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by "Max Francisco from New Relic" <mfrancisco@newrelic.com> - 12:01 - 16 May 2022 -
Changing behaviors (your own included): A leader’s guide
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD 
In the arcade game Whac-A-Mole, players whack plastic moles with a mallet as the hapless creatures pop their heads out of burrows, but as soon as they whack one, a new one pops up. That’s similar to what happens when organizations implement behavioral-change programs without preparation: they may pound one mole (behavior) into its hole only to find another immediately rearing its head. Organizations can’t move forward with change unless they can create and reinforce behavioral changes. But the task becomes daunting in a remote or hybrid work environment, which rarely allows for face-to-face reinforcement. This week, let’s focus on what you can do to build the behaviors and capabilities needed to effect lasting change. AN IDEA 
Change behaviors through innovation, skill building, and role modeling In other words: show, don’t tell. At a time when organizations must build new skills to renew themselves, it’s worthwhile for leaders to reinforce a positive environment and different ways of working. During the COVID-19 pandemic, for instance, several companies used the situation as an opportunity to try out new ideas, protect the core of their organizations, and inspire and energize their workers. One organization redeployed 1,000 retail-store employees to internal sales and retrained them in three weeks. Another tried to find temporary jobs for displaced team members by partnering with companies that were expanding their workforces. A leading company donated $10 million to expand online learning, and, in an inspiring example of role modeling, a manufacturer’s top executives deferred between 20 and 50 percent of their salaries.
A BIG NUMBER 43% That’s the share of time that people habitually enact everyday actions, such as shopping or exercising, while thinking about something else, according to research by the Wood Habit Lab at the University of Southern California. Context often triggers habit-forming behavior—for example, the more often a behavior occurs within a certain location, the stronger a habit can become. In the current era of remote and distributed work, location might not help as a trigger, but leaders can still support their teams in building better workplace habits by providing the right context and cues. Changing cues in the environment by using formal mechanisms, such as subtle interventions or behavioral nudges, or offering personalized coaching is a powerful way to disrupt old habits or develop new ones. 
A QUOTE “All our life, so far as it has definite form, is but a mass of habits—practical, emotional, and intellectual.” That’s the 19th century psychologist William James on the vast influence that habit wields over people’s daily lives. In his lecture series Talks to Teachers on Psychology, James urged teachers to ensure that their pupils formed good habits that would eventually turn into automatic daily behaviors. Today’s business leaders seeking to cement lasting behavioral change can turn the power of habit to their advantage. Consider the “influence model,” which uses four key actions to win—and keep—employee commitment to organizational transformation. For example, helping people understand why the change is happening, instead of assuming that they already know the reason, can influence them to change their behavior. One way to do this is to develop a change story that describes the company’s new direction and why it is important. Another tactic is to instill a sense of control and competence in people, helping them develop better habits to achieve performance goals.
A SPOTLIGHT INTERVIEW 
Want your change program to succeed? Before putting any formal mechanisms in place or defining any potentially desirable behaviors, understand your employees’ mindsets and why they’re behaving as they are. “As soon as you get into this mindset realm, you get to the root cause of why smart, hardworking, well-intentioned people aren’t already behaving in the way that you want them to behave from a management-practice standpoint,” says McKinsey’s Scott Keller in this podcast. “You’ve unlocked the key to transformation because if you can shift that mindset, people can’t go back.” For example, employees who are convinced that their job is to give customers what they want may perform entirely differently—and better—if they shift their mindset to believing that their job is to add value by helping customers understand what they really need.
