Archives
-
How diversity pledges can work
Re:think
Share this email
AFTER GEORGE FLOYD
Making diversity pledges matter
Shelley Stewart IIIAfter 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
Black consumers: Where to invest for equity (a preview)
Effectively pursuing broad racial-equity goals can help consumer-facing companies better serve Black consumers.
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.
IN TWO WEEKSJennifer Schmidt on retail supply chains
Amidst the pandemic-driven disruption to supply chains, some companies find success with truly novel approaches.
Follow our thinking
This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this email because you subscribed to our McKinsey Quarterly alert list.
Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 07:53 - 20 Apr 2022 -
The great American demographic shift
the Daily read
Share this email 
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 —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 
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 
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
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:42 - 20 Apr 2022 -
Reminder : Zoho Seminar starts in an hour
JOIN US VIRTUALLY
Hi There,
You have a seminar scheduled at 02:00 PM which starts in an hour.
Topic: Nurture Data-Driven Decision Making With Augmented Analytics
Time : 02:00 PM - 03:00 PM (SGT)
SIGN IN using your Ticket ID : 7210000663020061
SIGN IN If the above button doesn't work, copy the link below and paste it into your browser.
https://zohoevents.zohobackstage.com/NurtureData-DrivenDecisionMakingWithAugmentedAnalytics
Powered by Zoho Backstage
by "Online Events APAC" <onlineevents-apac@zohocorp.com> - 01:06 - 20 Apr 2022 -
How will the future of space affect life down on Earth?
McKinsey&Company
A space odyssey to 2030 In the news • Space spending. The US spent nearly $200 billion on space in 2019, creating upward of 350,000 jobs. Many sectors are reaping double-digit growth from increasing investments in space-related activities. Yet despite being a burgeoning industry, space remains a small fraction of the overall economy. “We only spend half a percent of the economy on space and look what we have from it,” says one economist. Opportunities for innovation abound as manufacturing advances, technologies improve, and more companies build rockets and satellites. [Quartz] • Back to Earth. The number of satellites in space has increased astronomically in recent years. The images they provide are crucial to how we understand the climate crisis. Nearly 50 years’ worth of satellite data provide the long-term view, and newer satellites have sharper imaging capabilities that allow researchers to monitor the world’s changing atmosphere all the way down to the community level. These enhanced tools can help identify early indicators for extreme weather events and improve environmental monitoring. [Space.com] “Almost every week, it seems, a new space concept or flight is announced. About 70,000 satellites could soon enter orbit if proposed plans come to fruition.” On McKinsey.com • Complications in the cosmos. As companies and governments continue to explore the cosmos, people on Earth are likely to benefit. Someday, you might be able to connect to the internet from anywhere or travel on a rocket from New York to Paris in 30 minutes. However, these exciting advances also come with challenges. With costs decreasing for rocket launches, tens of thousands of new satellites could soon be sent into space. Satellites that aren’t deorbited could remain in orbit for centuries, leading to more space debris and potential collisions. • Tomorrow’s space economy. The space industry has come a long way, but where is it going in the next ten to 15 years? This edition of The Next Normal explores the space economy’s next decade through the perspectives of three McKinsey aerospace experts and four leading aerospace-industry executives. It also collates other takes on the sector, including topics such as R&D funding, space tourism, and commercial satellites. In the words of one expert, “If you don’t think you’re going fast enough, you’re not.” — Edited by Dana Sand Shoot for the moon 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> - 12:54 - 20 Apr 2022 -
