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MD, Today's 🎙 webinar starts in less than 1 hour.
MD, Today's 🎙 webinar starts in less than 1 hour.
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Hi MD,
🎙 WEBINAR: Improving Life-Work Balance for Your Remote Workforce
Starts in less than 1 hour.
What will you learn?
- How to create team structures that facilitate healthy working hours
- Which benefits and programs can improve life-work balance
- How to build psychological safety within remote teams
- How to identify and prevent burnout before it happens
- Where asynchronous workflows can help
Speakers:
- Amanda Day - Director of People Enablement
- Preston Wickersham - Senior Content Marketing Manager
- Claire Walsh- People Enablement Partner
- Tarrah Nhari - CX Program Manager
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by "Remote" <hello@remote-comms.com> - 10:32 - 7 Jun 2022 -
Level up your Kubernetes observability with New Relic
New Relic
Level up your Kubernetes observability with New Relic
In this fun and interactive workshop you’ll get hands-on with a working Kubernetes environment, learn about managing and configuring integrations from sources like Prometheus and Fluent Bit, and troubleshoot a range of issues with the New Relic One platform.
You’ll instrument a cluster in just a few clicks with New Relic, and then using a virtual and interactive lab platform you’ll work with powerful kubectl commands to explore the cluster, work with labels, annotations and Helm settings to configure your environment, before working on troubleshooting challenges, and deploying alerts to get notified of future issues.Register Now What you will do during this workshop
- Use a guided install for Kubernetes to instrument your cluster
- Use kubectl commands to query and inspect specific Kubernetes resources
- Learn about Prometheus scrape labels and how to use them to enable Prometheus metric collection
- Learn about Helm values.yaml files and using them to make configuration changes
- Learn how to manage common configuration changes related to Fluent bit and log ingestion in Kubernetes
- Learn about some common issues that may arise in Kubernetes clusters and how to identify them in the New Relic One UI
- Use Terraform to automate the creation of the Kubernetes NRQL alerts above.
Register Now If you have questions along the way, check our docs, community, or take a hands-on lab.
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by "New Relic" <emeamarketing@newrelic.com> - 04:37 - 7 Jun 2022 -
Dragging yourself out of bed? Eight questions can help address employee burnout.
McKinsey&Company
Battling burnout In the news • A sacred pause. For many entrepreneurs, extreme exhaustion is a familiar feeling, but burnout is also becoming commonplace for everyday workers. Still, making some changes can help. Besides finding a therapist, it’s important to learn what activities recharge you and set aside time for them. One CEO suggests creating “a very sacred pause” in the week, such as Friday night dinners, to help people relax and be present. When discussing burnout with your boss, explaining why your request is good for the company can convey confidence. [Bloomberg] • It’s complicated. In March 2022, around 4.5 million US workers quit their jobs. A growing number of unfilled roles can complicate life for the colleagues who stay. Half of US workers who responded to a 2021 survey said they had to accept more responsibilities after a former coworker left. With burned out workers resigning in search of better work–life balance, executives say companies need to figure out what to do now. Increasing flexibility in work schedules, supporting caregivers, and listening with empathy can help increase engagement and retention. [FT] 
Across the 15 countries in our survey, toxic workplace behavior is the single largest predictor of negative employee outcomes, including burnout symptoms. On McKinsey.com • A disconnect. Employers are responding to unprecedented levels of burnout by investing in a multitude of wellness programs. Across the globe, four in five HR leaders say that mental health and well-being is a top priority, a McKinsey Health Institute survey reveals. Yet in many cases, employee attrition and burnout remain stubbornly high. Why the disconnect? McKinsey research suggests that many employers focus on relieving symptoms of burnout among individuals but don’t deal with solving the root causes of burnout in the workplace. • Burnout’s biggest predictor. Employees who report experiencing high levels of toxic behavior in the workplace are eight times more likely than their peers to have symptoms of burnout, according to McKinsey Health Institute’s survey of nearly 15,000 employees and 1,000 HR leaders. Burnout is costly: respondents who have symptoms such as extreme tiredness are also six times more likely than others to say they intend to quit their jobs in the next three to six months. Explore eight questions that can help organizational leaders address burnout at work. — Edited by Belinda Yu Prevent workplace burnout 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> - 12:36 - 7 Jun 2022 -
Don’t be afraid of innovating