OUT OF TUNE 
It’s all too easy to focus solely on employees during a change program. “Leaders can make or break a company transformation,” say the authors of a McKinsey blog on improving leadership teams’ behaviors. Discord among senior leaders can destroy trust, skew priorities, and diminish employee engagement. Only 60 percent of leadership teams report being aligned on their purpose, and although most teams rank consistent communication as a priority, less than 40 percent report practicing it. To boost team harmony, identify and act on three to five behaviors that are most critical to delivering your organization’s value agenda. Lead by behaving well. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:21 - 16 May 2022 -
To untangle supply chains solve three critical challenges, say top execs
McKinsey&Company
Supply chain salve In the news • Mix things up. Diversifying global supply chains may be key to easing vulnerabilities that the COVID-19 pandemic exposed, according to research by the International Monetary Fund. If one big supplier runs short of labor, that can drop an economy’s output by nearly 1%. But greater diversification among source countries could cut global GDP losses by roughly half, to 0.4%, the IMF found. IMF’s model suggests that using more foreign inputs and being able to substitute inputs across suppliers can increase resilience to supply shocks. “Dismantling global value chains is not the answer,” the researchers stated. [Reuters] • Pain at the ports. Tight restrictions aimed at limiting COVID-19 transmission in China mean more lockdowns—and more supply chain constraints. Shanghai is the biggest container port in the world and has been locked down since late March. By one estimate, 30% of global shipping delays are originating in Asia. Those delays are massive: one in five cargo ships is stranded in a port somewhere in the world. The bottlenecks have a snowball effect, forcing cost increases for businesses and, analysts say, could further escalate inflation. [Fortune] “Before the pandemic, the rationale for automation of supply chains was financial. Today it is as much—if not more—about risk mitigation as it is about financial performance.” On McKinsey.com • Under pressure. As global supply chains buckle under the weight of demand, transportation and logistics experts gathered at the UN’s 84th Inland Transport Committee meeting to parse the industry’s challenges. Speaking with McKinsey’s Tom Bartman, the executives noted three big challenges: global labor shortages (partially due to an aging workforce and limited engagement with young people), a lack of crucial equipment needed to decarbonize fleets, and the ripple effect of bottlenecks at crucial supply chain junctures. • Logistics lifelines. These hurdles aren’t insurmountable, but they will require better visibility and coordination up and down the supply chain and for organizations to rethink priorities, the executives said. The panelists reviewed how companies are navigating the ongoing unpredictability and discussed options for greater involvement from public-sector actors, which could help to ease the strain. Watch the video for two critical things supply chain executives are doing to relieve disruptions in the supply chain. — Edited by Sarah Thuerk Clear the bottlenecks 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> - 10:04 - 15 May 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—during the pandemic and beyond. In case you missed them, this week’s graphics explored the state of women healthcare workers, economic development in rural communities, evolving market conditions, the changing role of chief financial officers, and opportunities for building pharmaceutical pipelines. FEATURED CHART Stuck in neutral 
See more
This week’s other select charts Helping rural America thrive? Right on the money The CFO’s growing influence Yields sign
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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> - 03:34 - 14 May 2022 -
A more productive environment for everyone
McKinsey&Company
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McKinsey Classics | May 2022 
A more productive environment for everyone Let’s say you’re facing a “difficult conversation”—for example, informing a colleague that you’ll have to pull out of an important meeting the two of you have been planning for weeks. You start by baldly stating that you can’t attend it. Behavioral research shows that the other person’s brain then goes on defense, diverting scarce mental energy by launching an automatic “snap, sulk, or skulk” mode. Emotionally sophisticated neural machinery shuts down, and the quality of work declines. But suppose you take a different tack. You start by saying nice things about that person’s work. Then you add that you want to spend more time with your son, and it’s really important for you to participate in a tennis match with him that conflicts with the meeting, so you won’t be able to attend it. Your coworker thinks, “Wonderful! He’s such a great parent.” Both parties to the conversation remain on a high level of mental energy. You have just learned the “positive no” technique. Simple communication tweaks based on behavioral research can nudge employees into top form and create a more productive environment. For more, read our 2016 classic “How small shifts in leadership can transform your team dynamic.” — Roger Draper, editor, New York Learn these simple communication tweaks
Related Reading 
It’s not about the office, it’s about belonging 
Your return-to-office announcements are missing the mark: Here’s how to get them right
A leader’s guide: Communicating with teams, stakeholders, and communities during COVID-19
Did You Miss Our Previous McKinsey Classics? 
Four principles of effective storytelling on social media Stories help build organizations and lead them through times of change. To learn the four principles that make such narratives effective, read “The power of storytelling: What nonprofits can teach the private sector about social media.” Learn how to tell stories on social media
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by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:34 - 14 May 2022 -
¿Qué es el metaverso y qué significa para las empresas?
