คุณได้รับเชิญเข้าร่วมงาน Intel® Vision 2022 – 10-11 พฤษภาคม 2022

กิจกรรมรูปแบบ Virtual ที่คุณสามารถเข้าร่วมงานได้จากทุกที่

กิจกรรมรูปแบบ Virtual ที่คุณสามารถเข้าร่วมงานได้จากทุกที่

Intel Vision เป็นงานปฐมทัศน์ของวงการอุตสาหกรรม เพื่อเปิดโอกาสทางด้านนวัตกรรมและเทคโนโลยี โดยจะมีการแบ่งปันข้อมูลเชิงลึกทางธุรกิจและข้อมูลผลิตภัณฑ์รวมถึงโซลูชันของคู่ค้า โอกาสในการเชื่อมต่อและเรียนรู้จากพาร์ทเนอร์ เข้าถึงผู้บริหารระดับสูงของ Intel และรับฟังข้อมูลที่สำคัญจากผู้เชี่ยวชาญเฉพาะด้านจากอุตสาหกรรมเทคโนโลยี

งานอีเวนท์ครั้งนี้มุ่งเน้นไปยังระบบนิเวศทางธุรกิจและนวัตกรรม ซึ่งคุณจะได้รับประโยชน์จากระบบโปรแกรมแบบเรียลไทม์ แผนงานผลิตภัณฑ์ และข้อมูลเชิงลึก โดยมีเป้าหมายเพื่อพัฒนาธุรกิจของคุณ

กิจกรรมการสตรีมครั้งนี้จะนำเสนอไฮไลท์ของงาน การนำเสนอประเด็นสำคัญ และข้อมูลเชิงลึกทางธุรกิจ ซึ่งดูได้จากทุกที่ในโลก

กรุณาคลิกที่นี่เพื่อลงทะเบียนเข้าร่วมกิจกรรม

เราหวังว่าจะได้มีโอกาสสร้างโซลูชันร่วมกันกับคุณในงาน Intel Vision 2022!

เรียนรู้เพิ่มเติมเกี่ยวกับ Intel Vision 2022

คำถามที่พบบ่อยเกี่ยวกับ Intel Vision

ดูในเบราว์เซอร์

อีเมลนี้ถูกส่งถึง info@learn.odoo.com เนื่องจากคุณสมัครรับข้อมูลกิจกรรมและงานแสดงสินค้า หากต้องการดูและจัดการการตั้งค่าอีเมลที่เกี่ยวกับการตลาดของคุณกับ Intel โปรดคลิก ที่นี่

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by "Intel Corporation" <intel@plan.intel.com> - 11:00 - 26 Apr 2022

Global Energy Perspective 2022

the Daily read

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

The energy systems of the future may look different from today’s—the world is in the midst of an energy transition, and it continues to gain momentum. However, even with net-zero commitments from governments and businesses, rapid adoption of low-carbon technology, and oil demand peaking as soon as 2025, a 1.5°C pathway remains increasingly challenging. McKinsey’s latest Global Energy Perspective offers insight on the longer-term trends reshaping the landscape, from emissions reductions to the future energy mix, energy investments, and more. Don’t miss this flagship report.

— Torea Frey, managing editor, Seattle

Global Energy Perspective 2022

We’re in the midst of an energy transition that continues to evolve.

Understand the dynamics

Quote of the Day

“I think that how we decide to coexist, the actions we take to coexist as a society in the face of enormous demographic change, is the greatest social challenge facing our country and other diversifying countries for the next generation or two.”

—Justin Gest, author and associate professor at George Mason University, on the majority-minority demographic shift in a new Author Talks interview

Chart of the Day

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Also New

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The next frontier in consumer goods: Digitally enabled innovation

Four lessons to guide the industry’s innovation transformations.

Look ahead

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Outsprinting the energy crisis

High energy costs are hitting Europe’s industrial players hard. Bold action could protect margins today and make companies cleaner, stronger, and more profitable for the future.

Take action now

Author Talks: One billion more

The global population is fast approaching the eight billion mark. A former Department of Defense consultant says not to panic.

Understand global trends

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Save time and stay on top of your day

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by "عربى التقنيات" <rawntechsa@gmail.com> - 05:22 - 26 Apr 2022

Haven’t heard of synthetic biology? It’s about to change your life.