The war in Ukraine and its impact on global food systems
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
The war in Ukraine continues to have devastating consequences—particularly for vulnerable populations, both within the conflict zone and beyond. Now, the war is converging with other disruptions—supply-chain strains, inflation, the pandemic—to pose a looming threat to our global food supply. The Ukraine–Russia region plays a vital role not only as an exporter of primary staples like wheat, but also as one of the major suppliers of fertilizer worldwide. As a result, caloric intake for tens of millions of people—potentially 60 million to 150 million, by 2023—is at stake. What does this mean for populations at risk and for the global food system as a whole? A new episode of The McKinsey Podcast delves into what might happen and what can be done to help. Be sure to check it out. — Joyce Yoo, digital editor, New York 
The rising risk of a global food crisis The war in Ukraine poses a looming threat to the worldwide food supply. Here’s what’s at stake—and what might be done to help. Understand the issues
Quote of the Day “Diverse team members may need information presented in different ways, or they may ask different questions. Respecting those diverse needs allows the group to then see the subject from all angles—a hallmark of better decision making.” —Hiltrud Werner on how diversity affects resilience in “How Volkswagen board member Hiltrud Werner finds resilience”
Chart of the Day 
See today’s chart
Also New 
Tech talent tectonics: Ten new realities for finding, keeping, and developing talent Large incumbents can compete successfully for tech talent—but only if they’re ready to completely rethink their entire HR approach. Tech talent think and act differently. Don’t miss out
How industrial and aerospace and defense OEMs can win the obsolescence challenge Complex equipment can last for decades, but internal components such as semiconductors have much shorter life cycles. Navigating that disparity requires a systematic approach. Increase durability
Viewing change as opportunity: An interview with Western Digital’s David Goeckeler David Goeckeler took the reins at Western Digital days before COVID-19 was declared a pandemic—and helped the company rekindle its innovation road map in the face of massive change. Navigating difficulty
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:50 - 19 Apr 2022 -
Let’s build with the NR1 CLI
Need more out-of-the-box apps in the New Relic One Catalog? No problem. Deploy apps locally and customize it to your own needs with the NR1 CLI. Want to build an app from scratch to fit a need for your team? We’ve got you covered there, too.
Check out this developer guide on our developer portal to learn how to build a simple “Hello, world” app.
Happy building,
MaxIf you need help installing an agent or setting up a cloud integration, please visit our community support.
by "Max from New Relic" <max.francisco@newrelic.com> - 12:02 - 19 Apr 2022 -
Nurture Data-Driven Decision Making With Augmented Analytics | See you tomorrow
HELLO!
We hope you're doing well!
We're here to remind you that the workshop "Nurture Data-Driven Decision Making With Augmented Analytics " , will go live in less than 24 hours. Don't forget to mark your calendar as we're looking forward to meeting you virtually!
Date: 20 April 2022
Time: 02:00 pm (SGT)
For a seamless virtual experience, we recommend you join the session 5 minutes before the event commences. That way, you won't miss a minute! To assist you better, we've compiled a guide that explains how to join the workshop — take a look!
Here are a few more points for you to consider:
- We recommend that you join the session using a computer with a stable internet connection (network bandwidth of at least 8 Mbps)
- Install the latest version of your internet browser—we recommend using Google Chrome or Mozilla Firefox
Also, don't forget to bring your questions so our experts can answer them live!
If you have any questions for us about the workshop, reply to onlineevents-apac@zohocorp.com and we'll get back to you shortly.
Powered by Zoho Backstage
by "Online Events APAC" <onlineevents-apac@zohocorp.com> - 02:38 - 19 Apr 2022 -
The $1.5 trillion wellness industry is growing fast. Here’s what to know.
