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• 5 key recommendations to improve your alerting strategy

  Sumo Logic

  Are your Best Practices the best they can be?

  

  View in browser When your SRE team is consuming valuable time and resources troubleshooting, the customer’s digital experience suffers. False positive alerts continue to cause real issues to be missed, downtime and decreased reliability. Sumo Logic product experts as they share 5 key recommendations to reduce alert noise and detect real issues efficiently. Choose what to measure Choose how to measure Decide who responds to alerts Decide where to route alerts Tune your alerts Wednesday, 22nd March at 2pm AEST Register today Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "SumoLogic" <marketing-info@sumologic.com> - 09:01 - 14 Mar 2023

• ลงทะเบียน! ร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทข้อมูลและกิจกรรมล่าสุดที่นี่   ดูออนไลน์     Innovation Day: Industrial Solutions, Chon Buri 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 23 มี.ค. 2566 เวลา 8:30-16:00 น.     สถานที่จัดกิจกรรม   ห้อง The Tee พัฒนากอล์ฟคลับ แอนด์ รีสอร์ท จ.ชลบุรี       + 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> - 09:01 - 14 Mar 2023

• Why typecasting can cloud good decision making

  Harmony Internal - McKinsey

  Address the bias ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities At work and in life in general, we often make assumptions about people based on their socially defined roles, such as a parent, a manager, or a teacher. This adherence to role theory, a cognitive bias, can cloud our decision making, according to McKinsey’s Eileen Kelly Rinaudo, Tim Koller, and Derek Schatz in a new Bias Busters article from McKinsey Quarterly. We’re all unique individuals, and we have to remember that our actions and motivations can be informed by lots of other things besides our socially designated roles. Check it out for more on the perils of executive typecasting and what organizations can do to address it. Bias Busters: The perils of executive typecasting Decision making can be clouded when people attribute others’ actions and motivations to the societal roles that they play (such as parent, teacher, and manager). Address the bias   Quote of the day “I think if you shut your eyes and think about when you learned the most in life, it’ll be at times when you were in risky or uncertain situations. That crystallization made it much easier for me to take on risky changes in different jobs that were really difficult.” —Ginni Rometty, former chairman, president, and CEO of IBM and the cofounder and cochair of OneTen, on why she thinks growth and comfort cannot coexist in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW ‘Let’s not just rely on data’: Holt Renfrew’s Anne Pitcher on the future of retail Retailers must become more consumer-centric, experiential, sustainable, and diverse than they’ve ever been, says the department store veteran and former managing director of Selfridges. Look beyond data   Achieving gender parity in Asia To make sustainable progress toward gender equality, businesses need to go beyond table stakes. What steps can companies in Asia take to address this challenge? Learn more   From bench to bedside: Transforming R&D labs through automation Laboratory technology has been a steady runner in the world of pharmaceuticals, rather than a racing star—until now. A series of innovations points toward exponential gains in R&D productivity. Accelerate your results   — Edited by Joyce Yoo, 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 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 Daily Read" <publishing@email.mckinsey.com> - 05:04 - 14 Mar 2023

• How William Hill boosts revenue and digital business growth using New Relic

  New Relic

  During the Grand National, William Hill had a direct hotline to New Relic in case they needed exceptional support during peak traffic. Yet, William Hill stayed stable and continued to ingest data, with no failures or downtime. With New Relic’s all-in-one approach, William Hill was able to have: 35% lower detection time 30% lower resolution time 60% reduction in alert noise. Find out more in our blog post on how William Hill boosts revenue and digital business growth with New Relic. Read the Blog 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" <emeamarketing@newrelic.com> - 06:36 - 14 Mar 2023

• Fuel Monitoring Software which works with various industries

  Fuel Monitoring Software which works with various industries

  White Label Fuel Monitoring Software

  Free Trial Revolutionize the way your industry manages fuel usage with our cutting-edge fuel monitoring software. Use cases across industries Tanker Trucks Tankers are often used to transport fuel. 53% of tanker truck overseers have reported the theft of fuel during transit. Such thefts can affect your business’s bottom line and dip your profits. To avoid this, use a fuel monitoring solution for petrol and diesel transfer. Diesel Generator Monitor the consumption of diesel in your DG set. You can track run hours, refills, and battery voltage. Also receive notifications for generator overheating, low fuel levels, or a sudden decrease in fuel levels. Marine Fleets Get accurate fuel sensor data, even when your ship is at a distant sea. Experience zero data gaps. Monitor multiple tanks at the same time and get notifications for fuel theft. Discuss your usecase get your business growing Get a Demo 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> - 12:30 - 14 Mar 2023

• Brain health conditions are pervasive. How can society reclaim healthy years of life?