McKinsey&Company

On Point | TODAY'S NEWS. TOMORROW'S INSIGHTS

Hacking humanity

In the news

•

Get me rewrite. Jennifer Doudna, who won the Nobel Prize for her work on Crispr, the gene-editing tool, says that designer babies are entirely possible within 25 years. She finds the possibility horrifying, but says that the way things are going, it’s likely. No one has found a cell type or system where Crispr doesn’t work, Doudna says. Cancer, heart disease, and lung disease are potential vectors for new Crispr research on people. Other fields beckon, including agriculture and fighting climate change. [Bloomberg]

•

Muscle up. The cultivated-meat business is taking off. One report estimates that within a decade, 10% of global meat could be grown in the lab. The process begins with animal cells that are extracted and given nutrients and other growth factors to multiply. The cells form primitive muscle fibers and are then encouraged to build more robust structures. Add some food coloring, a bit of fat, vitamins, and minerals, and voilà—dinner is ready. [Reuters]

“The biggest and most durable inventions of the 21st century are going to be at the nexus of biology and technology.”

On McKinsey.com

•

The bio revolution. It’s now possible to reprogram the fundamental units of life, says Amy Webb, a futurist and business adviser. The possibilities are endless. Every industry will be affected: pharmaceuticals, industrial materials, auto manufacturing, even banking. But with the ability to engineer living cells comes significant risk. “In the future, the most worrying data security breaches could actually involve our DNA,” says Webb. Stolen DNA could become a major information security problem in the new biological era.

•

Risks and rewards. Researchers in many fields are tinkering with DNA. But almost no one is thinking through what it all means for society and business. Webb’s new book, The Genesis Machine: Our Quest to Rewrite Life in the Age of Synthetic Biology, considers the implications of our newfound ability to precisely edit DNA. What does it mean for companies’ succession strategies if we can cancel aging? What happens when groups of people have the genetic wherewithal to live off-planet? What if hackers intercept genetic code transmissions and inject malware? Read our interview for the answers.

— Edited by Mark Staples

See what DNA programming can do

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:23 - 26 Apr 2022

As demand grows for electric vehicles, where does mobility go from here?

the Daily read

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Have you recently switched to an electric car? As more consumers are opting for electric vehicles and other low-emission transport alternatives, it is an exciting time for companies throughout the mobility system, especially the auto industry. With transportation currently accounting for 19 percent of all greenhouse-gas (GHG) emissions, now is the time to capitalize on the growing demand for vehicles that are helping to combat climate change. Explore these opportunities in a new article, and get smart about the risks and rewards of the industry’s transition to a net-zero future.

— Katherine Tam, digital editor, New York

Digital generated image of car tire track made out of grass growing through gray concrete surface

Mobility’s net-zero transition: A look at opportunities and risks

A transition to net-zero emissions would entail much greater demand for electric vehicles. McKinsey analysis shows how the shift could create opportunities and risks for automakers around the world.

Make better moves

Quote of the Day

“If we’re to be serious about net zero, we’re going to have to focus not just on more rapid cuts in emissions in the future, but also carbon removal… We never talk enough about carbon removal. And for me, that is a huge missing part and also a massive opportunity for governments and the private sector.”

—Claire O’Neill, co-chair of the WBCSD Imperatives Advisory Board, on the growing role of business in the net-zero transition in a new episode of McKinsey Global Institute’s Forward Thinking podcast

Chart of the Day

Chart of automotive software and electrical and electronics markets

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Also New

Female worker in a manufacturing plant looking at a mobile tablet

US manufacturing: The next frontier for sustainable, inclusive growth

US manufacturing has an outsize impact on the nation’s economy. How can business leaders harness innovation to revitalize the manufacturing sector and drive inclusive economic growth?

Look ahead

Green leaves and stems in science beakers

Chemicals and capital markets: Growing sustainably

Green chemicals—those with a low-carbon product portfolio or a higher exposure to end markets supporting sustainability—are being rewarded by capital markets and safeguarding future cash flow.

Be eco-friendly

Seizing green business growth for Asia’s energy players

Globally, sustainable energy and low-carbon solutions top national and corporate agendas. For regional energy players, the time to commit to new, planet-friendly ventures is now.

Five key capabilities

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:25 - 25 Apr 2022

Forward Thinking on the growing role of business in the net-zero transition with Claire O’Neill

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Forward Thinking on the growing role of business in the net-zero transition with Claire O’Neill

The former British politician who led the United Kingdom’s winning bid to host COP26 is now focused on coordinating an effective business contribution to the net-zero transition. She sees momentum building. “CEOs left COP saying, ‘We get it. Net zero is the thing we have to do.’”

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by "Remote" <hello@remote-comms.com> - 08:31 - 25 Apr 2022

Revisiting the future of work: A leader’s guide

Leading Off

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

The future of work isn’t a new concept, as organizations have been implementing aspects of it—automation, reskilling, flexible staffing—for years. Following the pandemic, though, the need for solutions to address the future of work has become more pressing. Workplace transformations that were expected to take years are happening in months. As leaders envision what their teams and organizations will look like in the future, it may be helpful to cut through the clutter and pinpoint the developments to watch. This week, let’s explore how the major trends—including the growth of the ever-evolving metaverse—are likely to play out.