McKinsey&Company
Wellness matters In the news • Return-to-work jitters. Now that companies are asking remote workers to return to the office, therapists say that their clients are frequently worried about what to say and how to behave around colleagues. Social anxiety can cause feelings of dread, an elevated heart rate, and shortness of breath. Some actions can help: for example, meeting with coworkers before you’re expected back at the office can ease jittery feelings. Similarly, bringing a memento from home (like a favorite picture) can make your work space feel more comfortable. [WaPo] • Clear out ‘emotional clutter.’ After more than two years of living with the COVID-19 pandemic, many of us may need to take stock of where we’ve been and where we’re going. The welcoming of spring makes this an ideal time to revitalize our lives and reconnect with our purpose, mental-health experts say. Writing in a journal can help people track goals, improve focus, and strengthen well-being. In addition, reaching out to long-lost friends to reestablish a connection can provide the social support we all need. [NYT] The wellness market is booming. Consumers intend to keep spending more on products that improve their health, fitness, nutrition, appearance, sleep, and mindfulness. On McKinsey.com • A bossy refrigerator. Each year, consumers spend around $1.5 trillion on wellness. As the industry continues to grow, consumers are likely to seek more control and personalization from wellness products and services. For instance, right now, people who want a better night’s rest can put sensors under the mattress that track how much they’re moving around. In the future, imagine your refrigerator making suggestions based on your sleep data (for instance, saying “don’t make coffee” after a certain time of day). • A ‘sea change’ in eating. How we eat is changing fast, says McKinsey senior partner Jessica Moulton. People are scrutinizing food labels and want to eat more sustainably. About 35% of consumers in Germany, the UK, and the US are drinking plant-based milk, and half of them started fairly recently, says Moulton. “That’s quite a sea change—much faster than we usually see—in the way we eat, and we think it’s going to continue,” adds Moulton. Explore our collection page on the future of wellness. — Edited by Belinda Yu See what’s next in wellness 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 - 19 Apr 2022 -
อัพเดทโปรไฟล์วันนี้ รับฟรี Grab Food! จาก ชไนเดอร์ อิเล็คทริค
Schneider Electric
อัพเดทโปรไฟล์วันนี้ รับฟรี Grab Food!ชไนเดอร์ อิเล็คทริค พร้อมสร้างประสบการณ์ที่ดีขึ้นให้กับลูกค้าของเรา พบกับข้อมูลข่าวสารที่เป็นประโยชน์สำหรับธุรกิจและการทำงานของคุณ
เฉพาะ 30 ท่านแรกที่อัพเดทโปรไฟล์ครบถ้วน รับบัตรกำนัล Grab Food มูลค่า 300 บาทเลย!
ระยะเวลาในการร่วมกิจกรรม 1 เมษายน ถึง 30 เมษายน 2565
ผู้ได้รับรางวัลจะได้รับการแจ้งกลับทางอีเมลภายในวันที่ 31 พฤษภาคม 2565
© 2022 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.
by "Schneider Electric" <reply@se.com> - 10:02 - 18 Apr 2022 -
Tech talent tectonics: Ten new realities for finding, keeping, and developing talent
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Are you feeling the heat when it comes to hiring for tech talent? You’re not alone—61 percent of HR professionals view hiring developers as their biggest challenge, according to a McKinsey survey. Indeed, the Great Attrition and remote work have made it even harder for companies to hire and retain for technical roles. So what can companies do to address this reality? Stay ahead of the competition by checking out a new article that outlines the ten things to keep in mind to find, retain, and grow tech talent. — Joyce Yoo, digital editor, New York 
Tech talent tectonics: Ten new realities for finding, keeping, and developing talent Large incumbents can compete successfully for tech talent—but only if they’re ready to completely rethink their entire HR approach. Tech talent think and act differently. Don't miss out
Quote of the Day “As we work with the population who are poor and move them forward, we have to not lean into meritocracy. We have to lean into the individuals themselves.” —Tom Vozzo, CEO of Homeboy Industries, on the concept of merit-driven culture in a recent episode of Author Talks
Chart of the Day 
See today’s chart
Also New 
How advanced analytics can address agricultural supply chain shocks Building automated supply chain planning systems to address global shocks could lead to significant cost savings for agricultural organizations. Brace for impact
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
How Volkswagen board member Hiltrud Werner finds resilience Resilience is top of mind for Hiltrud Werner in her role as a member of Volkswagen’s board of management as COVID-19, new regulations, and the energy transition test the automaker’s mettle. Keep driving forward
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:19 - 18 Apr 2022 -
Navigating inflation: A new playbook for CEOs
McKinsey&Company