  On Point

  Research from the McKinsey Health Institute ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Better brain health In the news • Mental health workouts. In 2022, stress prevented a quarter of US adults from functioning on most days, an American Psychological Association survey has found. To help people develop greater resilience, mental health gyms offering services such as journaling and neurofeedback therapy are being set up throughout the country. One gym offers equipment such as flotation therapy tanks and zero-gravity chairs to promote relaxation. The practices are useful but cannot replace treatment from a mental health professional, one expert said. [BBC] • Your brain on art. The brain is wired to respond to art, says the coauthor of an upcoming book on neuroaesthetics, or the study of how the brain reacts to art. Dance, music, and other cultural pursuits are an important part of mental and physical health. When people create or appreciate art, they often enter a calm, focused state of mind, which can lower stress. One way to enjoy the health-boosting benefits of art is to establish a daily arts practice, whether it’s 20 minutes of coloring, dancing, knitting, or playing a musical instrument. [WaPo] Mental and substance-use disorders are on par with cardiovascular diseases as one of the top three most burdensome conditions in society. On McKinsey.com • Lost years. Brain health affects every person’s life. Mental and substance-use disorders are highly treatable and often preventable. Yet these conditions remain common worldwide, with nearly one in eight people having a mental disorder before the COVID-19 pandemic, explain McKinsey senior partner Martin Dewhurst and coauthors. The associated burden of brain health conditions contributes an added 150 million lost years globally, analysis by the McKinsey Health Institute and the Healthy Brains Global Initiative collaboration finds. • Better quality of life. Unlike other chronic illnesses, mental and substance-use disorders disproportionally affect younger people. Along with improving overall quality of life, reclaiming just one year of life without a brain health disability could return roughly $200,000 of economic value, on average, to the global economy. Even if society does not discover new drugs, we have the potential to recover healthy years of life by applying well-established interventions. See the estimated burden of brain health conditions by country. Prioritize healthy brains — 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> - 12:13 - 14 Mar 2023

• Scaling green businesses: Next moves for leaders

  Harmony Internal - McKinsey

  3 areas of action ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities What’s next for green businesses? While decarbonization efforts including electric vehicles, wind and solar power, and green hydrogen have been notable, more needs to be done to meet net-zero targets. In a new article, McKinsey’s Rob Bland, Laura Corb, Anna Granskog, Tomas Nauclér, and Giulia Siccardo lay out three actions green business builders can take as they navigate an uncertain economic and geopolitical environment. See why building up supply chains, addressing the skills gap, and exploring different avenues for financing and investments could make a difference in the path to a net zero future. Scaling green businesses: Next moves for leaders New challenges—and opportunities—have emerged for green business builders. A set of actions could help companies scale during these uncertain times. 3 areas of action   Quote of the day “Success is about more than just being present in fast-growth markets. We need to have a clear purpose and understanding of the impact we wish to have.” —Ingrid Johnson, president of Sun Life Asia, on how insurance can help make societies in Africa and Asia more resilient in “Building purpose-led businesses: An interview with Ingrid Johnson” Chart of the day See today’s chart   ALSO NEW Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Ginni Rometty shares her strategies for managing conflict, finding growth in discomfort, and remaining grounded in ambition to make you proud of not only what you do, but how you do it. Be proud of the life you live   Accelerating customer-centric innovation in medtech Investing in understanding the needs of customers and the healthcare ecosystem in the early stages of innovation can boost performance and reduce the risk of failure. Start small   How digital tools could boost efficiency in African health systems By expanding their use of digital health tools, African health systems could realize up to 15 percent efficiency gains by 2030 and reinvest the savings to improve access and outcomes. Make a difference   — Edited by Joyce Yoo, 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 Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:39 - 13 Mar 2023