AN IDEA

Illustration of three yellow balls on red pillars

Define the three basics of work

In the ongoing debate over hybrid and remote work, it’s all too easy to get bogged down in the specifics of who spends how many days in the office. Instead, think about the three basics that shape organizations: the work, the workforce, and the workplace. What is your company’s value agenda, and how do you plan to deliver on it? Ask yourself which parts of your organization’s work are temporary and which are transformative. The answer to that question defines what work your organization does, where it does it, and the talent and skills you need for it. For example, your company might focus on generating value by building an e-commerce platform. That would require investment in technical software and skills, but the work wouldn’t necessarily have to be done on-site. Examining and optimizing the three factors will enable your company to function better in the postpandemic world, regardless of the style of work you choose.

A BIG NUMBER

51

That’s the percentage of respondents to a McKinsey survey who are looking at workplace factors, such as reconfiguring their office spaces to save on real-estate costs and improve office environments for on-site employees. Measures include renegotiating lease terms, letting leases expire, and setting up flexible desk arrangements. With much of knowledge work moving off-site, you could seize the opportunity to completely reinvent your physical and virtual work environments.

A QUOTE

“We’re not necessarily looking at a negative future in terms of jobs, but what we are looking at is a major shift in terms of the set of skills within each job and the types of jobs that will exist in the future.”

That’s Saadia Zahidi, managing director of the World Economic Forum (WEF), during the launch of a new workforce reskilling initiative at WEF’s annual meeting in January 2020. Zahidi could not have predicted the pandemic that broke out just two months later, but she was prescient about the radical change in the talent landscape that would follow. Recognizing that the postpandemic workforce is vastly different from the prepandemic one, leaders need to go back to basics—assess the talent you have, the retraining or hiring you may need to do, and the new expectations your team will have of you. The latter may prove the most challenging: employees expect inclusion, a sense of purpose, and a positive experience at work, and leaders will need to meet these expectations in deliberate and tangible ways.

A SPOTLIGHT INTERVIEW

Like the future of work, the idea of a metaverse has been around for a long time—since 1992, in fact, when the author Neal Stephenson coined the word in his sci-fi novel Snow Crash to describe a virtual universe that parallels the real one. Today, the metaverse represents the convergence of our physical and digital lives, mostly through immersive technologies such as virtual reality, augmented reality, and many others. It already has numerous practical applications in the business world and promises many more, says McKinsey’s Richard Ward in this podcast. For example, a worker can learn new vocational skills—such as repairing a truck or helicopter—with virtual-reality goggles that simulate each task. “If you need to do something that is very manual or requires you to move around a lot, metaverse tools can be very helpful,” says Ward. “That’s one of the key elements of the metaverse: you can move around, you can walk places, you can see things, you can do things.”

NO PLACE LIKE HOME

A photo of a person sitting at a desk with a laptop, and a bulldog sleeping on the floor

Employees may well have the last word when it comes to deciding the future of workplace models. Stanford University professor Nicholas Bloom warns of conflicts between companies that insist—to the point of threatening pay cuts or firings—on getting people back into the office full-time and employees who will quit if forced to give up working remotely. “It’s a perfect storm,” Bloom says. “You have executives pushing for a return to the office, employees wanting to work from home, and a tight labor market.” New research from McKinsey suggests that to stem the tide of workplace exits, executives need to create an inclusive, hybrid work environment and may even need to scale work-model personalization, tailoring it to the needs of individual employees.

Lead by looking to the future.

— Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:07 - 25 Apr 2022

Dealing with inflation must become a CEO superpower. Here’s how.

McKinsey&Company

The universal tax

In the news

•

Up, up, and away. Energy and food costs are skyrocketing, supply chains are constrained, and consumer demand is strong. The upshot? US inflation rocketed to a forty-year high of 8.5% in March from the same month a year prior. Though economists see some encouraging signs that inflation may be peaking, such as a slowing rise in the core price index, the Russian invasion of Ukraine and China’s COVID-19 surge may mean that supply disruptions—and resulting higher prices—endure longer. [WSJ]

•

Global flare-up. The world is experiencing a synchronized inflation outbreak that previously seemed isolated to the US and some European countries. Producer prices are rising in Japan, India, and South Korea, and all economies are feeling the effects of higher energy and food prices. As the worst of the COVID-19 pandemic subsided, the global economy began to rebound, but Russia’s invasion of Ukraine has slowed this recovery and created new sources of inflation. [Bloomberg]

With the right playbook as a guide, the best CEOs will successfully manage the impact of higher inflation and establish a new level of organizational resilience.

On McKinsey.com

•

‘Motivator in chief.’ Few CEOs have led a company through today’s historic spikes in inflation. Six out of ten advanced economies are now grappling with year-on-year inflation above 5%, though their central banks and planners have long expected to deal with approximately 2% inflation. Chief executives play a key role in setting direction, aligning the organization, and serving as “motivator in chief,” McKinsey research reveals. Our inflation playbook arises from work with hundreds of companies and should help CEOs no matter what direction inflation takes.