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Fear is a natural emotion and something we’ve all experienced at some point in our careers. While fear can sometimes motivate us to act boldly, it can also stand in the way of us achieving great things. In a recent survey, 85 percent of executives said that fear holds back innovation efforts often or always in their organizations. How can companies cultivate a culture of innovation while recognizing the role of fear? Be sure to check out a new article to explore the five ways to move past these barriers and drive growth. — Joyce Yoo, digital editor, New York 
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 
Quote of the Day —Tsedal Neeley, Naylor Fitzhugh Professor of Business Administration at the Harvard Business School, in a new Author Talks interview
Chart of the Day 
See today’s chart
Also New 
Navigating inflation in retail: Six actions for retailers Retailers are facing the possibility of persistent inflation—but they can meet that challenge in ways that streamline operations, retain customers, and drive profitable growth. Weather the storm 
Failure is not an option: Increasing the chances of achieving net zero Countries and companies globally are taking action to pursue net-zero emissions, but their plans could easily be derailed by myriad factors. Here are some considerations for helping to keep them on track. Monitor and adapt
How to be a great 21st-century CEO What do CEOs do? Why do they do it that way? And what matters most? Learn to lead
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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> - 06:34 - 6 Jun 2022 -
Is your leadership training effective? A leader’s guide
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Leadership development programs are a thriving business. Prior to the COVID-19 outbreak, the market was estimated to be worth more than $50 billion, and it is one of the few learning and development markets that continues to grow despite other economic trends. Yet over the decades, organizations have been consistently dissatisfied with the results of their leadership training efforts. For example, only 11 percent of executives in a McKinsey study believe that their leadership development interventions achieve and sustain the desired results. Strong leadership is more critical than ever as the world grapples with crisis and uncertainty. This week, let’s explore what’s missing in leadership training programs and how to adjust them to the needs of a new generation of leaders. AN IDEA 
Be rigorous and specific in your training efforts A one-size-fits-all program that develops generic leadership competencies is unlikely to suit the unique objectives of your organization. One company held a workshop to help leaders foster a “more global mindset”—with little discussion as to why a global mindset was essential to the company strategy to begin with or what participants should do differently in their daily work. A more effective approach is to rigorously connect your organization’s objectives with the critical leadership behaviors needed to achieve them. For example, an oil and gas company might emphasize operational discipline and safety, whereas a private-equity investment firm might value swift decision making and action. Clearly identify the gap that the leadership development program needs to fill, and focus on a few priority behaviors rather than making sweeping changes all at once.
A BIG NUMBER 20 That’s the number of fundamental leadership traits that correlate closely with organizational performance and should be at the center of any leadership development program. These characteristics include simple but effective tactics such as facilitating group collaboration, giving praise, and being supportive; in turn, they fall under the four broader leadership qualities of insight, integrity, courage, and agility. Collectively, these four attributes have the power to drive the kind of sustained innovation that can take organizations in bold new directions.
A QUOTE “Corporations are victims of the great training robbery.” With that provocative statement, the authors of this Harvard Business Review article launch into a critique of why most leadership development programs don’t deliver a good return on investment. A key reason is context: even highly motivated participants fail to apply what they have learned because their units are still entrenched in the old ways of doing things. Individual development, therefore, needs to come after organizational redesign. And since each region, function, and operating group has its own unique needs, senior leaders should consider a unit-by-unit change strategy that integrates individual education with organizational development objectives. Context is a critical element of successful leadership, and providing it involves equipping leaders with a small group of capabilities that will make a significant difference to performance.
A SPOTLIGHT INTERVIEW 
“We need to prepare the leaders of the future—people who are going to return this country to a better place,” says former presidential adviser David Gergen. In this McKinsey Author Talks interview, Gergen calls for a younger generation of leaders to tackle urgent issues such as economic challenges, racial inequities, and climate problems. He advises that doing so will require a hard head and a soft heart: “Both things are important. You do need someone who’s tough. . . . [But] an important element of leadership today is to understand the little guy, to understand the women who’ve been discriminated against, to understand the people of color who’ve been discriminated against, and to join them in trying to make their lives better.”