• Use your imagination: A leader’s guide to scenario planning

  Harmony Internal - McKinsey

  Picture this ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The Titanic was deemed ‘unsinkable’ before it hit an iceberg. Technology and forecasting techniques have advanced considerably since that 1912 disaster. Yet leaders still struggle to cope in a world where catastrophes are increasingly more frequent, more severe, and more far-reaching in their impact. While no organization can anticipate all disruptions, the pandemic and its aftershocks have revived the value of scenario planning, a time-honored exercise that now requires a higher degree of senior-leadership involvement than has traditionally been the case. Here are some creative ways to scan the horizon for high-consequence, low-probability events that could seriously damage your organization. AN IDEA Look for opportunities amid danger “Scenario planning is squarely back,” assert McKinsey’s Andrew Grant, Ziad Haider, and Anke Raufuss in their article on how companies should prepare for the so-called black swans, gray rhinos, and other disruptions that characterize geopolitical events today. “The imperative to lift one’s gaze and look around the corner has become key to strategy and performance,” they say, advocating that leaders develop a deeper level of strategic foresight and creative thinking than was necessary in earlier, more stable times. This may involve “reperceiving” events through multiple lenses when scanning for scenarios, as well as looking for “silver linings”—openings amid turmoil that allow organizations to operate safely and potentially gain competitive advantage. “Leaders within multinational corporations also are reflecting on appropriate ways to inform policy in a more polarized geopolitical environment,” the authors add. “An organization should . . . consider how to employ its voice.” A BIG NUMBER 3 That’s the number of key scenarios we have developed that CEOs and their teams may want to consider for 2023 and beyond, as discussed in this article by McKinsey senior partner Michael Birshan and coauthors. Two scenarios depict a range of possible outcomes and GDP growth rates, while the third offers a more pessimistic outlook reminiscent of the economic conditions of the 1970s. Working with these scenarios can “help executive teams build shared conviction about their operating and competitive environment,” the authors suggest. “Consequently, [they can] act more decisively when it’s time to commit, be bold, and accelerate execution; or hold back, remain agile, and preserve optionality. These scenarios can help provide the foresight that can improve the odds of success.” A QUOTE “To embed scenario thinking, organizations must institutionalize new mental habits and ways of working.” That’s McKinsey partner Bernardo Sichel and colleagues on how to get past the many cognitive biases that can undermine scenario planning. For example, people may base decisions on what they already know (availability bias) or assume that the future will look just like the past (stability bias). With their natural bias toward stability, leaders may tend to outsource scenario creation to junior team members or external vendors—a “problematic” situation, in the authors’ view, “because when senior leaders aren’t part of the process of developing scenarios, they are less likely to make sense of or act on them.” Rather than hanging back, leaders need to be at the forefront of scenario planning, instilling the idea of change, establishing processes to counter bias, and encouraging the habit of thinking the unthinkable. A SPOTLIGHT INTERVIEW As geopolitical risks increase, companies are challenged to plan in a continually shifting environment. In an interview with McKinsey, top executives from three global organizations discuss their most pressing concerns, which include discordant relationships among countries, the growing prominence of government affairs, widespread disinformation, and the difficulty of staying ahead of current events. One executive emphasizes “the need to make sure, both in terms of how we run our company and how we sell things, that we really do look to have resiliency and redundancy, whether that’s in manufacturing, whether that’s in supply chain, or whether that’s in R&D.” Another leader fears an inconsistently regulated internet: “One thinks about all the benefits that have been derived from an integrated, free, interoperable internet over the past 15 to 20 years, and now look at this future of one that is a ‘splinter net,’ not an internet,” he says. IT’S IN THE CARDS Even the contemplation of multiple scenarios—and having to choose among them to create a plan—can sometimes leave leaders confused and overwhelmed. This classic McKinsey article offers some ways to cut through the clutter. For example, “companies should search for predetermined outcomes—particularly unexpected ones,” recommends the author. Predetermined outcomes are the inevitable consequences of things that are already happening, such as demographic shifts or fluctuations in supply and demand. “As in physics, every economic action has a predetermined reaction,” the author points out. “These reactions are often ignored in business strategy. If uncovered through scenario planning, however, they can generate powerful insights.” Lead by creating effective scenarios. — 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> - 02:10 - 13 Mar 2023

• Test Smarter, Sleep Better With Design-First API Contract Testing: A Real-Life Scenario

  SmartBear

  Last Chance to Register!

  VIEW IN BROWSER Webinar Invitation   Test Smarter, Sleep Better With Design-First API Contract Testing: A Real-Life Scenario Join us this week to dive deeper into the integration for enhanced API designing + testing! Register Now   Imagine a world where you don’t have to wake up at 3 AM to fix an easily preventable API outage. Or one where you catch errors earlier in the cycle, rather than wait for others to confirm if your changes caused code to break. Join this webinar for an interactive walkthrough of design-first API contract testing - the solution to preventing API service outages. Our poster boys for design-first API contract testing, Yousaf Nabi and Alex Bonstrom, will show you a real-life implementation of the SwaggerHub and PactFlow integration for your API provider and API consumer teams.   Hope to see you there! P.S. Not sure to join? As a live attendee you'll find this format gives you a lot of value in a short amount of time - especially if you have questions. (You can catch the recording later, but potentially get a lot more out if you join us live.)   Molly Farmer Growth Marketing Manager, SmartBear swaggerhub-team@smartbearmail.com

  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 "Molly from Smartbear" <swaggerhub-team@smartbearmail.com> - 01:36 - 13 Mar 2023

• The global order is fragmenting. How can leaders anticipate geopolitical risks?