•

The CEO inflation playbook. The CEO’s focus cannot be limited to inflation’s implications for profitability. Instead, these leaders need to ask how companies can create value for customers with targeted products and services, how to redesign supply chains, what can be done to attract and support talent—including procurement leaders—and what repricing to pursue. See our playbook for managing inflation and learn how CEOs can set priorities and organize to direct all this activity.

— Edited by Katy McLaughlin

Lead through inflation

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:47 - 25 Apr 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 humanitarian crisis in Ukraine, the rise of virtual healthcare services, the pandemic’s impact on the aviation industry, private markets fundraising, and growth in the global semiconductor industry.

FEATURED CHART

Lives lost, livelihoods disrupted

This week’s other select charts

A $247 billion opportunity

Experiencing some turbulence

Onward and upward

What’s driving the semiconductor market

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:58 - 23 Apr 2022

Visualizing a net zero future with eight charts

the Daily read

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Governments and organizations all over the world are pledging to tackle climate change, and it looks like a future of net-zero emissions is coming into view. But what will it take to get us there and how will the transition affect the world economy? This Earth Day, get smart on the net-zero transition and explore eight charts that break down the associated opportunities and risks. Check them out and get updated on what the future could hold.

— Joyce Yoo, digital editor, New York

Charting net zero: Insights on what the transition could look like

See the opportunities and risks of the net-zero transition through eight of our recent data visualizations.

Zero in on net zero

Quote of the Day

“The teams coming together have to see it as their shared future. It can’t be us versus them. It can’t be winners versus losers. It can’t be, 'We’re taking over.' It has to be, 'We’re coming together.' The dynamic of the team and getting that right is where the magic is.”

—David Goeckeler, CEO of Western Digital, on making large, complex partnerships work for all parties in "Viewing change as opportunity: An interview with Western Digital’s David Goeckeler"

Chart of the Day

See today’s chart

Also New

The McKinsey Crossword: Nonbinary | No. 72

30 down: Like a person whose identity isn’t fixed ... and the theme of this crossword. Can you solve it?

Play now

Three ways transformation has changed (and three ways it hasn’t): A conversation with Seth Goldstrom

Recent global challenges have shown evolving approaches to transformation and some enduring transformation best practices.

Adapt and navigate

Senior man using a digital tablet on the sofa at home.

What Medicare Advantage members want from their onboarding experience

Medicare Advantage payers that apply the results of a recent survey to improve the onboarding experience could reap benefits such as improved health outcomes for beneficiaries and reduced churn.

Listen and improve

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:23 - 22 Apr 2022

Live long and prosper: How to extend the quality of life for everyone

The Shortlist

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Our best ideas, quick and curated | April 22, 2022

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This week, we focus on a more ambitious and relevant goal for human health. Plus, an interview with Ron O’Hanley of State Street, and the effects of inflation on defense spending.

L’Chaim! What if six years of higher-quality life was in reach for everyone on the planet? It’s possible, according to new analysis from the McKinsey Health Institute, if society challenges its beliefs about the definition of health—and reorients portions of public policy and the economy accordingly.

73 is the new 30. Good health is the foundation for leading a productive and enjoyable life. It is a key determinant of life satisfaction and, more broadly, it underpins social development and economic growth. Scientific progress, innovation, and investment across the public, private, and social sectors have led to great advancements in prolonging and improving life: between 1800 and 2017, average global life expectancy more than doubled, from 30 years to 73 years.

Reducing time spent in poor health. While it’s important to recognize such progress, there’s more to be done. Health inequity remains a major problem across the globe, with disparities in access and outcomes persisting between and within countries and regions and across gender, wealth, and other demographic identifiers. What’s more, the share of our lives spent in poor health has not diminished over time. On average, people spend about 12 percent of their lives in poor health, research shows. The best available data suggest that this ratio has not changed much in the past 50 years; indeed, chronic conditions now afflict growing numbers of people for significant portions of their lives.

Broadening the definition. To set the right course, embracing a modernized understanding of health will be crucial. This means changing the definition of good health from the absence of disease to one that better aligns with individual aspirations and the latest scientific research. The World Health Organization proposed just such a broad definition of health, with a greater emphasis on well-being, back in 1948: “health is a state of complete physical, mental, and social well-being and not merely the absence of disease or infirmity.”

Aiming higher. Six key shifts are needed to reach the full potential for human health. They include viewing health not just as an expense, as we do today, but as an investment. It is crucial to improve the measurement of health through better data collection, as well as to scale proven interventions and strategies more consistently and broadly across populations. People can also be empowered to steward their own health through education, public-sector innovation, and robust application of public policy.