Share this email New from McKinsey Quarterly 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 Related Reading 
Leadership lessons from the world’s best CEOs 
Five ways to ADAPT pricing to inflation Follow our thinking McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or Android
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 10:46 - 18 Apr 2022 -
A leader’s guide to enhanced team development
Leading Off
Share this email
ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Throughout the pandemic and certainly in its early days, leaders and their teams operated mostly in crisis mode. Now, as the business environment begins to normalize, it may be a good time to pull back and take the pulse of your team. Do your team members wish to take on new challenges? Is your current team structure still working, or should you try something different? As companies organize for the future, leaders are tasked with building flexible, dynamic teams that can tackle fast-moving disruptions. This week, let’s explore ways to ensure that your team is up to the task. Read on to learn the strategies of top executives—as well as those of renowned rock musicians. AN IDEA 
Prepare your team for the information revolution Many of us are familiar with the cautionary fairy tale of Rip Van Winkle, who falls asleep for 20 years and misses the American Revolution, waking up to a world he doesn’t recognize. Employees who are resistant to change risk being left behind as today’s workplace revolution advances. A top priority for leaders is to ensure that their teams are aware of and adapt to four macro trends that organizations can expect to encounter in the future. Practical ways to do this include helping your team switch from a static performance mindset to a learning mode, promoting connectivity and engagement at all levels, and creating an environment that supports curiosity and innovation.
A BIG NUMBER 4 That’s the number of important areas in which teams need to develop knowledge, skills, and behaviors. It is no longer enough to focus solely on building job-level skills; instead, educate your team on four key quadrants that drive good performance at most organizations—how the business makes money, how it is managed, the value that individuals add, and effective day-to-day behaviors. For example, one company asked its top 100 leaders to fill out a one-page form to describe the initiatives within their units, how they aligned with the organizational agenda, and the expectations for success. Leaders then used the one-pagers to communicate this information to their teams during team meetings.
A QUOTE “What good can come from employees spending valuable work time chatting about a major sporting event or blockbuster film?” Plenty, says Ron Friedman, author of this Harvard Business Review article on the five things that high-performing teams do differently. Friedman points out that the best teams spend 25 percent more time discussing nonwork matters with their colleagues, forging deep relationships and connections—essential to succeeding as a team. Noting that the desire to feel connected to others “has always been the trickiest for organizations to cultivate,” he adds that even during the pandemic, the top teams found ways to keep social connections going. To develop and maintain a strong team, McKinsey’s Leta Applegate, who leads a high-performing legal team, recommends showing an interest in colleagues and connecting as a group and individually.
A SPOTLIGHT INTERVIEW 
A powerful tactic to nurture individual and team development is to apply the S-curve of learning, according to Whitney Johnson, CEO of the growth-focused human capital consultancy Disruption Advisors. In this McKinsey Author Talks interview, Johnson describes the S-curve as a path to personal and career growth. Leaders can plot team members along the curve—whether they are at the launch point, have reached the “sweet spot” of high performance, or have achieved mastery and want to move on to something else. “In general, you want to optimize your team with about 60 percent of your people in the sweet spot—this is the standard bell curve distribution—20 percent of your people at the launch point, and 20 percent of your people in mastery,” Johnson says.
ROCK AROUND THE CLOCK 
It’s not every day that business leaders get advice from rock bands, but who better to provide tips on teamwork and collaboration? In this McKinsey article, leading rock stars share their insights on figuring out band members’ strengths and weaknesses, setting manageable objectives, communicating honestly, and cultivating humility. “In a band, you’ve got different people with different attitudes and skills coming together to achieve a common goal,” says Oracle cofounder and guitarist Ed Oates. “When it works, the outcome is greater than the sum of the parts.” Lead by developing your teams. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:15 - 18 Apr 2022 -
Toxic work culture is a leading cause of attrition. How can employers win back their workers?