McKinsey&Company
Comparte este email Destacados mensuales, Mayo de 2022 Es posible que haya notado un número creciente de ofertas de empleo que buscan talento especializado en el "metaverso". Pero ¿qué es exactamente el metaverso y por qué su organización debería prestarle atención? Este mes, nuestros artículos destacados profundizan en este fenómeno en desarrollo, así como en las realidades a las que se enfrentan las empresas que buscan contrata—y retener—a los mejores talentos tecnológicos. Otros temas destacados en el número de este mes son: - El rápido aumento de las responsabilidades del CFO
- El creciente mercado global de semiconductores
- Cómo los CEOs pueden gestionar con éxito el impacto de la inflación
- Por qué la invasión rusa de Ucrania puede llevar al sistema alimentario a una crisis mundial
Selección del editor 
¿Qué es el metaverso y qué significa para las empresas? Aún no existe una definición oficial del metaverso, pero las empresas no pueden darse el lujo de esperar a que haya una o a que el metaverso evolucione por completo para empezar a experimentar e invertir en él. Comprenda las oportunidades 
Tectónica del talento tecnológico: Diez nuevas realidades para encontrar, retener y desarrollar talento Las grandes empresas tradicionales pueden competir con éxito por el talento tecnológico, pero solo si están dispuestas a replantearse por completo su enfoque de recursos humanos. El talento tecnológico piensa y actúa de forma diferente. No se lo pierda LO MÁS DESTACADO DE ESTE MES 
En conversación: El nuevo mandato del director financiero Cómo los líderes financieros pueden conciliar y cumplir con sus crecientes carteras de responsabilidades. Comprenda el cambio de responsabilidades 
La década de los semiconductores: Una industria de un billón de dólares El sector mundial de semiconductores está preparado para una década de crecimiento y se prevé que se convertirá en una industria de un billón de dólares para 2030. Mire al futuro 
Navegar por la inflación: Un nuevo manual de estrategias para los CEOs Pocos directores generales se han enfrentado al reto de dirigir una empresa en un periodo de inflación como el actual. Las lecciones de los líderes fuertes y las medidas audaces pueden ayudar a los CEOs a tomar decisiones que solo están a su alcance. Tome medidas inteligentes 
El creciente riesgo de una crisis alimentaria global La guerra en Ucrania es una amenaza inminente para el suministro mundial de alimentos. Aquí hablamos sobre lo que está en juego y lo que se puede hacer para ayudar. Conozca los problemas 
La minería del litio: Cómo las nuevas tecnologías de producción podrían impulsar la revolución mundial de los vehículos eléctricos El litio es la fuerza motriz de los vehículos eléctricos, pero ¿podrá la oferta seguir el ritmo de la demanda? Las nuevas tecnologías y fuentes de suministro pueden cubrir el vacío. Manténgase al tanto 
Trazar el cero neto: Ideas sobre cómo podría ser la transición Conozca las oportunidades y los riesgos de la transición hacia las emisiones cero neto a través de ocho de nuestras recientes visualizaciones de datos. Concéntrese en el cero neto Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. SPECIAL FEATURES 
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My Rookie Moment McKinsey senior colleagues discuss their early encounters with CEOs. Watch episode 8 
McKinsey Themes Essential reading on topics that matter. Get up to speed McKinsey Classics Effective storytelling can help build organizations and lead them through times of change. Read “The power of storytelling: What nonprofits can teach the private sector about social media.” Rewind 
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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 08:58 - 14 May 2022 -
Digital transformation on the CEO agenda
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Digital transformation. It’s a phrase we come across a lot, but what does it really mean—and what does a successful digital transformation look like? “The point of digital transformation isn’t to become digital. It’s actually to generate value for the business,” says McKinsey senior partner, Rodney Zemmel, in a new episode of The McKinsey Podcast. Tune in and get up-to-date on what CEOs and other leaders should know as they embark on the transformation journey, including metrics that matter, common obstacles and how to navigate them, opportunities in tech talent, and more. — Joyce Yoo, digital editor, New York 
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
Quote of the Day “Social media, when it works the best, is a two-way street where not only are you engaging consumers in what you want to say but you’re listening to what they want to say and then are able to make changes, getting to the heart of what is emotionally resonating with consumers the most.” —Tamara Charm, McKinsey partner, on US consumer sentiment and behavior in a recent episode of the McKinsey on Consumer and Retail podcast
Chart of the Day 
See today’s chart
Also New 
Prepare now for the future of industrial services A 600-executive survey reveals how services organizations can adapt to a remote-first world by revamping their operating models and carefully tailoring commercial models to match. Get ready
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
The McKinsey Crossword: May Flowers | No. 75 4-Down: Appreciate what is often ignored. Can you solve it? Play now
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:23 - 13 May 2022 -
Can the automotive industry scale fast enough?
McKinsey&Company
Share this email New from McKinsey Quarterly 
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 Related Reading 
Why the automotive future is electric 
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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 our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 10:05 - 13 May 2022 -
How can real estate predict, model, and measure climate risk? A primer.