Human kinder. Humanity mobilized against COVID-19 at a speed and scale previously unseen. The response at its best demonstrates that when resources and motivation coalesce, scientific breakthroughs and large-scale behavior change are possible within very short periods of time. Humanity needs a goal that yields more time with loved ones, more accomplishments, and more time free from cognitive or physical impairment. Every institution, every leader, and every person has an important role to play.

OFF THE CHARTS

The IT factor: Making the right tech moves to win

In a time of significant, ever-quicker shifts in the IT portfolio, a new survey suggests that a company’s foundational technology has never been more important. In the latest McKinsey Global Survey of technology and business leaders, we find that the competitive divide between winners and the rest has only grown during the pandemic. Compared with the IT organizations at other companies, those at the top—rated by respondents in the top quartile of effectiveness for 15 key technology activities and capabilities—have made much more progress in their cyber, digital, and cloud moves. What’s more, at companies with top-performing IT organizations, technology leaders are much more likely to be involved in company-wide strategy.

Chart of technology leaders' involvement in business strategy and agenda

Check out our chart of the day here.

INTERVIEW

A finance expert on strategies for sustainability

In a recent episode of the McKinsey Global Institute’s Forward Thinking podcast, Ron O’Hanley, the president and CEO of State Street, talks about how the major servicer and manager of institutional assets is trying to make its portfolios carbon neutral by 2050, the growth potential of digital finance, and how the pandemic dramatically illuminated societal vulnerabilities. “I think it’s fair to say that the multiple crises that started in 2020—but first and foremost, the pandemic—really did highlight both strengths and weaknesses that are in the public and private sectors,” says O’Hanley. “And I think it also highlighted the linkages and connections between corporate resilience and ESG [environmental, social, and governance].”

Still think of net zero as a challenge? There’s potential for growth, too.

McKinsey&Company

Greenlighting growth

In the news

•

A ticking clock. The latest report from the Intergovernmental Panel on Climate Change makes it clear: time has nearly run out to meet the 1.5°C warming target of the Paris Agreement. To do so, global emissions would need to top out before 2025, then drop by 43% before 2030. Getting there will require doing many different things—from switching to renewables and electric vehicles to planting more trees—to stop greenhouse-gas emissions and to pull carbon dioxide from the atmosphere. What’s more, all those things would have to happen at once. [Economist]

•

‘Ecopreneurs’ wanted. The drive toward net-zero greenhouse-gas emissions is spurring fresh demand for climate technologies—a trend that investors are getting behind. In March, a record number of start-ups pitched ideas for climate-saving products or services during a high-profile fundraising event. One of the start-ups is creating an algae-based feed additive that might lower cows’ methane burps by 80%. Climate-tech start-ups based in the US raised $40 billion of funding in 2021. As one founder put it, “People are no longer questioning whether there’s a market.” [Wired]

Burgeoning demand for net-zero offerings would create unprecedented opportunities: 11 value pools could generate more than $12 trillion of annual sales by 2030.

On McKinsey.com

•

A moment to ‘play offense.’ History’s largest reallocation of capital may already be under way. However, many companies are spending more on mitigating emissions from their current operations when they should be pivoting to building new green businesses. Some net-zero plans only show how companies will keep up with stakeholder expectations and regulatory requirements. This is playing defense—trying to prove that a company will survive. Playing offense means showing that your business model is built to outperform during the net-zero transition, with a free cash flow that grows relative to expectations.

•

Four moves to create value. Risk won’t disappear, but leaders in the net-zero transition can create value by making bold plays. For example, our research suggests that green leaders in one chemicals sector have seen their enterprise multiples increase by a factor of two to five, while laggards’ multiples have stayed flat. Learn four complementary moves—such as building green businesses and transforming operations—for creating value in the net-zero transition.

— Edited by Josh Rosenfield

Thrive in the net-zero economy

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:38 - 22 Apr 2022

Making hybrid work work for everyone

the Daily read

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Although employers are eager for a return to the office, their employees aren't so keen. In the age of hybrid work, many companies are looking at their workplace models and thinking hard about how to make them more flexible and inclusive. But it’s difficult, delicate work. A new article looks at the dynamics and suggests three practices to prioritize to build a more inclusive culture that can improve performance and organizational cohesion, as well as employee wellness, engagement, and retention. Check it out for perspective on making a hybrid approach work for everyone.

— Sarah Skinner, digital editor, New York

Hybrid work: Making it fit with your diversity, equity, and inclusion strategy

New research details what empowered employees love about hybrid work models and the risks to diversity, equity, and inclusion if managers get the evolving flexible workplace wrong.

Meet in the middle

Quote of the Day

“McKinsey analysis suggests that, in a scenario where the world reaches net zero by 2050, economic output would progressively (and permanently) tilt away from goods and services that are emissions-intensive and toward those that can be made and used without emitting [greenhouse gases]. These shifts would, in turn, ripple along entire value chains, altering the dynamics within industries.”