McKinsey&Company
Culture shock In the news • What’s in a name? Call it what you will—the “Great Resignation” or “Great Disruption”—the fact remains that nearly 69 million people in the US quit their jobs in 2021. A common misconception: better compensation stops worker flight. While pay and benefits are important, two-thirds of employees left their jobs in 2021 for reasons related to engagement and well-being. That means the majority of US workers are quitting because they aren’t happy with their bosses, work cultures, or work–life balance, according to Gallup’s research. [Fast Company] • Don’t you know that you’re toxic? For employers still wondering about the potential root cause of this exodus, a recent study provides one clear answer: toxic workplace culture. Researchers found that toxic culture is more than ten times likelier than compensation to predict attrition. Work toxicity encompasses a range of issues, including disrespect, dishonesty, and cutthroat competition. Employers need to figure out how toxicity shows up in their companies—and then take steps to fix it. [Market Watch] “People need to feel valued and supported, even when they’re not entirely sure why they’re feeling so fragile.” On McKinsey.com • Why it matters. Employers can seize this moment to rethink their relationships with their employees and how to win back and retain them. Part of that response involves acknowledging that employees have gone through a traumatic period and empowering them to find a way forward. One problem is that employers and workers aren’t on the same page about what’s important. While employers think that many workers quit because of inadequate pay, McKinsey research shows that workers most often say they left because they didn’t feel valued. • What’s next? Other steps employers could take to engage their workforce include restructuring compensation and adding benefits that help create better work–life balance. They can also seek talent among nontraditional sources like students or contract workers. Now, more than ever, it’s time to listen to your workers, address employee concerns, and foster a supportive culture. Check out the latest edition of McKinsey Quarterly’s Five Fifty for a five-minute briefing—or a fifty-minute deeper dive—on winning back your workers. — Edited by Kanika Punwani Win back workers 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> - 11:35 - 17 Apr 2022 -
The week in charts
the Daily read
Share this email
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 how ICE-component suppliers can maximize value over the next decade, how cross-border e-commerce could reach $2 trillion in merchandise value, what types of projects the Bipartisan Infrastructure Law will fund, the focus areas of M&A outperformers, and the important role of tech leaders at top-performing IT organizations. FEATURED CHART Growth engine no more? 
See more
This week’s other select charts Signed, sealed, and delivered A new funding stream Big deal? Focus on revenue growth Follow the tech leaders
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:40 - 16 Apr 2022 -
Four principles of effective storytelling on social media
McKinsey&Company
Share this email
McKinsey Classics | April 2022 
Four principles of effective storytelling on social media Scott Harrison was a successful nightclub and fashion promoter in New York, but he felt spiritually bankrupt. Leaving his business behind, he decided to serve as a photojournalist on a floating hospital that provided free medical care in poor countries. On the ship he documented the struggles of people with debilitating conditions, such as enormous tumors, cleft lips and palates, and flesh eaten by bacteria from waterborne diseases, and the work of the people who treated them. After eight months he returned to the city, but not to his former life. Harrison had learned that the absence of clean drinking water causes many medical problems, so he created a nonprofit to finance water projects in poor countries. This organization—charity: water—relies on fundraising, and Harrison’s story plays an important role in it: by using media interviews and YouTube videos to explain why he started the group, he made people “fall in love with him and his cause.” Such stories help build organizations and lead them through times of change. To learn the four principles that make these narratives effective, read our 2011 classic “The power of storytelling: What nonprofits can teach the private sector about social media.” — Roger Draper, editor, New York Learn how to tell stories on social media
Related Reading 
The data-driven future of storytelling: MIT’s Deb Roy on the message and the medium
AI in storytelling: Machines as cocreators
Telling a good innovation story
Did You Miss Our Previous McKinsey Classics? 