  On Point

  Black swans, gray rhinos, and silver linings ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Getting ahead of geopolitics In the news • More volatility. Businesses could confront additional volatility in 2023 as tensions between major world powers come to the fore. No longer relegated to dinner party talk, geopolitics have become a chief concern for executives, according to one expert. More and more countries are using financial measures to achieve strategic national goals. That means complications such as economic sanctions and trade restrictions. C-suite leaders are looking to establish geopolitical risk management functions at their companies. [WSJ] • Diversifying supply chains. High inflation, increasing interest rates, and strained international relations are prompting companies to reconfigure supply chains for greater resilience. Businesses are navigating a raft of challenges, including Europe’s energy crisis and the possibility of regional conflicts in Asia, the latter of which could disrupt an important source of electronic chips. Since relying on a single supplier is risky, many companies are turning to dual sourcing, says one business school professor. [FT] In our era of volatility, the need for board-level strategic conversations on geopolitical risk is vital. On McKinsey.com • What concerns CEOs. The global order is still reeling from disruptions related to the war in Ukraine. A central concern among global CEOs we have spoken with is whether and how they will contend with additional geopolitical ruptures when they occur, reveal McKinsey senior partner Andrew Grant and coauthors. Even as boards and CEOs work to build capabilities in managing risks and developing geopolitical resilience, looking around the corner has become key to strategy and performance. In other words, scenario planning is squarely back. • Anticipate risks. Geopolitical scenarios can be viewed through three lenses: black swans, gray rhinos, and silver linings. The first, black swans, are commonly known as unexpected events that carry major impacts. The war in Ukraine was arguably the core case study in 2022. Although black swans are inherently unpredictable, anticipating as wide a range of scenarios as possible is crucial for sound planning. Consider how organizations might both anticipate geopolitical risks and define their role in shaping the environment around them. Develop geopolitical resilience — 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> - 11:21 - 12 Mar 2023

• The week in charts

  The Week in Charts

  The market value of metaverse activity, Black talent, 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 the market value of metaverse activity, Black talent, women in tech, first-time biotech launches, and the commercial aviation industry. FEATURED CHART Meta-value See more This week’s other select charts Building up Black tech talent An uneven distribution of women in tech Launch and learn Plane planning  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> - 03:39 - 11 Mar 2023

