้วยขวาง แขวงห้วยขวาง กรุงเทพ 10310       + 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 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 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.

   

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  by "Schneider Electric" <reply@se.com> - 10:00 - 28 Mar 2023

• โอกาสดีที่สุดแห่งปี! เชิญท่านร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทข้อมูลและกิจกรรมล่าสุดที่นี่   ดูออนไลน์     Innovation Day: Industrial Solutions, Songkhla 2023   ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล ไฮไลท์สำคัญ เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล พิเศษ! สัมผัส Mobile Innovation Hub และลุ้นรับรางวัลฯ เฉพาะผู้ที่มาร่วมงาน   ลงทะเบียน       วันและเวลา   วันที่ 18 พ.ค. 2566 เวลา 8:30-16:00 น.     สถานที่จัดกิจกรรม   ห้องบุปผาแกรนด์ ชั้น 5 โรงแรมสยามออเรียนทัลหาดใหญ่ จ.สงขลา       + 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 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 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.

   

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  by "Schneider Electric" <reply@se.com> - 08:01 - 28 Mar 2023

• Food loss is affecting an already vulnerable global food system. Here’s how grocers and consumers alike can help.

  Intersection

  Get your briefing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY Learn more about McKinsey’s Consumer Packaged Goods Practice Food plight Disruptions to the world’s food system are deepening the global food crisis. Efforts by the grocery industry and consumers can help prevent a worsening scenario. Get your briefing Consumers want to eat more consciously, but many struggle with knowing how to do so. Food companies and retailers can help by providing information about products’ health and sustainability impact, say senior partner Jessica Moulton and coathors. Get to eating more consciously 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 our McKinsey Quarterly Five Fifty alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 01:34 - 28 Mar 2023

• Monitor OpenAI GPT application usage in New Relic

  New Relic

  March 2023 Monitor OpenAI GPT application usage in New Relic Are you building with GPT? You can now monitor OpenAI’s GPT-4 app usage in New Relic. You can monitor requests, tokens, and costs of GPT-3 and GPT-3.5 applications with New Relic to improve the performance of OpenAI ML models. This out-of-the-box GPT monitoring solution is the first of its kind and free for all New Relic full platform users. Learn more in the blog New Relic named a leader in innovation in cloud observability by GigaOm We're thrilled to be recognized by GigaOm as the leading innovative platform among 21 solution providers in the 2023 GigaOm Radar for Cloud Observability Solutions report. In our blog post, GigaOm highlights the value New Relic delivers to customers. Check out the blog post Improving Observability with New Relic Mobile and React Native Mobile devices are everywhere, expanding the revenue potential of mobile applications. But how do you efficiently build applications for multiple platforms and ensure ongoing performance? In our recorded workshop, you will learn the steps for instrumenting your React Native apps with New Relic, and use the data reported to understand and improve the performance of your applications over time. Learn more in the blog post Useful Reads Instrument your Amazon Linux 2023 instances with New Relic New Relic customers with Amazon Web Services (AWS) workloads can take advantage of the updated Amazon Linux instances. Head to "Add data" and use our guided install to deploy the infrastructure agent within the New Relic platform. Learn more in the blog Weekly Webinars Want to sharpen up or need an intro to New Relic? Check out our weekly webinars. Getting Started with New Relic Onboarding Webinar All sessions are Thursdays. Europe (EMEA) 10am GMT | 11am CET. Register here Ask the Experts Open Q&A Online Session All sessions are Tuesdays. Europe (EMEA)  10am GMT | 11am CET.  Register here New Relic University [2 Day Workshop] New Relic Platform Fundamentals 11th -12th April,10:00am-3:00pm BST/ 11:00am- 4:00pm CEST [Webinar] New Relic Alerts Fundamentals 19th April 10:00am-12:00pm BST / 11:00am- 13:00pm CEST [Webinar] Getting Started with Dashboards & NRQL 25th April 10:00am-12:00pm BST/ 11:00am- 13:00pm CEST Find all upcoming NRU training sessions here New Relic in the News Optimising Observability with Consumption Pricing and Billing Intelligent Growth Solutions Standardizes on New Relic How William Hill’s IT copes with big sporting events Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

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  by "New Relic" <emeamaketing@newrelic.com> - 05:26 - 28 Mar 2023

• White Label Video Telematics Solution

  White Label Video Telematics Solution

  Change the way your clients track and monitor their fleet with our advanced video telematics software.