The future of global economic growth Will the world economy realize the opportunities to raise productivity? That depends on the ingenuity of managers and engineers and on the willingness of policy makers to make reforms. Read “A productivity perspective on the future of growth.” Understand productivity’s importance
Follow our thinking
McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or Android
This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:47 - 16 Apr 2022 -
Capitalizing on green growth opportunities
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
As more institutions step up in their commitments to achieve net-zero emissions of greenhouse gases, new business opportunities are emerging. In a net-zero future, there will be more demand for climate-friendly goods and services, and companies will tilt away from investing in high-emission assets. Explore how decarbonization is transforming portfolios, operations, supply chains, and the economy at large in a new article from McKinsey Quarterly. See why now is the time for companies to take bold action and embrace green growth opportunities. Be sure to check it out. — Joyce Yoo, digital editor, New York 
Playing offense to create value in the net-zero transition Decarbonization will reshape the economy, opening new markets and imperiling others. Now is the moment for companies to spot green growth opportunities and move boldly to take advantage. Shift to green
Quote of the Day “In the years ahead, more customers will be willing to pay for sustainability, particularly if airlines can engage them with interesting approaches, such as gamification in frequent flyer programs, opt-out rather than opt-in offsets, 'green fast lanes' for check-ins and security control, and customized emission-reduction offers.” —See what the future holds for the aviation industry in "Opportunities for industry leaders as new travelers take to the skies"
Chart of the Day 
See today’s chart
Also New 
The path to sustainable and inclusive growth Can collaboration between business, government, and society spur economic growth that benefits everyone without destroying the planet? Focus on the future
Mastering off-price fashion in an omnichannel world The diversity of off-price channels and the emergence of online players requires fashion brands to develop clear strategies that protect their brands while reaching new consumers. Understand the trend
The McKinsey Crossword: Thank You, Uncle Sam | No. 71 57 across: Thing that can save you money around now ... and the theme of this puzzle. Can you solve it? Play now
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:49 - 15 Apr 2022 -
Full-Stack observability for iOS and Android
Sometimes you just don’t want to be sitting in front of your computer screen.
Download the New Relic One mobile app and get all the awesome data you love from New Relic—everywhere you go.
Available for both iOS and Android, the app enables you to:
- Track real-time and historical app performance
- See key transaction data and app errors
- Stay alert(ed) with push notifications
Follow the instructions to install and configure your New Relic One mobile app today.
Happy Monitoring,
Max
by "Max from New Relic" <max.francisco@newrelic.com> - 12:01 - 15 Apr 2022 -
You're all set for QlikWorld
QlikWorld 2022
May 17-19, 2022 Thank you for
registeringVirtual Event
May 17-19, 2022
We’ll see you at QlikWorld.
Please add the event to your calendar:
On the day of the event, you can log in up to 30 minutes before the official start time to explore the virtual environment. You don’t need to download any special software, and you can join us from any internet-enabled device.
Date: May 17-19, 2022
Time: 12:00 PM – 4:30 PM SGTYour Login Details
- URL: https://ve.on24.com/vshow/Qlik_Virtual_01/lobby/18938
- Your email: info@learn.odoo.com
- Password: 2eJh97tr3
Special offer
When you register AND attend the QlikWorld Virtual Event, you'll be eligible for a $100 discount on Qlik Certification exams. Certifications will be just $150 for all QlikWorld attendees who take certifications during June 2022.Language: Once you’re logged in, please select your language in the pop-up window, or click “Change Language” at the top of the screen.
Want to test your device ahead of time?
You can test your desktop, laptop, tablet, or phone here.Questions or issues?
We’re here to help: webinars@qlik.comBy registering for QlikWorld, you understand and agree that the following details will be visible to other attendees during the event: your name, company name, industry and email address. If you do not want these details to be visible, you will need to change your profile settings at the beginning of the virtual event.
by "Qlik" <QlikWorld@Qlik.com> - 04:23 - 15 Apr 2022 -
What’s the big deal? M&A tries to extend gains after a record year
The Shortlist
Share this email
Our best ideas, quick and curated | April 15, 2022 View in browser
This week, we look at the challenges and opportunities for M&A amid a more complicated outlook for 2022. Plus, the booming cross-border parcel market, and global experts on the tech trends they think will, and should, lead business agendas. 