NEW DEAL 
Many of the favored leadership qualities of yesteryear—assertiveness, charm, charisma, risk taking—aren’t necessarily the ones that organizations choose to develop today. Increasingly, companies are looking for leaders who demonstrate humility, empathy, and the ability to look beyond their own self-interest. People-focused traits such as integrity, ethics, connectedness, and awareness of social-justice issues are increasing in importance, and more organizations offer specialized programs to develop leadership character. Lead by developing good leaders. — 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> - 02:25 - 6 Jun 2022 -
European consumers’ cost of living rises as optimism drops
McKinsey&Company
The adaptable European consumer In the news • Déjà vu. European consumers may feel like they’re back in 1999, when consumer price growth soared upon the creation of the single currency. Inflation in the eurozone has climbed for ten months straight, with the index of consumer pricing hitting 7.4% in April 2022; economists expect it to rise even more. Since the war in Ukraine began, the prices of energy and raw materials have soared, further driving up inflation. At the same time, the easing of COVID-19-related restrictions has intensified demand. [FT] • Not-so-stiff upper lip. Facing the biggest cost-of-living uptick on record, British consumers are feeling more pessimistic than ever, according to a market research company that has been tracking sentiment since 1974. UK consumers are more downbeat than their peers in France and Germany and more negative than they were during periods of high inflation and unemployment in the 1980s and 1990s. The future is murky, with inflation in the UK predicted to exceed 10% this year. [Reuters] Rising prices, followed by the invasion of Ukraine, have eclipsed COVID-19 as the number-one worry among European consumers. On McKinsey.com • Spending more and saving less. McKinsey’s latest European Consumer Pulse Survey tapped into the sentiment of 1,000 respondents in France, Germany, Italy, Spain, and the UK. In each country, more than half of consumers said their economy was in a bad state. Around 60% of respondents said their households were spending more on energy and utilities, transport and gasoline, and food and essentials. Higher prices also cut into savings, with five of ten respondents saving less. • An uptick in trading down. European consumers are responding to new stressors with new behaviors. Many are trading down, with 37% trying a private-label brand, 29% switching to a different brand, and 24% shopping at a different store. Consumers are clearly switching to cheaper options, particularly for household products, snacks and confectionary, and frozen foods. See how European shoppers are confronting inflation, along with how consumer behaviors are changing. — Edited by Katy McLaughlin Comprehend consumers 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> - 10:05 - 5 Jun 2022 -
Join us for 🎙Webinar: Improving Life-Work Balance for Your Remote Workforce
Join us for 🎙Webinar: Improving Life-Work Balance for Your Remote Workforce
Hi MD,
There is still time to register for our next webinar. Learn from four experts from Remote as they share practical strategies for managers and people leaders at every level to protect remote team members against burnout.
🎙 WEBINAR: Improving Life-Work Balance for Your Remote WorkforceDate: 7th June
Times: 3.30pm UTC | 4.30pm BST | 5.30pm CET | 11.30am EST
What will you learn?
- How to create team structures that facilitate healthy working hours
- Which benefits and programs can improve life-work balance
- How to build psychological safety within remote teams
- How to identify and prevent burnout before it happens
- Where asynchronous workflows can help
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by "Remote" <hello@remote-comms.com> - 08:17 - 5 Jun 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 path to net-zero emissions in the US, low-emission vehicles, organizations with cross-functional design integration, and online grocery shopping. FEATURED CHART America’s net-zero shift 
See more
This week’s other select charts A new high for low-emissions cars Spread the creativity Convenient but costly
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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> - 03:04 - 4 Jun 2022 -
The war in Ukraine is changing the world
McKinsey&Company
Share this email Monthly Highlights, June 2022 As the war in Ukraine persists, disruptions on a range of fronts are gathering force, and could reshape industries and economies. This month, our featured stories dive into the potential strength and direction of these shifts and their effects on lives and livelihoods, as well as the war’s possible ramifications on the key requirements for a more orderly net-zero transition. Other highlights in this month’s issue include the following topics: - the latest critical trends and risks in the global economy
- how US consumer sentiment and behavior have evolved since the pandemic began
- what makes a digital transformation successful
- the future of workplace real estate
Editor’s choice 
War in Ukraine: Twelve disruptions changing the world The war is devastating lives and roiling markets. Here we track the disruptions that seem likely to shape lives and livelihoods, beyond the immediate crisis. Navigate the crisis 
The net-zero transition in the wake of the war in Ukraine: A detour, a derailment, or a different path? The invasion of Ukraine will, at least initially, complicate the transition path to a net-zero economy, but this tragic development could still prove to be a turning point in accelerating progress in the medium run. Understand global events THIS MONTH’S HIGHLIGHTS 
Global Economics Intelligence executive summary, April 2022 Amidst high inflation and the continuing war in Ukraine, strong demand persists; forecasting institutions trim growth estimates. Understand worldwide trends 