—See how companies can capitalize on green growth opportunities in “Playing offense to create value in the net-zero transition”

Chart of the Day

Chart of private markets fundraising by region

See today’s chart

Also New

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Better data for better therapies: The case for building health data platforms

Health data platforms that participants trust could bring an end to today’s reductionist approach to drug development, revolutionizing our understanding of disease.

Look at the facts

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Closing the racial wealth gap by investing in Black consumers

Organizations that incorporate racial equity into their strategic agenda can promote growth and advance Black economic mobility. How can business leaders realize this transformative growth?

Understand the issues

Better and faster: Organizational agility for the public sector

Agile principles can help governments transform the way they work for the better.

Make new moves

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:07 - 21 Apr 2022

You’re invited: 🎙Webinar - Building a globally inclusive recruitment strategy with Lever + BambooHR + Hired

Hi MD,

🎙 WEBINAR: Building a globally inclusive recruitment strategy with Lever + BambooHR + Hired.

Date: 28th April 2022. Time: 6.00pm UTC, 7.00pm BST, 2.00pm EST

Hear from four of the world's leading HR companies and their wisdom on building effective, empowering global recruitment strategies with inclusivity at the center.

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by "Remote" <hello@remote-comms.com> - 08:16 - 21 Apr 2022

Join me on Tuesday to learn how to maximise observability with New Relic Logs

Hi MD

It's Liam Hurrell, Lead Customer Training Specialist at New Relic University, here. I'm checking in to invite you to the online workshop I'll host on Tuesday 26 April - a comprehensive introduction to how to maximise observability with New Relic Logs. Logs are a powerful source of data but are they easy to use or access when you need them? You can also claim a set of Jenga "logs" as a thank you for attending.*

This 90-minute virtual workshop will walk you through the different ways to bring log data to New Relic, the fast and easy to use UI, as well as parsing, filtering, or dropping logs to match your needs. With hands-on labs in a sandbox environment, you’ll get to search log data with ease and speed, work with partitions and AI log patterns, troubleshoot errors in applications and trace data, create charts and dashboards to share with teams, and set up alert conditions for problems you want to prevent.

While we recommend attending the hands-on workshop live, you can also register to receive the recording. You can find the full agenda on the registration page.

Hope to see you then,

Liam Hurrell

Lead Customer Training Specialist

New Relic

*You can find the list of countries we can ship swag to on the workshop registration page.

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by "Liam Hurrell, New Relic" <emeamarketing@newrelic.com> - 04:45 - 21 Apr 2022

Tax season is behind us. Its racial implications aren’t.

Intersection Subject Line

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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION

In this issue, we look at how US tax policy disadvantages Black Americans—and how to make the system more equitable.

THE VIEW

“When I think about the deductions, loopholes, and exemptions—they were all made with White Americans in mind. They were all made to advantage White taxpayers.”
— Dorothy A. Brown

What do taxes have to do with racial equity? That’s a question many Americans may not have considered—but Dorothy A. Brown is on a mission to change that. Brown is an incoming professor of law at Georgetown University and a nationally recognized scholar on race, class, and tax policy. She takes on those topics in her latest book, The Whiteness of Wealth: How the Tax System Impoverishes Black Americans—and How We Can Fix It. As Professor Brown explains in this edition of McKinsey’s Author Talks, “Whenever Black Americans engage in the same activity as White Americans, tax policy will advantage how White Americans engage in the activity and disadvantage how Black Americans engage in the activity.” The Whiteness of Wealth sheds light on racial disparities in tax laws that affect Black Americans in many areas of life, from college and jobs to marriage and homeownership. The findings are eye-opening.

When the author shared her research with Black families who were interviewed for the book, they were blown away. “They had always known something was wrong, but until then, they didn’t know what it was,” says Brown. Now they are left with a question: “How can we get ahead?”

Professor Brown’s solution is “getting rid of the loopholes, exemptions, and deductions and taxing all income at the same rate, with no more preferential treatment for capital gains.” She also proposes giving everyone a living allowance deduction based on their cost of living: “What does it take to thrive in your geographical area? That amount of money you don’t pay tax on—only the amount you earn in excess. What if you earn less than that amount? In that case, you get money from the government.” Last year, the author told Congress that “the racial wealth gap will not be eliminated without a fundamental change in our tax laws.” A wealth tax credit, she explained, could help to reduce the country’s racial wealth gap.

A composite photo of a mother kissing her baby.