A banner year. Corporate dealmakers may have spent much of 2021 on videoconferences, but it didn’t damp their fervor for mergers and acquisitions. In fact, they set a record for M&A activity across the globe—with the value of deals hitting new highs, alongside an uptick in deal making by private equity (PE) firms and a rise in spin-offs of corporate units. Big numbers. The value of large deals increased 67 percent for the year, peaking at $5.9 trillion, according to a recent McKinsey review of the global M&A market. The number of large deals by corporations, PE firms, and special-purpose acquisition companies (SPACs) also rose 37 percent from 2020. Dealmakers in the Americas led the action with 52 percent of all M&A value worldwide. Technology, media, and telecommunications was the most active sector, increasing its share of global M&A activity to 34 percent of deal value from 30 percent a year earlier. Follow the program. Only time will reveal the winners, of course. But history already shows us which dealmakers have the odds on their side. According to a McKinsey analysis of more than 20 years of M&A data, some deal-making strategies reliably provide below-average shareholder returns: organic-growth strategy—that is, making no deals at all—followed by a strategy of selective acquisitions. Companies had a bit better chance of outperforming the averages with large, one-off “big bang” transactions. But the strategy that creates the most value for companies? It’s programmatic M&A, a carefully choreographed series of often small deals around a specific business case or M&A theme. Confidence and capacity. Programmatic M&A isn’t a volume play but a strategy for systematically building new businesses, services, and capabilities. It’s a proactive and long-range strategy, driven by leaders’ conviction in their corporate strategy, understanding of their competitive advantage, and confidence in their capacity to execute. It’s also the best way to get the most bang out of any large-scale deals that may come along. McKinsey research shows that a company using the large-deal approach has only a 50–50 chance of turning in higher shareholder returns than their peers—no better than a coin flip. But companies that paired a large-deal approach with a programmatic one generated higher shareholder returns. Done deals. Of course, striking a big M&A deal isn’t the end of the line. Some 10 percent of proposed tie-ups are canceled in any given year, according to McKinsey research, many due to regulatory concerns. Other deals require the parties to take measures to satisfy antitrust bodies, and companies that know the formula can ease their regulatory journey. And sometimes, bigger isn’t better: along with the rise in M&A, more companies are also deciding to improve their operating models by spinning off units that no longer help drive the core business. How much longer can the M&A surge go? The outlook for this year is complicated, with deal-making down in the first quarter. Russia’s invasion of Ukraine has created not only a humanitarian crisis but also fears of geopolitical instability that come atop other potential headwinds, including rising inflation, increased taxes, and the possibility of greater regulatory scrutiny. While it is difficult to know what lies ahead in such an environment, strategies that have supported dealmakers in other challenging markets—increasing digitization, supply chain and environmental upgrades, and a more hands-on approach to portfolio management—remain likely to outperform alternatives.
OFF THE CHARTS Wanted: Digital talent to match digital supply chains Despite progress over the past several years, companies are still struggling to build the capabilities that their emerging digital supply chains will need. If you are like the 71 global companies that responded to a 2021 supply chain survey, you probably accelerated your investments in digital technology as your supply chain grappled with COVID-19 challenges. Survey respondents also said they need more in-house digital supply chain talent to support their current and planned digitization efforts, a tenfold increase over the previous year. That need is driving them to look toward reskilling and redeploying today’s workforce to achieve the required levels of competency. 
Check out our chart of the day here.
INTERVIEW The new space economy depends on innovation—and passion Imagine if your job portfolio encompassed small satellites, human space flight, and space exploration. As the head of U.S. Space Systems for Airbus U.S. Space & Defense, Debra Facktor oversees a team that understands all the technical aspects of building satellites and traveling out to space. In a recent interview with McKinsey, she talks about the future of the space economy, the right mix of governmental, commercial, and private interests, and what the ideal 2030 space workforce looks like.