The Shortlist
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Our best ideas, quick and curated | April 22, 2022 View in browser
This week, the hazards and opportunities for real estate as the world tackles climate change. Plus, why boards should be more strategic about cloud, and Terry Crews, the Brooklyn Nine-Nine actor and former NFL player, explores how “tough guys” can find strength in vulnerability. 
For what it’s worth. The value of real estate has long been set primarily by its proximity to the center of action in any town or city. Today, risks posed by climate change are changing how real-estate value is calculated. These risks may be physical, as markets consider hazards posed by a changing climate. There are also transition risks, including changes to the economy, to regulations, and in consumer behavior as the world targets net zero. The real-estate industry is increasingly realizing that these risks have implications for long-term values, revenue, operating costs, and capitalization rates. Obvious, and not so obvious. Some climate risks are easier to see, like those posed to properties in coastal settings where flooding could cause physical damage. But it’s trickier for real estate to learn to predict, model, and measure harder-to-perceive risks. For example, there could be declines in sectors or markets tied to traditional energy sources that could lead to depressed occupancy and lower rents. Significant capital investment may be required to meet local energy efficiency and emissions standards; there may also be new tenant demands as companies aim to comply with new regulations governing their own carbon footprints. Build better. One way to mitigate climate-change risks is to construct buildings in more efficient ways that create fewer emissions. It’s no simple task: construction is directly or indirectly responsible for almost 40 percent of global carbon-dioxide emissions from fuel combustion and 25 percent of greenhouse-gas emissions across the economy. These statistics may be surprising, as we tend to think of moving objects, such as cars and airplanes, as potential “gas guzzlers,” not static buildings. Decarbonize existing buildings. With roughly 80 percent of the predicted building stock for 2050 already in existence today, there is a huge need to retrofit. It won’t be cheap: the average annual spending on physical assets between 2020 and 2050 would be $1.7 trillion per year. The buildings sector would have to decarbonize by improving energy efficiency, for example, through the use of insulation and by replacing fossil fuel–powered heating and cooking equipment with low-emissions systems, among other interventions. Stakeholders across the value chain will have to collaborate to succeed. The industry will need to align incentives for stakeholders such as building owners, who invest capital, and tenants, who may see the benefits of reduced operating costs. Plenty of hands will be required to insulate and decarbonize buildings, resulting in a net gain of about half a million direct jobs by 2050. A new door opens. Climate-change risk poses many challenges to the real-estate sector, but it also opens up new opportunities. Firms can differentiate by offering buildings that use greener materials and are constructed in energy-conserving ways. Residents and tenants around the world are increasingly eager to live and work in spaces that consider the environment and their health and wellness. High-rise buildings will increasingly be built for mixed-use purposes, where floors in the same building will be used for offices, homes, and hotels. Real-estate companies that think deeply about how people want to live and work, and the values and community that matter to them most, will have the edge. — Katy McLaughlin
OFF THE CHARTS Cloud lets you compete on skill rather than scale Cloud will help organizations to both reduce IT costs and support innovation through powerful emerging technologies. The existing and growing range of cloud services means that those companies—including new entrants—that do establish the right vision, governance, and operating model to leverage the cloud will compete on skill rather than scale. Yet only about 13 percent of boards are actively engaged in conversations about cloud, despite its tremendous potential value. For many boards, not knowing how to have strategic conversations about cloud is the biggest barrier to their involvement. 
Check out our chart of the day here.
PODCAST The rising risk of a global food crisis In the global food system, previous supply–demand scenarios were mostly encoded around weather and other supply-related events. In the past few years, the global pandemic has clearly tested, and in many cases proved, the resilience of the food system. But Russia’s invasion of Ukraine, one of the world’s six breadbasket regions, risks tilting the food system into global crisis. In this installment of The McKinsey Podcast, two McKinsey agriculture experts discuss the looming threat, what’s at stake, and what might be done to help.
MORE ON MCKINSEY.COM Is your capital strategy ready for an investment wave? | The world will see a surge of investment in physical assets related to projects that decarbonize and renew critical infrastructure. Here’s how organizations can deliver on this capital influx with speed and efficiency. Better and faster: Organizational agility for the public sector | Agile leadership principles can transform how the public sector works, plans, and delivers to customers and constituents. Here’s how governments can pursue such a strategy. Mobility’s net-zero transition: A look at opportunities and risks | The transition to low-emission mobility requires not just a move away from internal-combustion-engine technologies but also the reengineering of value chains. McKinsey analysis shows how the shift to electric vehicles could create opportunities and risks for automakers around the world.