How US consumers are feeling, shopping, and spending—and what it means for companies The latest Consumer Pulse survey shows that, across America, people have simultaneously embraced new behaviors and reverted to old ones. What will they do next? Understand the trends 
Digital transformation on the CEO agenda Successful digital transformations may not be as elusive as you think. The best CEOs know up front what success looks like—and what stands in their way. Get better, faster 
Workplace real estate in the COVID-19 era: From cost center to competitive advantage Companies today should build workplaces that help them realize their strategies. Here’s why and how. 3 steps for transformation 
State of Fashion Technology Report 2022 As technological innovation accelerates, fashion companies have an opportunity to serve customers better while also creating a more efficient, responsive, and responsible business. Keep up 
Can the automotive industry scale fast enough? The rapidly increasing uptake of electric vehicles could transform the automotive ecosystem and promote even greater innovations. For that to happen, two imperatives need attention now. Speed up ALSO NEW Marketing in the metaverse: An opportunity for innovation and experimentation Securing Europe’s future beyond energy: Addressing its corporate and technology gap Reflections on 20 years of McKinsey on Finance—and three challenges ahead The childcare conundrum: How can companies ease working parents’ return to the office? Reimagining the future of financial-services headquarters Bias Busters: When the crowd isn’t necessarily wise Author Talks: Tomorrow’s capitalist is socially conscious The role of space in driving sustainability, security, and development on Earth CFO perspectives on leading agile change Around the world, nurses say meaningful work keeps them going Forward Thinking on trade, vaccines, and sustainable and inclusive growth with WTO Director-General Ngozi Okonjo-Iweala Quantum computing just might save the planet SPECIAL FEATURES 
The war in Ukraine The Russian invasion of Ukraine has caused the greatest humanitarian crisis in generations. Here’s how leaders can respond. Navigate through uncertainty 
The graduate’s guide Recent insights and interviews to help you hit the ground running at your new job or internship during a period of continuing—and profound—change. See the collection 
Decarbonizing the world’s industries This collection draws together articles and reports that lay out a pathway to net zero for nine emissions-intensive industries. Explore the guide 
The McKinsey Crossword Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Play now 
McKinsey Classics Simple communication tweaks based on behavioral research can nudge employees into top form. Read our 2016 classic “How small shifts in leadership can transform your team dynamic.” Rewind 
Mind the Gap Read a sample of Mind the Gap, 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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Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:46 - 4 Jun 2022 -
Meet Uffizio at Seguridad Expo in Mexico at Booth No: 1248
Meet Uffizio at Seguridad Expo in Mexico at Booth No: 1248
It's official. We’re flying over international waters to be a part of Latin America's most awaited Security Expo! We are happy to announce that Uffizio will be exhibiting at Expo Seguridad Mexico this month, from 28th -30th June.
We’ll be talking about our advanced fleet management system, Trakzee. We will also demonstrate how it can help businesses increase profits and reveal some of our most exclusive features.
Our fleet management products have the reputation of maintaining international standards. Today, Trakzee is deployed in over 65+ countries and now it's time for Mexico! Visit us at Booth - 1248 and get a chance to see our platform live and in action!Schedule a meeting now! 
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by "Uffizio Technologies Pvt Ltd" <official@uffizio.in> - 06:29 - 4 Jun 2022 -
A look back on 20 years of McKinsey on Finance
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
It’s been 20 years since the release of McKinsey on Finance. The first issue was launched in the summer of 2001, and so much has happened in these two decades, including unprecedented technological advances, medical breakthroughs, financial crises, a global pandemic, and much more. Throughout this period of profound change, McKinsey on Finance has been guided by core economic and financial principles with a focus on long-term value-creation. As we look ahead to the next 20 years, get perspective on three of the most pressing challenges large companies face today and opportunities for the future. Be sure to check it out. — Joyce Yoo, digital editor, New York 
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
Quote of the Day “Being a good listener is about building trust with the person communicating with you. If they know it’s safe to say what they really think, they will be open. And trust comes with face-to-face communication, transparency, and authenticity.” —Bill Osborne, outgoing president of New Zealand Rugby on connecting with stakeholders in a new episode of the Inside the Strategy Room podcast
Chart of the Day 
See today’s chart
Also New 
How the petrochemicals industry can benefit from advanced analytics Four key elements that can help companies launch advanced analytics and machine learning programs. Stay updated
How Shanghai’s lockdowns are affecting global supply chains McKinsey’s Steve Saxon explains why severe restrictions in Shanghai reinforce the importance of diversification. Understand the issue
The McKinsey Crossword: Rhymes with H | No. 78 7-Down: Completely disordered Play now
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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> - 05:13 - 3 Jun 2022 -
Business travel is taking off again. How can airlines avoid five common pitfalls?