MORE ON MCKINSEY.COM Unpacking the cross-border parcel market’s promise | As e-commerce continues to fuel cross-border package deliveries around the world, we spotlight five interrelated trends that all logistics providers—especially parcel providers looking to enter the commercial side of the business—should understand. Promoting diversity in French companies | Organizations in France want executives with diverse national origins and socioeconomic backgrounds, but they have had uneven success in achieving this goal. A new barometer is designed to help them. Health equity: A framework for the epidemiology of care | Beyond the obvious benefits to patients, health equity is an enormous opportunity for pharmaceutical and life sciences companies. Here are steps they can take across communities to make the impact even greater.
WHAT THEY’RE THINKING Which tech trends will lead business agendas? Metaverse. Web3. Crypto. 5G. These are just a few of the technologies grabbing headlines. But which technology trends truly sit atop business agendas this year? And what should business leaders keep in mind as they consider these trends? We asked some members of the McKinsey Technology Council, a group of global experts convened to assess, track, and debate real emerging trends in business and technology, for their perspectives on these questions: What technology trend do you predict will headline business agendas for the remainder of 2022 and why? What technology trend do you think is under businesses’ radars but merits more of executives’ attention? What’s one piece of advice you would give to business leaders as they mull incorporating new technologies into their business? Their answers might surprise you. While some experts keyed in on bleeding-edge technologies such as quantum computing, others focused on bringing more rigor and operationalization to technologies that have been around for several years, such as machine learning. And their advice to business leaders indicates that some age-old issues, such as breaking down organizational silos and reskilling the workforce, remain pertinent. Download the full list of global experts in industry, academia, and at McKinsey here. — Edited by Barbara Tierney Share this What They’re Thinking
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:50 - 15 Apr 2022 -
How to handle the jerk at work
McKinsey&Company
Not cool, jerk In the news • You can WFH, but they’ll still find you. People sometimes believe that remote work protects them from having to deal with obnoxious colleagues. But jerks aren’t going to suddenly stop being jerks just because you’re working from home. It doesn’t matter whether you’re in the office or on a video call. Toxic coworkers are going to give their version of events to your boss, in real life, or during an online chat. It’s delusional to think otherwise. [FT] • Got a minute? Has this ever happened to you? You get to work, fresh and rested. A colleague wanders over and starts to chat. A half hour later, he heads off, leaving you emotionally exhausted. You’ve just been victimized by an energy vampire, a clueless coworker who drains your life force by being self-centered, manipulative, or just too chatty. To avoid these interactions, understand why the energy vampire targets people like you. [CNN] “One of our biggest misconceptions is that jerks at work can’t read a room. The reality is, most jerks at work actually have incredible social skills.” On McKinsey.com • Don’t underestimate them. Jerks at work have skills. They have things that they’re really good at that allow them to get away with this behavior—a lot like career criminals who never get caught. Coworkers often underestimate these skills. Similarly, they often fail to spot the jerks’ weaknesses. Tessa West, a professor of psychology, distinguishes among various types of jerks, each with a particular set of skills and another set of weaknesses. To develop strategies for coping with jerks, coworkers need to understand both. • Nice guys, take notice. Everyone has had experience with jerks—and everyone has a theory about how to deal with them. But most of these theories are inadequate. People don’t get better with practice, and they don’t get better with time. They get better when they learn science-based strategies of how to deal with jerks. Even West, who studies interpersonal interaction for a living, says she was constantly surprised during her research at how wrong her own lay theories were. See our new edition of Author Talks to learn who the jerks are and how they get away with it, the coping strategies that work, and why the jerk might just be you. — Edited by Mark Staples Stress less 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> - 11:35 - 14 Apr 2022