McKinsey research confirms that most of the current federal tax expenditures—deductions, exclusions, credits, and reduced tax rates—reinforce disparities rather than narrow them. These expenditures amount to well over $1 trillion each year, and thus have a significant effect on the federal budget. The majority of tax breaks are claimed by individuals (not corporations), and they predominantly benefit the highest-earning Americans. Some of the largest tax expenditures benefit Americans with real-estate holdings, employer benefit packages, investment portfolios, and family wealth. In 2019, about half of individual income tax expenditures went to taxpayers in the highest income quintile—the top fifth of American households by income—a segment of the population in which Black Americans are underrepresented. That top quintile of households received 95 percent of the benefits from net preferential rates on capital gains and dividends—and three-quarters of the total benefits from this expenditure went to the top 1 percent of American households.

After all, families can’t realize capital gains on assets they don’t have. Only one-third of Black households own stock, for example (whether directly or indirectly); that’s compared with 60 percent of White households. As Professor Brown reminds readers, “Access, trust, and history have all shaped today’s Black and White investment practices.”

“The truth is,” she writes, “there’s nothing in this country that race and racism aren’t a part of.” To be sure, “tax policy may not be an obvious way to fight systemic racism.” But it’s long past time, Brown says, “to have a conversation about the racist acts buried deep in our tax returns.”

— Edited by Julia Arnous, an editor in McKinsey’s Boston office

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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:11 - 21 Apr 2022

A higher-quality life is in reach for millions. But first, six shifts are needed.

McKinsey&Company

Health is wealth

In the news

•

How low can it go? Due to the COVID-19 pandemic, life expectancy in the United States dropped by almost two years in 2020—which is more than in 19 other wealthy nations, according to new analysis by three public-health experts. Researchers are now surprised and disturbed to discover that life expectancy in the US continued declining in 2021, even as it improved for all but three of the peer countries analyzed. The drop in 2021 was largely due to continued declines in the life spans of White Americans. [WaPo]

•

Labor leak. Around the world, about 100 million people suffer from long COVID-19—defined as symptoms lasting for at least 12 weeks. Many are unable to go back to their jobs, leading to the suspicion that long COVID could be contributing to the difficulty many employers have in finding workers. One study in January surmised that 15% of the vacant jobs in America could likely be due to long COVID. Businesses should consider developing new policies to help long-COVID sufferers. [FT]

It’s time to set a new goal for human health—one that yields more time with loved ones, more accomplishments, and more time free from impairment.

On McKinsey.com

•

Longer but not (yet) better. Between 1800 and 2017, average global life expectancy more than doubled to 73 years. Since 1900 in the United States, infant mortality has fallen by 90% and maternal mortality has decreased by 99%. But we still spend the same share of our lives suffering from poor health. On average, people spend about half of their lives in less-than-good health, including 12% in poor health. The best available data suggest that this ratio has not changed much in the past 50 years.

•

Quality time. The McKinsey Health Institute believes that over the next decade, humanity could add roughly six years of high-quality life per person on average, and substantially more in some countries and populations. To make it happen, we propose embracing a broader definition of health that recognizes the importance of how people integrate meaning in their lives, including how connected they feel to others. Learn the six shifts needed to achieve full potential for human health.

— Edited by Katy McLaughlin

Embrace healthy change

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:25 - 21 Apr 2022

How diversity pledges can work

Re:think

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AFTER GEORGE FLOYD

Making diversity pledges matter

Shelley Stewart III

After the murder of George Floyd, big US companies pledged well over $50 billion toward diversity and racial-equity efforts of all kinds. Many of the pledges were made with an incomplete understanding of what it would take to actually meet the commitments. People needed to come out in the moment and make a commitment. They would focus on the “how” later. Recently, I’ve been talking to many of the leaders at those companies. They are anxious to follow through on those commitments. They are ready to get it right. And, as I’ll explain later, this is a propitious moment.

This work of turning pledges into operations that truly make a difference is in its infancy. But we’re seeing signs of progress in three key areas: capital, connectivity, and technical assistance and support.

With capital, financial institutions have pledged an influx of capital into community banks and minority depository institutions. And banks have all stepped up and said they would expand their lending. But time and again, Black loan applicants are getting turned down at higher rates than other racial groups.

So the question is, “How are you thinking of creative ways to leverage data and analytics to determine creditworthiness?” We’re not saying that anyone should extend credit where it is not warranted. But they should look beyond conventional metrics. For example, in some markets applicants are getting credit for paying rent. That’s not a traditional piece of your credit score, but it’s the most meaningful monthly expense for many families.

By thinking creatively about their balance sheet and commercial terms, companies can facilitate the growth of small companies they work with and help them bridge some of the problems they have accessing capital. Let’s say that you’re a company that makes home security equipment, and you contract with smaller companies to install your equipment in homes and offices. Could you lend some money to a small minority company to help them scale up the workforce that’s required to meet the contractual commitments you’ve agreed to? You’re on both sides of that transaction, but you have privileged information.