McKinsey&Company
Competing in corporate travel In the news • Welcome aboard. After two years of virtual meetings, business travel is on the rise again. Hotel executives note that more company meetings and conventions have taken place over the past few months, and major airlines in the US report rising demand for corporate travel even though they’ve raised fares to offset higher fuel costs. For now, most business travelers aren’t going very far. Domestic business travel is rebounding fastest, while in business traffic Asia is lagging behind Europe. [NYT] • Revenge tourism. In 2019, corporate clients reportedly spent more than $1 trillion on business trips. The recovery of this crucial segment has picked up in recent months. One business travel firm that works with S&P 500 companies says that bookings have increased from about 20% of prepandemic volumes at the start of 2022 to more than 50%. But many passengers are buying business class tickets for recreational travel, so a key question remains: How much of this boost to business travel is from “revenge tourism”? [Bloomberg] Before slashing prices or offering steep discounts, airline leaders should be aware of five pitfalls in business travel sales so they don’t lose even more value. On McKinsey.com • The business of business travel. Compared with leisure travel, corporate travel is expected to take longer to rebound. Naturally, airlines are eager to accelerate this recovery. However, many carriers make the mistake of overrelying on discounts, which can cut into profits. Worse, if an airline decides to cut corners elsewhere to make up the difference, it may hurt its reputation and lose passengers. In an age where online reviews are just a click away, repairing this damage may be difficult. • Ask the right questions. Asking five questions can help airline leaders steer clear of common pitfalls as they try to bring back business travelers. If the answer to one or more of these questions is “yes” or “I don’t know,” airline executives might want to reconsider their corporate sales strategy. Read on for better ways to compete in corporate travel, from using data to confirm that corporate travel deals actually generate value to breaking down departmental silos that can undermine sales efforts. — Edited by Jason Li Boost business travel 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> - 12:25 - 3 Jun 2022 -
Why investing in nurses pays off in excellent patient care
The Shortlist
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Our best ideas, quick and curated | June 3, 2022 View in browser
This week, we look at why high quit rates for nurses may imperil high-quality healthcare. Plus, new sources of lithium mining can help keep the electric-vehicle market moving, and how the war in Ukraine has caused 12 disruptions around the world. 
Care crisis. If you or a loved one have ever spent time in a hospital, you know the power of nurses to provide expertise and give comfort. But who is giving comfort to nurses, whose ranks have been stretched thin throughout the COVID-19 crisis? Over the past two years, McKinsey has found that nurses consistently, and increasingly, report planning to leave the workforce at rates higher than in the past decade. Supply–demand imbalance. Before the pandemic, the number of new nursing licenses in the US continued to grow at around 4 percent per year, infusing the nursing workforce with fresh talent to replace those who retired. In the latest McKinsey survey of healthcare professionals, 29 percent of registered nurses in the US (consistent with numbers in France, Japan, Singapore, and the UK) indicated that they were likely to leave their current role in direct patient care, with many saying they intended to leave the workforce entirely. This attrition rate, while bad for the nursing profession, also has broad implications for the overall US healthcare sector, which is already grappling with the challenges of caring for an aging population with an increasing number of chronic care needs. A growing gap. Earlier in 2022, 90 percent of COVID-19 Hospital Insights Survey respondents said workforce shortages were a barrier to addressing the increasing elective-surgery volume, up 11 percentage points from 2021. By 2025, McKinsey estimates that the US may have a gap of between 200,000 to 450,000 nurses available for direct patient care, equating to a 10 to 20 percent gap. To meet this demand, the US would need more than double the number of new graduates entering and staying in the nursing workforce every year for the next three years straight. Support on the front lines. While nurses respond to compensation as a factor in remaining in their positions, they say doing meaningful work is crucial. Factors such as feeling engaged by work and maintaining good health are also top drivers in surveyed nurses’ decisions to stay. What else would retain nurses? A McKinsey Frontline Workforce Survey in March 2022 revealed that nurses who had left direct patient care said a more manageable workload, increased total compensation, ability to take time off, and being more valued by an organization would be the most important factors they would consider when evaluating a return. There is no one-size-fits-all solution to the challenges of being a nurse. However, key stakeholders, such as healthcare providers, could focus on leadership support and better workforce planning and deployment. Positive leadership initiatives—such as directors doing rounds to show their support—have been correlated with higher retention, reduced medical errors, and administrative efficiency. If no actions are taken, there will be more patients in the US who will need care than there will be nurses available to deliver it. That’s a position that benefits no one. In the long run, investing in nurses is also an investment in patient care.
OFF THE CHARTS Minding the gap in the lithium-mining map Lithium is the driving force behind electric vehicles, but will its supply keep pace with demand? New technologies and sources of supply can fill the gap. Currently, almost all lithium mining occurs in Australia, China, and Latin America, which account for a combined 98 percent of production in 2020. An announced pipeline of projects will likely introduce new players and geographies to the lithium-mining map. This reported capacity base should be enough for supply to grow at a 20 percent annual rate to reach over 2.7 million metric tons of lithium carbonate equivalent by 2030. 
Check out our chart of the day here.