• La agenda de resiliencia: soluciones a largo plazo para un mundo perturbado

  Harmony Internal - McKinsey

  Además, lo que los ganadores de People + Performance (personas + desempeño) hacen de forma did ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Destacados mensuales, marzo de 2023 En el último año, los líderes se han enfrentado a disrupciones y crisis propias de toda una vida: conflicto global, incertidumbre energética, escasez de alimentos, aceleración de la inflación y fenómenos climáticos graves. Las disrupciones naturales, así como las provocadas por el hombre no harán sino persistir. Para permitir un crecimiento sostenible e inclusivo a largo plazo, debemos fortalecer la resiliencia más allá de la capacidad de supervivencia. En un nuevo whitepaper hecho en colaboración por McKinsey y el Foro Económico Mundial (World Economic Forum, o WEF), Bob Sternfels, managing partner global de McKinsey, y Børge Brende, presidente del WEF, exponen los elementos clave de la agenda de resiliencia y las acciones que los sectores público y privado deben emprender para fortalecer la resiliencia mundial. Otros temas destacados de la edición de este mes son los siguientes: • por qué priorizar el desarrollo de los empleados puede ofrecer una ventaja competitiva • el destino de la globalizacion • cómo los consumidores valoran las marcas y los productos que incorporan declaraciones relacionadas con las iniciativas ASG • cómo las desinversiones empresariales pueden desbloquear un valor enorme La selección de nuestros editores Aprovechar el impulso para desarrollar resiliencia de cara a un futuro de crecimiento inclusivo sostenible La ‘agenda de resiliencia’, desarrollada por el Foro Económico Mundial con McKinsey & Company, es el primer programa serio para coordinar soluciones a largo plazo en nuestro desfiante mundo. Apoye la diversidad LOS DESTACADOS DE ESTE MES El desempeño a través de las personas: Transformar el capital humano en ventaja competitiva Un enfoque doble en el desarrollo de las personas y su buena gestión le brinda a un grupo selecto de empresas una ventaja de desempeño a largo plazo. Enfatice el desarrollo de habilidades Cómo está cambiando nuestro mundo interconectado ¿Cuál es el destino de la globalización? Una nueva investigación analiza los cambios en los flujos globales que nos unen y lo que significan para nuestro futuro. Adopte el cambio Los consumidores se preocupan por la sostenibilidad y lo respaldan con sus billeteras Un estudio conjunto de McKinsey y NielsenIQ examina el crecimiento de las ventas de productos que afirman ser ambiental y socialmente responsables. Aprovéchelo El poder de decir adiós: Cómo las desinversiones parciales pueden generar valor Las separaciones pueden ser una oportunidad única para crear valor para las empresas. ¿El secreto? Conocer los detalles sobre los costos de soporte y el talento. Coseche los frutos El juego de la plataforma ERP: Más barato, más rápido, mejor Las actualizaciones de la planificación de recursos empresariales (enterprise resource planning, o ERP) pueden ser caras, complejas e inevitables. Un enfoque de producto y plataforma puede gestionar los costos y mejorar los resultados. Actualice su ERP En toda resolución de problemas, debe haber un poco de desacuerdo En el entorno de negocios interconectado de hoy, las empresas no podrán resolver los problemas con eficacia sin fomentar el "desacuerdo contributivo" (“contributory dissent”), un enfoque saludable para reunir diversas perspectivas que se debe enseñar a los miembros del equipo, modelado por los líderes y respaldado por la cultura. Elabore un plan Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Rekindling US productivity for a new era The executive’s guide to new-business building Why you can’t tread water when inflation is persistently high John Chambers: ‘Breaking away during the tough times is when the next generation of great companies gets formed’ Petrochemicals in 2022: A return to normalcy, with uncertainty ahead Global Insurance Report 2023: Expanding commercial P&C’s market relevance Author Talks: How to stay healthy no matter what How to close the Black tech talent gap Digital and AI-enabled wealth management: The big potential in Asia Author Talks: The world’s longest study of adult development finds the key to happy living Forward Thinking on how to get remote working right with Nicholas Bloom For love of meat: Five trends in China that meat executives must grasp CO2 removal solutions: A buyer’s perspective Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by NPD. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics At a time when businesses are again trying to rein in costs, you’ll want to read “Five myths (and realities) about zero-based budgeting.” Rewind The Shortlist Four of our best new ideas, delivered twice monthly. Read a sample, and sign up for it or any of our 40+ free email subscriptions. Subscribe — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:50 - 11 Mar 2023

• Geopolitical risk, gender parity in Asia, 10 resilience actions for procurement leaders, and more: The Daily Read weekender

  Harmony Internal - McKinsey

  Essential reads for the weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities As you unwind this weekend, get caught up on the week’s big insights on how to navigate geopolitical risk, 10 actions for procurement leaders, opportunities for gender parity in Asia, and more. McKinsey’s Andrew Grant and Ziad Haider talk about today’s geopolitical landscape and how leaders can develop the resilience they need to thrive amid instability in a new episode of The McKinsey Podcast. Develop resilience McKinsey’s Roman Belotserkovskiy, Marta Mussacaleca, Marc Sommerer, and their coauthors present a resilience toolbox with 10 core actions procurement leaders can take to combat volatility, inflation, shortages, and other challenges. A resilience toolbox How can companies in Asia bring more women into the workplace, particularly at senior levels of leadership? McKinsey’s Kweilin Ellingrud and Anu Madgavkar discuss the issues around gender disparity in the Asia–Pacific region and the opportunities ahead. Embrace gender equality Our weekly briefing note on sustainable and inclusive growth explores decarbonizing cement and concrete production, how real estate players can navigate climate change, and more. Get updated QUOTE OF THE DAY “Our expectation is that full autonomy will maybe take a couple of decades. In the meantime, it will be ADAS [advanced driver assistance systems] that improves people’s lives for commuting, and for delivery of goods. So it’s a stepping stone for us to reach full autonomy.” —Hull Xu, chief financial officer of Cepton, on the future of the autonomous-vehicle sector in “Conversations in motion: Safe, autonomous driving for everyone” chart of the day See today’s chart Ready to unwind? What is design thinking? Design thinking is a systemic, intuitive, customer-focused problem-solving approach that organizations can use to respond to rapidly changing environments and to create maximum impact. Build success  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  57-Across: Sky sights represented by this puzzle’s shaded squares? Know the answer? Test yourself with the latest McKinsey Crossword, Sun Screens | No. 118. Catch the sun  — Edited by Joyce Yoo, 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 Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:39 - 10 Mar 2023