THREE QUESTIONS FOR Terry Crews In Tough: My Journey to True Power, Terry Crews, the Brooklyn Nine-Nine actor and former NFL player, explores how “tough guys” can find strength in vulnerability. This is excerpted from an edition of McKinsey Global Publishing’s Author Talks series. Why write this book, and why now? Tough is a journey of revelation for me. My whole life, I thought the definition of tough was totally opposite to what being tough actually is. When you find something out, you have a responsibility to tell your truth to others who may not know it. For me, writing a book is the best way to convey your thoughts and put everything out there as thoroughly and completely as you can without being taken out of context, which is a big thing that happens now on social media—people can take one thing and twist it to mean something else. The good thing about a book is that the people who decide to read it tend to be invested, and they can take in the whole of what you say, which is something that’s been lost, I think, in a lot of conversations. How did you used to define toughness? One thing I discovered in writing this book is that my definition of toughness was “cold.” It was the ability to shut emotion off. I’ve heard a quote—hopefully, I don’t mess it up—but it was about intense morality and how, if you have it, it makes a bad soldier. You have to turn off your moral compass to be a good soldier, so that you can do what needs to be done no matter who gets hurt or what goes on around you or how your world can crumble. That definition of tough had taken over, especially in the world of masculinity. I was involved in a very competitive world. From growing up among gang members and drug dealers all the way to sports and the NFL, I watched, and I became what I saw. It was about turning off your emotions, turning off what you’re feeling, turning off your pain compass. The revelation that came to me much later was that toughness is not the ability to throw a punch. One thing I say all the time is that you can either have success or revenge, but you can’t have both. Many men live their lives like they’re in a revenge movie, like it’s a fantasy where they’ve been wronged, and now they’re going to get back at every person who wronged them, one at a time. The problem is that success is about letting go. Success is not about getting back at people; it’s about finding a new way to live, about finding new areas and new things so that it doesn’t even matter what someone else does to you, because you’re already gone, you’re already in a new place. What should business leaders understand about being tough? I truly believe that competition is the opposite of creativity. Creativity is mixing two things together. The definition, at its core, is when someone finds one thing and then goes, “Wait a minute, if I put this in there, I have something new!” When you put yourself into something, you are automatically exercising creativity simply because that cause, or project, or team you join has never had you. When you collaborate with another person, you are going to come up with something special. That’s just the way creativity goes. But if you’re fighting with everyone—if you’re trying to beat everyone—creativity stops, and then judgment starts. I like to say judgment kills all creativity. Creativity stops because you’re working for perfection. You’re working against other people. You’re looking at other people’s papers. You’re trying to compare. This is called the sin of comparison—when what you have is never good enough, because you’re always looking at someone else’s stuff. You’re not collaborating, you’re competing. I like being on a show like Brooklyn Nine-Nine, where we can collaborate and we can make people laugh. Remember, when you’re doing comedy, the only rule is that you have to say yes. Especially in ad-libbing and especially with improv, you have to accept what the other person is saying for it to be funny. I love being this big, muscular guy in this comedy world, you know? I created a new thing, and because of that, it made me an original. I decided to just do that with everything: don’t worry, don’t fight against people, just collaborate and make something new. — Edited by Barbara Tierney Share this Q & A
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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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 Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 01:32 - 13 May 2022 -
In this new era of work, what will it take to make a future-ready office?