That’s the creativity we need. I’m not saying every party should become a bank, but how can we get creative?

“When you think about how important access is to your own company’s way of doing business, why not help your suppliers who don’t have the same access?”

Then there’s connectivity. What can corporations do to help bridge what I’ll call the professional- and social-network gap? This is all about access to relationships. How can you connect suppliers and business partners to one another within a given ecosystem? Industry groups do this in a convening way, so, in a way, big companies are already funding these kinds of connections. But if companies committed some more of their resources—not necessarily money—to this, there could be huge benefits. When you think about how important this is to your own company’s way of doing business, why not help your suppliers who don’t have the same access?

This is connected to the third point, technical assistance. You see this a lot in the manufacturing side of supplier development programs, where companies have created internal infrastructures to help build out the capabilities, the resiliency, and the scale of their suppliers. They’ve got experienced professionals spending real time helping to build the capabilities of these suppliers so they can scale to meet the needs of their company, and other companies. And, of course, the big companies have to make business opportunities for these small businesses. They’re not helping them upscale just for the sake of upscaling.

In essence, these programs are about helping companies understand what it takes to go from mom and pop to middle market, or middle market to billion-dollar enterprise. Since minority-owned businesses skew smaller, they can benefit disproportionately from these programs. But this is just a good business practice, particularly in the context of all the challenges facing global supply chains now.

The supply chain reset we’re seeing could be a significant moment for minority-owned businesses. It’s a great opportunity for companies wanting to deliver on those well-intended diversity and racial-equity pledges. As companies look at trends such as nearshoring, they could redevelop their supply base with an eye toward increased participation from minority businesses. There are plenty of road maps for how to do this. Yes, it will take some investment, but it will pay off in the medium and long term. People are just starting to understand this connection between supply chains and their diversity commitments. We’re in the very early days.

ABOUT THE AUTHOR

Shelley Stewart III is a senior partner in McKinsey’s New Jersey office.

MORE FROM THIS AUTHOR

A photo of a Black person wearing glasses

Black consumers: Where to invest for equity (a preview)

Effectively pursuing broad racial-equity goals can help consumer-facing companies better serve Black consumers.

More →

Building supportive ecosystems for Black-owned US businesses

The right business ecosystems can mitigate or negate the effects of structural obstacles to business building for Black business owners—and add $290 billion in business equity.

More →

IN TWO WEEKS

Jennifer Schmidt on retail supply chains

Amidst the pandemic-driven disruption to supply chains, some companies find success with truly novel approaches.

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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 07:53 - 20 Apr 2022

The great American demographic shift

the Daily read

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Minority groups could soon collectively account for over half of the US population. What’s important in navigating this majority-minority demographic shift? According to George Mason University associate professor Justin Gest, it’s about building bridges and making sure everyone feels a sense of belonging. “I think we need to begin the process of getting in touch with each other because that’s where progress is made: listening, sharing stories, and getting to better understand the other—whatever the social boundary is that needs to be crossed.” See how we can prepare for the future and strive for full inclusion—while also recognizing the power of identifying distinction—in the latest edition of Author Talks.

— Katherine Tam, digital editor, New York

Author Talks: The great American demographic shift

Positive trends in immigration and fertility mean Black, Latinx, and other minority groups are on track to collectively account for more than 50 percent of the country’s population.

Understand the changes

Quote of the Day

“When we create a sense of shared purpose, meaning, and commitment, when management invests deeply and consistently in people’s capabilities, employees have more energy. We are healthier. We are more committed to and engaged with our work.”

—Rawi Abdelal, Professor of International Management at Harvard Business School in "In conversation: The CFO’s role in talent development"

Chart of the Day

See today’s chart

Also New

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The CFO’s critical role in innovation

By embracing discipline and well-defined processes, innovation teams can make finance leaders their biggest allies.

Understand the shifts

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The new CFO mandate

How finance leaders can reconcile and fulfill their growing portfolios of responsibilities.

Understand changing responsibilities

Navigating inflation: A new playbook for CEOs

Few chief executives have faced the challenge of leading a company through an inflationary spike like today’s. Lessons from strong leaders and bold action can help CEOs make the decisions that only they can make.

Make smart moves

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:42 - 20 Apr 2022

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กิจกรรมรูปแบบ Virtual ที่คุณสามารถเข้าร่วมงานได้จากทุกที่

Hire, onboard, and pay your international team in minutes and stay compliant.

Hire, onboard, and pay your international team in minutes and stay compliant.

AFTER GEORGE FLOYDMaking diversity pledges matter

“When you think about how important access is to your own company’s way of doing business, why not help your suppliers who don’t have the same access?”

Jennifer Schmidt on retail supply chains

Amidst the pandemic-driven disruption to supply chains, some companies find success with truly novel approaches.

AFTER GEORGE FLOYD

Making diversity pledges matter