  Learn More Change the way your clients track and monitor their fleet with our advanced video telematics software. Catch a glimpse of what our software has to offer Multiple Camera Support Our software enables multiple camera support for a comprehensive view inside and outside the vehicle. Identify Risky Behavior Monitor risky driver behavior, including speeding, harsh braking, and other unsafe driving habits. Redefine Visibility Make a visual record of the tiniest details of your vehicle’s journey. With ready-to-access visual data displayed in real-time, see what the driver is doing. 24X7 Live Streaming Access video recordings instantly anywhere, anytime with our mobile app support. Enjoy multiple channel access and flexible viewing options. Learn how our video telematics can help your business grow Download E-book Other features you can explore Fuel Management Tire Management Job Module TPMS Route Optimization Expense Management On-Board Diagnostics E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 11:30 - 27 Mar 2023

• K–12 teachers in the US are quitting. What might make them stay?

  On Point

  Top drivers of attrition and retention ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities On teacher talent shortages In the news • Leaving the classroom. Many US educators are burned out and struggling with stressors related to the COVID-19 pandemic, including covering for absent colleagues, according to a 2022 National Education Association survey. The physical demands of the job, such as lugging heavy equipment, contributed to one art teacher’s decision to leave. Other teachers cite having to adapt to rapidly changing remote- and hybrid-learning needs, receiving candy instead of bonuses for performing well, and understaffing as reasons that they quit teaching. [NYT] • A teacher like me. For US students, being taught by someone who resembles them can make all the difference. Black students who have one Black teacher are much likelier to earn a high-school diploma, research has shown. Historically black colleges and universities (HBCUs) are critical sources of diverse educators: about half of the Black teachers in the US are HBCU graduates. The training a teacher received at an HBCU underscored the importance of connecting with every student, the teacher said. [AP] Teachers who plan to stay in their positions cite meaningful work, quality colleagues, and compensation as their top motivators. On McKinsey.com • Planning to quit. It’s increasingly difficult to retain teachers in US K–12 schools, and the COVID-19 pandemic has only compounded talent shortages. To understand what makes teachers want to stay or leave, McKinsey surveyed more than 1,800 US educators between February and May 2022. Approximately one-third of respondents—equating to about 900,000 teachers across the US—said they planned to leave their roles before the next school year began, according to McKinsey partner Jake Bryant and coauthors. • Compensation concerns. Compensation is a top driver of both teacher attrition and retention, McKinsey research finds. While school districts typically don’t have much leeway to alter salary ranges, some states and districts are exploring different models of addressing compensation concerns. For instance, Nashville is raising pay in response to inflation, and San Diego has started offering bigger bonuses. Review a strategic blueprint for attracting and retaining more K–12 educators in the US. See steps for retaining teachers — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:23 - 27 Mar 2023

• Attention

  Dear sir/Madam,
  I have sent you  this email  from Goma, Democratic Republic of Congo.
  
  I am writing to inquire if your company can supply food (rice)
  to a war region.
  We do not have cash money for payment, but we have raw gold for. exchange.
  
  We shall convey our gold to you first before your supply.
  
  Please note that your help can save lives over here.
  
  Regards,
  David Moussavou
  davidmoussavou75@gmail.com
  
  Food coordinator, Congolese Revolutionary Army Goma.

  
  