McKinsey&Company
Office politics In the news • Are we having fun yet? Big tech companies want their employees to come back to the office. Instead of punishing the cubicle shy, they are attempting to lure workers with bands, beer, and barbecue—and, for good measure, free pizza, gyros, coffee, T-shirts, and terrarium-making classes. Some researchers doubt that tunes and noshes will be all that convincing: in one ongoing survey of thousands of workers, most respondents want to come to an office only two or three times a week, while a third say that they never want to return at all. [NYT] • They doth protest too much. Employers are trying to reinstate in-office work by touting its supposed advantages, such as collaboration, mentoring, and company culture. But studies show that open offices are associated with less collaboration, the benefits of mentoring are unequally shared, and company culture may be code for a homogenous workforce. Companies should tout less and provide more proof that commutes and other in-person work inconveniences pay off. [Bloomberg] Yesterday’s financial-services headquarters are no longer fit for tomorrow. To future-proof flagship offices, banks and insurers should consider the larger forces reshaping their industry and redefine the purpose of their workplaces. On McKinsey.com • Fit for purpose. The largest banks and insurers have invested millions, and sometimes billions, of dollars in their headquarters—only to be faced with the question of whether anyone needs to come into the office at all. Digitization, the benefits of a diverse workforce, and fintech disrupters are changing what spaces are needed and how and when they are used. The answer for the financial services industry isn’t to bring workers back to the old office but to reorient headquarters around learning, inclusion, and entrepreneurial action. • Ten ways to win. McKinsey interviewed 30 internal and 16 external financial-services experts—the latter, leaders with roots in traditional banks and insurance organizations, some of whom now work for fintech companies. Their insights were distilled into a list of ten bold moves that banks and insurers can take to rethink their flagship offices. Hybrid solutions, such as wiring offices with cutting-edge tech, should support core missions, such as integrating a diverse cast of remote collaborators. Read the research to learn how to create environments that elevate what really matters to the industry now. — Edited by Katy McLaughlin Reimagine headquarters 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 - 13 May 2022 -
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by "Intel Corporation" <intel@plan.intel.com> - 11:05 - 12 May 2022 -
Decarbonizing the world’s industries: A net-zero guide for nine key sectors
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
As industries and governments around the globe look toward a net-zero future, the road to decarbonization will be a challenge, particularly for sectors that produce the majority of global greenhouse-gas emissions. But according to McKinsey research, opportunities for transformation are underway. A new collection highlights articles and reports from nine emissions-intensive industries—including automotive, oil and gas, agriculture and food, and more—on their work to combat climate change. Dive into these insights to get smart about what’s being done and what to expect in the future. — Joyce Yoo, digital editor, New York 
Decarbonizing the world’s industries: A net-zero guide for nine key sectors The sectors that produce the majority of global greenhouse-gas emissions face a steep challenge to decarbonize, but our research shows that solutions are within reach. In many cases, a transformation is well underway. This collection draws together articles and reports that lay out a pathway to net zero for nine emissions-intensive industries. Understand the options
Quote of the Day “I think that’s the power of something like STEAM [science, technology, engineering, arts, math]. We’re able to value different skill sets, different disciplines, different perspectives, and then build something that then is additive and does better, rather than something that basically repeats the past.” —Anne-Marie Imafidon, mathematician, technologist, and co-founder of Stemettes, on democratizing technology in a, recent episode of the McKinsey Global Institute’s Forward Thinking podcast
Chart of the Day 
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Climate sustainability in retail: Who will pay? Although the path to decarbonization remains unclear, retailers can prepare by better understanding how costs could be distributed along the value chain. Strive for progress
Securing Europe’s future beyond energy: Addressing its corporate and technology gap European leaders have shown great resolve in their initial response at scale and speed to the war in Ukraine. They will need to build the same momentum to face the region’s slow-motion corporate and technology crisis. An estimated €2 trillion to €4 trillion of annual value could be at stake—six times the amount needed for the net-zero transition—and with it Europe’s long-term prosperity and strategic autonomy. A program of 11 actions can turn the tide. Understand regional trends
Delivering on the promise of federal infrastructure funds in states Thanks to the combined impacts of the Bipartisan Infrastructure Law and pandemic-related recovery bills, states and localities could have a meaningful effect on lives and livelihoods. 4 goals to consider
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 07:29 - 12 May 2022 -
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by "Molly from SmartBear" <readyapi-team@smartbearmail.com> - 11:01 - 12 May 2022 -
Investment in green energy is taking off in Asia. Which sectors play the biggest roles?