INTERVIEW Approach every situation with ‘a learner’s humility’ When Arundhati Bhattacharya retired as chairwoman of the State Bank of India in 2017, many observers thought her corporate journey had reached its end. But a few years into retirement, Bhattacharya became the CEO of Salesforce, India. Her move marked the beginning of a new professional chapter on several fronts: a shift from the public sector to the private sector, from banking to technology, and from a legacy Indian institution to an American software company. Yet, Bhattacharya has always believed that lifelong learning is the key to success. “When I think of the future, I see people having multiple careers,” she told McKinsey in a recent interview. “People will have to unlearn, relearn, and be on a learning curve for a very long time—in fact, for as long as they work.”
MORE ON MCKINSEY.COM War in Ukraine | Twelve disruptions from the war in Ukraine are affecting people’s lives and livelihoods with potent force, and they should be part of every company’s scenario planning. The longer the war lasts, the more unpredictable such disruptions may become. State of fashion technology | As technological innovation accelerates, fashion companies can focus on harnessing technology to creativity, streamlining operations, and creating value from innovation that can be sustained in the years ahead. Addressing Europe’s corporate and technology gap | How can European countries tackle long-standing gaps in corporate performance and innovation? The answers lie in focusing on innovation in detail and in practice, technology by technology and sector by sector.
TECH FOR EXECS Get your head in the cloud’s services: SaaS, PaaS, and IaaS McKinsey experts serve up a periodic look at the technology concepts that leaders need to understand to help their organizations grow and thrive in the digital age. What they are. Virtually every aspect of IT can now be leased as a service (aaS) via the internet from a host of providers. Cloud service providers, in particular, have expanded rapidly into the aaS world. Rather than having to buy, install, and manage an application, you can simply use it when you need it and let the provider handle the maintenance. These services change the face of IT costs, capabilities, speed, and responsiveness. Businesses can now access and begin using applications in as little as a few hours and avoid significant up-front investments in technology infrastructure that can quickly become obsolete. But the space has become an alphabet soup. SaaS (software as a service), PaaS (platform as a service), and IaaS (infrastructure as a service) are at the forefront of aaS offerings, leaving business executives scratching their heads over the differences among them—and which would best enable businesses to achieve their goals. We’re here to help make sense of it all. SaaS benefits. SaaS providers lease business software (for instance, customer-relationship-management systems like Salesforce, file managers like Box, and messaging systems like Slack) on a subscription basis, allowing for quick scaling and the flexibility to use the software only as long as needed. SaaS enables businesses to practically eliminate the costs of developing and maintaining applications on site. Quick and simple access to applications from any device can speed adoption and use and can increase worker productivity. SaaS limitations. SaaS software can be customized to a certain degree. However, the ability to innovate at the speed of markets means that businesses will likely need to up their technology innovation game beyond what SaaS providers were designed to provide. PaaS cloud service. Designed to support businesses’ need for in-house development capabilities without requiring reversion to significant IT infrastructure or new talent investments (such as SAP Cloud or Google App Engine), PaaS offers online access to servers, data centers, middleware, and software development and project management tools. Like with SaaS offerings, the pay-as-you-go structure allows companies to scale up or down almost instantly as markets or customer expectations change. PaaS can significantly accelerate a company’s time to market; businesses that have adopted it report bringing new capabilities to market around 20 to 40 percent faster than do companies that haven’t. Organizations can also lift and shift legacy applications to a PaaS so that they can retire server farms and reduce software license expenses. IaaS access. IaaS has swooped in to offer virtual access to computing, storage, and networking resources (for example, Amazon Web Services and Microsoft Azure) so that businesses will not have to return to buying hardware to support all their new applications and tooling. IaaS providers enable businesses to increase or decrease capacity as needed, serving as a particularly valuable resource for data management and compute power, especially if the volume is soaring or unpredictable. Minding the economic pitfalls. These aaS offerings are by no means plug and play. Shifting to the cloud requires executives to carefully consider how these services support strategy and mesh with each other and existing IT hardware. Some companies have made costly mistakes when dealing with the economics of cloud services, often because business leaders try to apply old-school, on-site computing economics to them. McKinsey’s cloud calculator is one tool that can help you determine the right strategy for aaS offerings. What technology concepts would you like us to help explain next? Let us know. — Edited by Barbara Tierney Share this Tech For Execs