• You’re invited! Join us for discussions on talent and US productivity

  Harmony Internal - McKinsey

  Register now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Learn more about McKinsey Global Institute New from McKinsey Global Institute You’re invited! Join us for discussions on talent and US productivity We invite you to join us for two special virtual events taking place this month featuring insights from our latest research and discussions with leading voices. Performance through people: Transforming human capital into competitive advantage Thursday, March 16, 8:00 a.m. PT | 11:00 a.m. ET | 4:00 p.m. CET | 8:30 p.m. IST We’ve found a dual focus on developing people and managing them well gives a select group of companies a long-term performance edge over sector peers when it comes to earnings consistency, resilience in times of crisis, and employee retention. Join McKinsey authors and Kausik Rajgopal of PayPal, Gina Jardine of CRH, Prithwiraj Choudhury of HBS, and Jeff Cava, former CHRO of Nike, Starwood, and other firms. They’ll discuss how companies can translate developing talent into bottom-line impact in the context of broader workplace trends, including hybrid work, talent shortages, and skills development for the future of work. Reserve your spot Rekindling US productivity for a new era Wednesday, March 22, 12:30 p.m. PT | 3:30 p.m. ET We’ve found 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. Join McKinsey authors and Erik Brynjolfsson of Stanford, Beth Cobert of the Markle Foundation, Steve Case of Revolution, and Nick Thompson, CEO of the Atlantic, for a discussion on the striking variations in long-term productivity growth patterns across states, cities, sectors, and companies, and steps leaders can take today to accelerate productivity and create a more sustainable, inclusive, and growing economy in the US. Reserve your spot  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 Global Institute" <publishing@mail.mckinsey.com> - 02:09 - 10 Mar 2023

• I’m right, you’re . . . also right? Learning how to argue

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. In this edition, we look closely at how to have a good argument, understanding geopolitical risks, and more. We hope you enjoy the read. —Liz and Homayoun What’s new Dare to disagree. What did you do the last time someone disagreed with you? Did you welcome the interruption? Did you actively engage with the naysayer? Or did you get defensive, or even shut down? While we can all agree in theory that dissent is a good thing, managing it in practice is both an art and a science. Done sensitively, dissent can move discussions of all kinds toward better outcomes without undermining group cohesion. A new article—Into all problem-solving, a little dissent must fall, by Ben Fletcher, Chris Hartley, Rupe Hoskin, and Dana Maor—delves into three specific behaviors that leaders can encourage among their teams to foster effective cultures of dissent. What’s now Know your geopolitical risks. Color coding makes it easy: black swans are out-of-this-world events that no one expects; gray rhinos are predictable and potentially calamitous, but everyone downplays the risk; silver linings are the unexpected openings that, like a ray of sunshine, can break through storm clouds. Boards and management teams worldwide are coloring in their scenarios as they grapple with the new complexities of geopolitics.   Before you put on your painter’s smock, read Black swans, gray rhinos, and silver linings: Anticipating geopolitical risks (and openings), by Andrew Grant, Ziad Haider, and Anke Raufuss. What’s next Productivity is a puzzle. In most Western economies, productivity has sagged in the past few decades, despite stunning advances in technology. Why? One clue might lie in the varying practices of leaders and laggards. The McKinsey Global Institute found sharp differences among US states, sectors, and cities—as well as companies, where leaders do more to build a future-ready workforce, get the most out of today’s technologies, and are already putting tomorrow’s tech to work. Missing a piece of the puzzle? Find it in Rekindling US productivity for a new era, by Charles Atkins, Olivia White, Asutosh Padhi, Kweilin Ellingrud, Anu Madgavkar, and Michael Neary. What’s needed The winds of change are blowing. To withstand the gusts, leaders at all levels need to embrace the inevitability of change, rather than fight against it. To transform your relationship with uncertainty, try adopting a service-based leadership style: practice treating transitions as an opportunity for renewal, for everyone. For example, instead of focusing on questions like “What legacy will I leave?” try asking, “What organizational purpose do I serve?” For more, including five concrete steps leaders can take to jump-start an adaptability mindset, check out the latest McKinsey Quarterly Five Fifty, Mindsets for success: Lessons from top CEOs.  We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.  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 Shortlist 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 Shortlist" <publishing@email.mckinsey.com> - 02:38 - 10 Mar 2023

• How—and why—should leaders encourage dissent?