McKinsey&Company
Power players in Asia In the news • Fuel focused. The war in Ukraine is driving Europe to bolster its plans for alternative sources of energy, which may benefit China’s clean-energy companies. To transition from fossil fuels to clean energy, Europe expects to install 900 additional gigawatts of wind and solar power by 2030, an almost twofold increase from its initial plans. These efforts place manufacturers in China—where most of the parts for global solar equipment are produced—in a prime position to benefit from the increased demand. [Bloomberg] • Room for improvement. Although Asia–Pacific’s progress toward sustainability has some “bright spots,” such as the expansion of green and affordable energy, many Asian nations appear to be lagging behind other parts of the globe on sustainability efforts. “Without acceleration, this region is not set to achieve any of the sustainable development goals by 2030,” a UN official says. The COVID-19 crisis has set back progress in areas like sustainable production and climate action by 30 to 40 years, which is particularly troubling given the region’s exposure to climate change. [CNBC] Asia could see an increase of up to tenfold in green business start-up activity in the next few years, McKinsey analysis finds. On McKinsey.com • Eyes on the net-zero prize. More than 130 countries are working toward carbon neutrality, and consumers are noticing brands’ sustainability efforts. The myriad materials and equipment required to meet net-zero targets create opportunities for energy players worldwide. Since 2018, the number of investment deals involving green start-ups rose by 67%, with start-ups linked to sustainability attracting $2 billion in investments worldwide. Europe and North America currently lead in terms of investment size, but Asia is quickly catching up. • Green investment doubles in Asia. Led by electric vehicles and renewable energy, investment activities in green energy and related industries doubled over the past ten years in Asia. Investors there have the chance to capitalize on declining costs for renewable technologies, which have dipped 90% in the past decade. See our analysis of the best paths to growing green businesses in Asia, in addition to five technologies that are advancing fast. — Edited by Sarah Thuerk Go green and lean 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> - 12:29 - 12 May 2022 -
Americans have new ideas. What they need is capital.
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
This week, we consider the landmark confirmation of Dr. Lisa D. Cook to the US Federal Reserve Board. Plus: a look at who gets VC funding. THE ZEITGEIST New people, new ideas 
Photo courtesy of Michigan State University This week, the US Senate confirmed Dr. Lisa D. Cook as a member of the Federal Reserve Board. Dr. Cook will be the first Black woman to serve as a Fed governor. The Fed’s newest governor is an expert on innovation—and she says that racism and sexism are standing in the way of it. She often highlights the stats on US venture capital funding: only about 1 percent of VC funding goes to Black Americans. About 5 percent goes to women founders. And just 0.2 percent goes to Black women. The economist puts it plainly: “That’s got to change. That means that we are leaving a lot of ideas on the table.” After all, Cook says, “If you rely on the same old people, you are going to get the same old ideas.” McKinsey analysis shows that access to capital is a major roadblock for Black founders in the US. White entrepreneurs start their businesses with an average of over $100,000 of capital, including nearly $20,000 in outside equity such as venture capital. Black founders, on the other hand, start with about $35,000 in start-up capital—including just $500 of outside equity. Black-owned funds such as Harlem Capital and Backstage Capital (both founded in 2015 and referenced in this MGI report) are working to shift the status quo. Harlem Capital has set out to “change the face of entrepreneurship and create generational wealth for people of color and women.” Backstage Capital, which is headquartered in LA, describes investing in underrepresented founders as “the biggest opportunity in investment.” In the words of Arlan Hamilton, the fund’s managing partner: “We invest in the very best founders who identify as women, people of color, or LGBTQ+. I personally identify as all three.” Jewel Burks Solomon Making the innovation process more inclusive would boost the US economy at large. Dr. Cook estimates that GDP per capita could be up to 4.4 percent higher if more Black Americans and more women were able to participate in the innovation economy. In other words, she says, standards of living would be higher for everyone. Dr. Cook takes care to emphasize the connection: “We are not just calculating GDP for GDP’s sake, but to achieve higher living standards.” One American city—Atlanta—stands out as a site of inclusive innovation. That’s thanks in part to Georgia Tech, along with HBCUs, including Dr. Cook’s alma mater, Spelman College. Among the VC funds that are remaking the landscape is Atlanta-based Collab Capital, which is focused exclusively on Black founders. Launched in 2019, the firm closed its first $50 million fund last year. Managing partner Jewel Burks Solomon (pictured above) founded her own start-up in Atlanta back in 2013. “At the time,” she says, “most investors I was talking to were trying to convince me to move back to Silicon Valley or maybe to New York.” In fact, being in Atlanta meant better access to her customers—and to key talent. Editor’s note: It has been a pleasure leading Intersection. This is my last issue at the helm of the newsletter, so to all readers: thank you, and stay tuned! — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 12:05 - 12 May 2022 -
Welcome to the first East Asia Newsletter Publication
Schneider Electric
East Asia Business NewsletterVenkatraman Swaminathan
(Vice President, Secure Power, East Asia Japan)It is my delight to welcome you all to our first newsletter of many, to help keep you updated on East Asia Business related topics. I hope you all utilize this newsletter to stay informed on the latest related affairs.
With this effort, the aim is to not only bridge the connection between the business partners, but also to work towards achieving our objectives of serving and connecting with our customers, while safeguarding our growth margin, and our cost containment, as well as to nurture the future business stream.