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> - 12:06 - 3 Jun 2022 -
Unlocking the value of human capital
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Human capital—the strength of all the collective knowledge, attributes, skills, experience, and health of its workforce—is the most vital resource for any organization or economy. Individuals accumulate human capital throughout their working lives, and taking on new roles helps them become upwardly mobile. In fact, work experience can contribute to 40-60 percent of the average individual’s lifetime earnings. But making bold moves that stretch a worker’s potential is not possible unless employers take a chance on hiring them and provide opportunities. Don't miss a new report on how to unlock the power of your people. And to learn more about the research, be sure to register for a virtual event on June 15. — Sarah Skinner, digital editor, New York 
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
Quote of the Day “We found that women are not doing [nonpromotable] work because they really enjoy it or care more about doing the work. . . . Rather, it’s because we all have the expectation that women will do this work. That collective expectation is held by managers and people who are asking them to do this work. ” —Lise Vesterlund, director of the Pittsburgh Experimental Economics Laboratory in a new Author Talks interview
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Innovation sourcing in biopharma: Four practices to maximize success Biopharma companies’ pipelines are full of assets they source externally to access innovation. Four practices will help ensure their investments flourish at a time of fierce competition. Understand pharmaceutical innovations
Addressing unequal opportunity in an American city Spatial inequality limits opportunities for millions of Americans. How can companies leverage their unique positions to promote sustainable, inclusive growth in the communities they call home? Build a better future
How banks can reimagine lending to small and medium-size enterprises If banks reimagine and modernize their business-lending processes, they can take advantage of new opportunities with SMEs and capture more of the forecast growth. Take a new approach
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:07 - 2 Jun 2022 -
Forward Thinking on measuring the value of the digital age with Avinash Collis
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Forward Thinking on measuring the value of the digital age with Avinash Collis Born in India and now a professor in Texas, Avinash Collis talks about his work on creating a data dashboard that will enable us to measure the true value of the digital age. Innovate the process 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 
Democratizing technology with Anne-Marie Imafidon 
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by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 04:04 - 2 Jun 2022 -
Nine industries could lead the way toward a net-zero future. Here’s how.
McKinsey&Company
A net-zero world In the news • Buying green. An alliance of around 50 businesses has committed to buying green materials, such as low- or no-carbon steel, by 2030. At the World Economic Forum Annual Meeting in Davos, Switzerland, the First Movers Coalition—a group whose members are collectively valued at more than $8.5 trillion—announced that it seeks to cut emissions in heavy industry by investing in climate tech and creating a market for environmentally friendly materials, such as low-carbon cement. Aluminum, aviation, cement, chemicals, and steel today make up about 30% of the world’s emissions. [NYT] • Hydrogen hubs. Climate scientists think that clean hydrogen could become an important source of zero-emission energy in industries that typically depend on fossil fuels. That’s why “hydrogen is crucial” in the fight against climate change, according to one professor and climate change researcher. But making hydrogen in a clean and cost-effective way has so far been difficult. The US Bipartisan Infrastructure Law, passed in 2021, funnels $8 billion to establish hydrogen hubs to generate, store, and use clean hydrogen. [NPR] Over the past decade, the costs of renewables have dropped substantially (solar power by as much as 80%), making them competitive with conventional fuels. On McKinsey.com • Nine key industries. Decarbonizing emission-intensive industries may be challenging, but McKinsey research shows that solutions are within reach. Nine key industries—power, oil and gas, automotive, aviation and shipping, steel, cement, mining, agriculture and food, and forestry and land use—could lead the way to a net-zero economy. More than 50% of the world’s power could come from renewable sources (such as solar, hydro, and wind) by 2035, McKinsey analysis finds. • Transformation ahead. Electric-vehicle sales, along with planned production of low-emission cars, are surging. McKinsey estimates that virtually all new passenger vehicles sold in China, the EU, and the US will be electric by 2035. But getting to that point will take some effort: companies (and car owners) will need new supply chains, manufacturing know-how, and infrastructure, such as charging stations and hydrogen-fueling sites. That’s just one example covered in McKinsey’s net-zero guide for nine critical industries. — Edited by Belinda Yu See paths to net zero Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:14 - 2 Jun 2022 -
Addressing employee burnout: Are you solving the right problem?