  On Point

  How to engage with naysayers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The dance of debate In the news • Dissent done delicately. Insubordination might actually be a good thing, says one author and psychology professor. When someone is willing to disagree with the majority, that can sharpen the group’s decision-making ability. Speaking up in a workplace, however, comes with the real risk of being rejected or negatively perceived. One tactic is to pull individuals into one-on-one conversations and ask for feedback before communicating an idea with a group. Allowing colleagues to convey concerns in private could even potentially turn critics into allies. [HBR] • Intellectual honesty. Team members that respectfully disagree with one another are often more innovative. But how can executives convince employees to speak up? To foster healthy debate, individuals should feel safe revealing what’s on their minds. But beyond psychological safety, teams need intellectual honesty. When employees share their expertise with others, the entire team benefits, and innovation thrives. To ensure that team members feel that all perspectives are welcome, leaders might consider letting everyone else have their say before weighing in. [MIT] It’s beneficial for leaders to actively seek out the views of vocal naysayers, who can turn into influential champions just by being part of the conversation. On McKinsey.com • Handling dissent. Recent events have underscored the importance of collaboration and of welcoming diverse perspectives when trying to solve complex workplace problems. Now more than ever, decision makers can’t act alone. But while many leaders say they welcome dissent, they might not like it when they get some. What’s missing in many companies is contributory dissent, or using the skills required to engage in healthy, if divergent, discussions about critical business problems, according to McKinsey senior partner Dana Maor and her coauthors. • Choreographing debate. One strategy to encourage healthy dissent is for business leaders to choreograph the debate. Helping design collective-thinking processes may enable people to know how best to play their part. Establishing protocols for debate can also make it easier to raise dissenting opinions. At one company, people are asked to call out their underlying values or potential biases when expressing dissenting views. Consider more ways that leaders can encourage contributory dissent and build a culture where constructive feedback is expected. Empower employees to speak freely — 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> - 10:11 - 9 Mar 2023

• Generative AI: Unlocking the future of fashion

  Harmony Internal - McKinsey

  Explore the possibilities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities There’s been a lot of buzz around generative artificial intelligence (AI) in recent months, and soon it could become a major force in fashion. According to McKinsey analysis, generative AI could add up to $275 billion in operating profits to the apparel, fashion, and luxury sector, with use cases in merchandising, supply chains and logistics, marketing, consumer experience, store operations, and more. While the technology is still nascent, it has the potential to become a game changer in many aspects of fashion businesses, say McKinsey senior partner Holger Harreis, partner Roger Roberts, and their coauthors in a new article. Explore the possibilities of the future of fashion and stay ahead of the curve. Generative AI: Unlocking the future of fashion While still nascent, generative AI has the potential to help fashion businesses become more productive, get to market faster, and serve customers better. The time to explore the technology is now. Explore the possibilities Quote of the day “Digital transformation is the key enabler to create an advanced ecosystem and generate comprehensive and sustainable impact for both the company and society.” —Paolo Gallo, CEO of Italgas, on the key enablers for switching to longer-term capex investments in “‘Whatever we can measure, we can manage’: An interview with Paolo Gallo” Chart of the day See today’s chart   ALSO NEW The EU digital strategy: The impact of data privacy on global business New data regulations from the European Union require organizational attention, and three key steps can help navigate the data privacy landscape. Navigate the new landscape   K–12 teachers are quitting. What would make them stay? New McKinsey research shows that nearly a third of US K–12 educators are thinking of leaving their jobs. But there are steps districts could take to attract and retain the teachers the nation needs. How to keep teachers   Advancing metals and mining in Southeast Asia with digital and analytics Southeast Asia is a top producer of base metals, including nickel and copper, but its downstream-processing industry is lagging behind. Investing in digital and analytics could enhance productivity. Start the transformation   — Edited by Joyce Yoo, 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 Daily Read 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 Daily Read" <publishing@email.mckinsey.com> - 06:29 - 9 Mar 2023

• It’s here... The Remote Global Update March 2023

  It’s here... The Remote Global Update March 2023

  Get your hands on the most impactful, eye-opening piece of research in remote work to date. The Remote Workforce Report 2023 has all the answers you need to grow globally with confidence.