Angela Wang
Welcome to the first publication of East Asia Channel & Alliances Newsletter. 2022 is a year where we look forward to doing and growing more with our partners….
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Edge MDC Partner ContestThere are two exciting East Asia Edge Competitions that are allowing its participants to get rewarded for Micro Data Center Projects.
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eCommerce Success StoryKOL Influencer, SEOULIAN made tremendous sales breakthrough for South Korea e-commerce marketplace.
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by "Schneider Electric" <reply@se.com> - 11:00 - 11 May 2022 -
Improving the childcare experience for working parents
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Companies need to start thinking differently about childcare requirements in the wake of the Great Attrition. Workable childcare options remain elusive for working parents, particularly working mothers, who are grappling with affordability, quality, reliability, convenience, and accessibility of childcare. As companies think about managing returning talent and attracting new employees, improving the childcare experience could be central to turning the Great Attrition into the Great Attraction. Check out a new article to see why supporting working families is a win-win. — Katherine Tam, digital editor, New York 
The childcare conundrum: How can companies ease working parents’ return to the office? The status quo work culture no longer works for most families—particularly those with very young children. But companies’ support for childcare can turn worker attrition into attraction. Here’s how. Understand families’ needs
Quote of the Day “Allyship is stepping up in support of colleagues who are identified in another group: to support them, to create opportunities for them, to speak up when you see negative behaviors, and also to amplify and lift them up.” —Nora Gardner, McKinsey senior partner on the business case for diversity, equity, and inclusion in a recent episode of the McKinsey on Government podcast
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Taking the pulse of the US consumer According to the latest Consumer Pulse survey, people across America are changing their shopping behaviors—and will continue to do so. Companies need to pay close attention. Adapt to change
Author Talks: Tomorrow’s capitalist is socially conscious Fortune Media’s Alan Murray says stakeholder capitalism is here to stay. Find new purpose
Transforming biopharma R&D at scale Transformations often struggle to scale up and make change stick. To achieve lasting impact, high-performing R&D organizations pay heed to the five outcomes that matter most. Understand the trajectory
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 11 May 2022 -
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by "The SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 06:02 - 11 May 2022 -
Join me tomorrow to learn how to manage errors with New Relic
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It's Phil Weber, senior technical training specialist at New Relic University, here. I wanted to make sure you're invited to the online workshop I'll host tomorrow, 12 May: Error Management in New Relic. The 90-minute hands-on workshop will walk you through the many ways New Relic can help you to manage errors in your applications.
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by "Phil Weber, New Relic" <emeamarketing@newrelic.com> - 04:05 - 11 May 2022 -
Hiring? Look to your existing employees first.
McKinsey&Company
Acting on attrition In the news • The gray resignation. Of the five million US workers who left their jobs during the COVID-19 pandemic, the majority—nearly 70%—were 55+. In the UK, meanwhile, the employment rate of over-50 workers fell twice as much as that of workers aged 25 to 49 in 2020. Older workers are leaving the workforce at high rates, reversing a prepandemic trend of older workforces and leaving behind substantive skills shortages. [FT] • The great job switch. About 64% of recent job switchers report that their new job pays more, and nearly 9% say that they’re earning at least 50% more, according to a recent survey of more than 2,000 workers in the US. The job-switching trend is expected to continue: one-fifth of workers aged 25 to 54 expect to leave their current job within a year, and one-fourth expect to stay just one or two years. [WSJ] “Across the board, you see workers saying … if I’m going to go to work, it actually needs to matter.” On McKinsey.com • Acute talent shortage. Workers want more flexibility, more career mobility, more money, and—crucially—greater purpose. STEM [science, technology, engineering, and mathematics] workers especially are leaving their jobs for similar ones that pay more. The ongoing talent shortage is real and may get worse. But as leaders go on the lookout for talent during this Great Attrition, they may be overlooking their best internal talent. • Go internal. McKinsey’s Emily Field, Bryan Hancock, and Bill Schaninger discuss on a recent episode of McKinsey Talks Talent how an internal talent marketplace—an AI-enabled platform that matches openings with internal employees—could help organizations bridge talent supply and demand. Such a marketplace, they posit, can democratize the hiring process and reduce bias by creating more transparency into relevant jobs. The benefits are massive: workers can move into well-fitting internal roles, while employers retain people rather than watch them leave. — Edited by Justine Jablonska Make the match 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> - 10:09 - 10 May 2022