  ---

  by "David" <davidmoussavou@server.com> - 12:37 - 27 Mar 2023

• A leader’s guide to long-term workforce health

  Harmony Internal - McKinsey

  In top form ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities It isn’t hard to make the connection between health and productivity— after all, common sense dictates that healthier people tend to be more productive and stay in the workforce longer. But the extent of the connection may not be immediately apparent. Our research shows that the improved labor productivity and higher incomes associated with better health can give societies a strong economic boost. The benefits of investing in health go beyond the traditional healthcare industry: they invite consideration from leaders in all industries and public- and private-sector organizations worldwide. Here are some actions you can take right now to ensure that your workforce remains healthier for longer. AN IDEA Consider the ROI of health Like most smart investments, spending on health can yield substantial returns. Our latest report on the impact of reducing the global disease burden finds that health improvements could add $12 trillion, or 8 percent, to global GDP in 2040. For employers, that means greater labor force participation, fewer employee health conditions, and improved productivity from workers who are physically, cognitively, and psychologically healthier. According to McKinsey senior partners Sven Smit and Jonathan Woetzel and their colleagues, every dollar invested in improving health could yield an economic return of $2 to $4. Long-term disease prevention and health promotion “cannot simply be left to healthcare providers or healthcare systems,” they say. “It is quite literally everybody’s business. Advancing healthy communities and healthy and inclusive workplaces will be critical.” A BIG NUMBER 10 That’s the number of new technologies that could reduce the burden of disease by 6 to 10 percent more than the estimated 40 percent from known interventions. Emerging technologies can not only fully cure many diseases but may also postpone the onset of age-related conditions, report the authors of a new McKinsey study. For example, a class of small molecules called senolytics may decrease or eliminate the aging cells that cause certain diseases. But to realize the potential of these innovations, leaders in businesses, governments, and academia need to make continual R&D investments, the McKinsey researchers suggest. A QUOTE ‘Mental health must be a priority for every employer.’ That’s Garen Staglin, cofounder of the brain health nonprofit organization One Mind, in a discussion with McKinsey’s Erica Coe and Kana Enomoto. Noting that an increasing number of people are experiencing mental-health challenges—many for the first time in their lives—Staglin emphasizes the importance of employer involvement in workplace mental-health efforts. In particular, “the single biggest influencer of a behavioral-health program’s success is the level of personal commitment from the CEO and other senior executives,” he says. Without that support, “these programs tend to lose momentum, often getting supplanted by new priorities over time.” A SPOTLIGHT INTERVIEW “The mind plays a massive role in how we create a healthy reality,” says author and entrepreneur Tamen Jadad-Garcia in this discussion with McKinsey. “Your mind has a practically unlimited capacity to interpret something as stressful or fear-inducing, but you can also interpret the same context as calming, joyful, and welcoming.” Besides training your brain to achieve this more optimistic perspective, Jadad-Garcia suggests paying attention to the qualities of physical spaces, which “can either contribute to or sabotage our healthy realities.” For example, green spaces—such as grasslands, trees, or vegetation—have been shown to improve cognitive functioning and reduce stress. “Being in nature helps with attention span, creativity, well-being, and happiness,” state McKinsey senior partner Arne Gast and coauthors in this article. “It shouldn’t be a vacation from building these crucial skills but rather a foundational resource for individual and team development.” BRAIN TEASERS You read a fortune cookie and you’re pleased at how aptly the prediction applies to you. That’s an example of the “Barnum effect,” a well-known cognitive bias where people believe that vague or generalized statements are tailored specifically to them. The Barnum effect is just one of many tricks that our minds play on us and that can affect decision making. People may tend to believe information that they hear repeated many times over—for example, the belief that online meetings are just as effective as those occurring in person. Such biases can constrain personal growth and job performance, says McKinsey partner Julia Sperling-Magro, a medical doctor and neuroscientist whose work focuses on helping leaders shift their mindsets and behaviors. “The biggest danger is when people think they are being impartial but in fact carry deep biases.” Lead in good health. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 01:52 - 27 Mar 2023

• There’s a tech skills gap in Europe. Can leaders find and retain women in tech?

  On Point

  How Europe’s economy could benefit ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Closing Europe’s tech talent gap In the news • Green-tech skills sought. In Europe, a shortage of workers with digital, engineering, and other skills is constraining investment in green technology, according to a survey of roughly 12,500 companies and 685 local officials. Even as Europe plans to boost production of green technology, more than 80% of businesses stated that green-energy projects weren’t moving forward due to a lack of skilled workers. The region is aiming to establish learning centers that will equip workers with capabilities for the green-energy transition. [FT] • Solar skills shortage. Europe’s ambition to expand capacity in solar and wind power could be hamstrung by a shortage of workers with related skills, including in civil and electrical engineering and in project management, an industry group has warned. In 2030, Europe’s solar sector will need more than one million employees to meet the region’s clean-energy-production goals. As solar-energy companies compete for talent with other industries, such as automotive, some are founding in-house training centers to serve employees. [Reuters] McKinsey analysis shows a tech talent gap of 1.4 million to 3.9 million people by 2027 for EU-27 countries. On McKinsey.com • Europe’s tech gap. Leaders in Europe building competitive advantage and growth should consider one fact: women hold only 22% of all tech roles in European companies. Addressing this shortfall is about more than doing the right thing; it’s an economic necessity, explain McKinsey senior partner Sven Blumberg and coauthors. Doubling the share of women who work in European tech to roughly 45%—about 3.9 million more women by 2027—could close Europe’s tech talent gap and increase GPD by €260 billion to €600 billion. • A big drop-off point. One major drop-off point for women in European tech occurs at the end of secondary education. During primary and secondary education, there are no indications that girls lag behind boys in STEM classes. Despite this, there’s an 18-percentage-point decline in girls going into STEM disciplines when they go to university. One reason may be that girls receive significantly less support for pursuing STEM careers. Discover four interventions that may increase the number of women in European tech. See how to retain women in tech — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:24 - 26 Mar 2023

• [Free tool] Explore APIs, Develop Faster

  SmartBear

  New API Exploration Tool: SwaggerHub Explore

  2023   VIEW IN BROWSER Hi there, Today, we’re going to save you time and reduce errors in your software development lifecycle...in 3 easy steps. Step 1: Create Your  FREE SwaggerHub Explore account Step 2: Send the request you want to explore Step 3: Instantly receive a response to understand how the API behaves It is our goal at SmartBear to provide you with practical tools to build quality software faster. That is why we launched SwaggerHub Explore. Our new FREE API exploration tool instantly visualizes API data received from a request to easily evaluate the API value all in one place.   Start Exploring     Resources for Getting Started What is API exploration and why is it important? SwaggerHub Explore Documentation SwaggerHub Explore Demo Video       Learn More From The On-Demand Webinar How to Dive Into API Behavior and Integrate Faster Join us and learn about why discoverability is important and see how SwaggerHub Explore shows the functionality of existing APIs to better understand the capabilities and limitations before integration.   WATCH HERE   Best, The SwaggerHub Explore Team