  March 2023 It’s here: The definite report on remote work and distributed teams for 2023.   This first-of-its-kind research includes the data you need to access and retain top talent; realize the cost efficiencies of global hiring; and future-proof your organization against a rapidly shifting economic climate. Get your free copy of the Remote Workforce Report 2023 today Remote product release notes for February Remote CEO, Job van der Voort, has just released a new blog article outlining some of our most exciting new product features. In this latest update, Job provides valuable insights into our new features for employers, gives a sneak preview of what's coming next on Remote, and shares an exclusive glimpse of the new look and feel that's coming soon! Read the update Calling all law firms Are your clients struggling to find an HR partner they can trust to enable international employment? Join our referral partner program to empower your clients with the compliance protection, equity management expertise, and legal support they need to grow globally. Plus, they'll gain access to special discounts on Remote’s global employment platform. Sign up now Partnership news Easy speedy grant equity for international teams We are excited to share Easop has launched an easy-to-use integration with Remote. Connecting Easop and Remote will now allow US companies to grant and manage equity for international team members – a powerful incentive to attract the world’s best talent. Learn more New partner discounts available We're thrilled to add Little Emperors, Shyft, Workwize, and Zendesk to our growing roster of marketplace partners. Learn how they can help you grow your global business and get special discounts on their products. See all the deals Events Webinar: Future of global employment - what we learned from 1,500+ remote leaders Thursday, March 30, 2023 5:00PM UTC Don’t miss out on fresh insights about the future of global employment and remote teams! Join the expert panel as we delve into the data from Remote’s 2023 Global Workforce Report and discuss the key lessons for leaders of distributed teams. Register now to secure your spot. Save your spot Join us at HRD National HR Summit 2023 in Sydney, Australia on March 22-23. Remote is proud to be the Event Partner of HRD National HR Summit 2023 in Sydney, Australia on March 22-23. Paula Dieli, our VP of Onboarding and Mobility, will share her expertise on retaining top talent. If you’re Down Under, come and visit us at booth 36! Find out more Remote-First Institute fights for location-independent work Looking to support the future of work? Donate to Remote-First Institute's mission to help transition 100,000 companies to remote-first by the end of 2025. Support the mission On-demand Webinar: Mass-quitting in 2023. How to be an outlier company Watch our online HR event with global experts to learn how to retain top employees and prevent resignations by understanding why employees leave and creating a desirable work environment. Watch now Find the best talent anywhere Access a global hiring pool through our Talent Marketplace. Connect with sourcing agencies and recruiting firms to tap into top candidates faster. Remote customers can also enjoy special discounts from our partners. Browse the marketplace Connect with Remote on our social channels You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 11:30 - 9 Mar 2023

• [White paper] What Makes Observability a Priority

  New Relic

  Organizations are managing a more diverse array of infrastructure than ever, which increases security, risk, and compliance concerns and affects service-level metrics. However, monitoring is fragmented and significant data is unmonitored. In our whitepaper,  What Makes Observability a Priority, we discuss the rise of monitoring and observability, cloud adoption, and why pricing and billing can be a barrier to achieving observability. Read White Paper 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" <emeamarketing@newrelic.com> - 09:07 - 9 Mar 2023

• You're' invited 🎙Webinar: Future of global employment: what we learned from 1,500+ remote leaders.

  You're' invited 🎙Webinar: Future of global employment: what we learned from 1,500+ remote leaders.

  Register today

  Hi MD, We would like to invite you to join our upcoming webinar where we will be discussing the findings of Remote's extensive research project on global employment and distributed teams. Our team of experts will delve into key insights from this research and provide valuable perspectives on what this data means for businesses in 2023 and beyond. Don't miss out on this special event and register now to secure your spot! Save your spot today Webinar: Future of global employment: what we learned from 1,500+ remote leaders Date and times:  Thursday, March 30, 2023 5:00PM UTC 6:00PM CET 12:00PM EST 9:00AM PST   What will you learn? How are companies optimizing headcount costs hiring distributed teams? How long does it take to fill open roles with remote talent? Which factors affect remote employee retention? Are remote employees and managers treated differently than in-office peers? What are the most cost-effective ways to hire globally? Do remote employees feel connected to their colleagues and supported by their leaders?  Speakers: Preston Wickersham - Manager, Content Marketing Maryia Karachun - Manager, Talent Acquisition  Paula Dieli - VP of Onboarding & Mobility  Amanda Day - Director of People Enablement   Attendees at this event will also be eligible for SHRM credit! * To unlock SHRM credit you must watch at least 75% of the event, as per SHRM requirements. Grow your headcount without the headaches.   Get started You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 08:03 - 9 Mar 2023