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Did you know that nearly one in four employees globally report experiencing symptoms of burnout? While unprecedented resources are being invested in wellness programs, findings from a recent McKinsey Health Institute global survey suggest employers are underestimating the critical role of the workplace in reducing burnout. Across 15 countries, toxic workplace behavior was the biggest predictor of burnout symptoms and intent to leave. So what can employers do? A new article outlines actions to address the issue, as part of a McKinsey Health Institute flagship initiative to convene leading employers globally around the urgent priority of mental health. You don’t want to miss it. — Emily Adeyanju, digital editor, New York 
Addressing employee burnout: Are you solving the right problem? Employers have invested unprecedented resources in employee mental health and well-being. With burnout at all-time highs, leaders wonder if they can make a difference. Our research suggests they can. Battle burnout
Quote of the Day “To me, fundamentally, inclusive growth is about creating agency within people’s lives so that they have the ability to make the best decisions for themselves and their families” —Lata Reddy, senior vice president of Inclusive Solutions at Prudential Financial, on sustainable and inclusive growth in a new episode of the Future of America podcast
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What will it take to boost Latino economic power? McKinsey research reveals interventions that can help boost Latino participation in the US economy and strengthen the nation’s economic performance overall. Listen and support
Author Talks: Flex your ‘no muscle’ Nonpromotable work profoundly affects women’s careers and lives. In her new book, Lise Vesterlund explains why women so often agree to it—and how they can say no. Set boundaries
How inflation and the conflict in Ukraine are impacting European consumers The latest Consumer Pulse survey shows that, across Europe, people have changed their habits and adopted new behaviors in response to new stressors. Understand regional views
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:14 - 1 Jun 2022 -
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Anxiety can be good for you—really
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Everybody hurts In the news • Fearful. Is fear something to be completely avoided? Or is it perhaps a useful tool in this game called life? Definitely the former, says one professor of psychology, who compares not listening to our fears with not listening to pain: you can risk getting injured if you don’t feel the sensation. It’s not about whether your fears are rational. The big question those working through fear should ask themselves is if it’s proportional to the real-life threat. In other words: Does this particular fear matter in your daily life? [NYT] • Fearless. Worldwide anxiety and depression increased by 25% because of the COVID-19 pandemic, WHO reported in March. At work, anxiety and depression can manifest as not just stress but fear, multiplied by pandemic-induced situations over which we have little to no control. Ever-present anxiety can lead to burnout, depression disorders, and panic attacks. But understanding what’s causing your fear can help you come up with potential solutions and discern what influence you may have to effect change. [FT] “How does anxiety help you? To see possibilities. Anxiety is that feeling that there is a possibility of possibilities.” On McKinsey.com • Good for you. Anxiety isn’t a malfunction, says Tracy Dennis-Tiwary, professor of psychology and neuroscience and founder of Wise Therapeutics. Nor is it an automatic signal that something is terribly wrong. While anxiety has been a ubiquitous experience during the COVID-19 pandemic, it’s still misunderstood. She believes it’s in need of rebranding as a helpful, potentially transformative function of being human that allows us to create, be creative, and find meaning and purpose. • Though it can feel bad. In McKinsey’s latest edition of Author Talks, Dennis-Tiwary discusses her new book Future Tense: Why Anxiety Is Good for You (Even Though It Feels Bad) and how we can reframe our relationship with anxiety. Mental-health professionals, she believes, have unintentionally communicated harmful information about anxiety. Dennis-Tiwary proposes a different, healthy mindset about anxiety—including treating it as helpful “information, not a failure of happiness.” — Edited by Justine Jablonska Make anxiety your ally 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> - 12:16 - 1 Jun 2022 -
Saying no could help advance your career
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When was the last time you were asked to take on nonpromotable work? These are tasks, often done behind the scenes, that help the organization but don’t help advance your career. Unsurprisingly, women take on the bulk of nonpromotable tasks because there’s an expectation that they will do the work—which makes managers more likely to make these requests. This cycle is an organizational problem that not only hurts women’s careers but is also detrimental to the organization’s productivity and profitability, argues Lise Vesterlund, Pittsburgh Experimental Economics Laboratory Director, in a new Author Talks interview. Be sure to check it out and see how saying “no” can help advance gender equality. — Katherine Tam, digital editor, New York
Author Talks: Flex your ‘no muscle’ Nonpromotable work profoundly affects women’s careers and lives. In her new book, Lise Vesterlund explains why women so often agree to it—and how they can say no. Set boundaries
Quote of the Day “For Latinos, the concept of the American dream is ingrained in who they are, and this idea that the children do better than their parents. And when we were looking to see if the facts support this, what we see is that Latinos in general have rates of intergenerational mobility that are comparable to those of the White population.” —Lucy Pérez, McKinsey senior partner, on boosting Latino economic power in a new episode of The McKinsey Podcast
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Outgoing New Zealand Rugby President Bill Osborne on strategy and leadership The outgoing president of New Zealand Rugby discusses how his Maori background and time playing for the All Blacks have shaped his business career. Learn from a leader
Employers look to expand health benefits while managing medical costs A survey of US employers reveals their strategies and approaches for designing appealing health benefits packages and managing costs. Discover employer strategies
Bias Busters: When the crowd isn’t necessarily wise Leaders need to recognize herd mentality when it happens—and explore the contrarian view to help break the spell. Make bold moves
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 31 May 2022