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

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  by "SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 07:51 - 26 Mar 2023

• Top ten articles this quarter

  McKinsey&Company

  At #1: What is generative AI? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   For direct answers to complex questions, check out McKinsey Explainers. Top Ten Newsletter | First Quarter 2023 Our top ten articles this quarter look at the metaverse, leadership mindsets, and more. At No. 1 is What is generative AI?, an article from our McKinsey Explainers series, which features research from authors including Michael Chui, Roger Roberts, and Lareina Yee on new breakthroughs in the field. Read on for our full top ten. 1. What is generative AI? Generative artificial intelligence (AI) describes algorithms (such as ChatGPT) that can be used to create new content, including audio, code, images, text, simulations, and videos. Recent new breakthroughs in the field have the potential to drastically change the way we approach content creation. Take a comprehensive view  2. A CEO’s guide to the metaverse It’s too big to ignore—yet its future is far from certain. Companies need to dip a toe in the water and plan to take the plunge should developments warrant. Get a fresh start  3. Stepping up: Becoming a high-potential CEO candidate The road to becoming CEO is a difficult ascent for even the most seasoned leaders. Here are four keys to making the journey a success. Tread carefully  4. Mindsets for success: Lessons from top CEOs During times of change, successful bosses adapt and exhibit service-minded leadership. Leaders at all levels should take note. Dive deeper  5. Consumers care about sustainability—and back it up with their wallets A joint study from McKinsey and NielsenIQ examines sales growth for products that claim to be environmentally and socially responsible. Embrace it  6. Performance through people: Transforming human capital into competitive advantage A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development  7. What is the future of work? Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what’s coming  8. Diversity, Equity and Inclusion Lighthouses 2023 Leaders need clarity on what works to improve diversity, equity, and inclusion. Our 2023 report shows success factors that contributed to significant, quantifiable, scalable, and sustainable DEI impact. Be accountable  9. Author Talks: The world’s longest study of adult development finds the key to happy living Harvard study director Robert Waldinger provides the data-backed answer to what makes people live happier and longer lives and shares the choices anyone can make to start feeling more fulfilled right now. Take stock  10. What is Davos? Davos, Switzerland, is where the World Economic Forum holds its annual meeting. Delegates from many sectors converge for several days of talks and meetings to address urgent global issues. Understand the agenda  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. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. YYou received this email because you are a registered member of the Top Ten Most Popular newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 02:33 - 25 Mar 2023

• The week in charts

  The Week in Charts

  Meat consumption in China, racial inequities in cities, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored meat consumption in China, racial inequities in cities, young talent shortage in mining, investing in microelectronics, and G&A costs. FEATURED CHART Meating agenda See more This week’s other select charts Locating racial inequities Mining for talent Big things come in small devices Rethinking administrative costs Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 10:51 - 25 Mar 2023

• A conversation with partner Anu Madgavkar

  Harmony Internal - McKinsey

  Discover your potential ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities New from McKinsey & Company The Women of McKinsey: Anu Madgavkar This Women’s History Month, we’re chatting with McKinsey leaders about their role as women in the workplace and beyond. Today, we’ll hear from Anu Madgavkar, a McKinsey Global Institute partner who leads global research focused on labor markets and human capital, technology’s economic impact, gender economics, digital and financial inclusion, and inclusive growth. For more Q&As throughout the month, bookmark this page.  What are you most proud of? I'm most proud about how we, as a firm, and at the McKinsey Global Institute, really shape and influence the way global leaders think about important issues. I think our work around gender parity and sizing its economic value changed the course of the debate. We were also the first to put society issues side-by-side with economic ones, as we thought about capturing that opportunity. That changed the way world leaders like Shinzo Abe, Hillary Clinton, and Melinda Gates talked about these issues and framed them. More recently, we are setting aspirations for whole nations in terms of economic empowerment, rather than just poverty reduction. That changes the way world leaders are thinking about these issues, including most recently at the B20 in Indonesia, where we really set the course for a much bolder set of aspirations for countries to take forward. Watch the full interview PUBLISHED WORK Rekindling US productivity for a new era Regaining historical rates of productivity growth would add $10 trillion to US GDP—a boost needed to confront workforce shortages, debt, inflation, and the energy transition. Download the full report  Performance through people: Transforming human capital into competitive advantage A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development  Addressing the revolving door in risk As the field of risk management evolves, the value proposition for employees has to evolve as well. Create more interest  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 11:42 - 24 Mar 2023