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Making workplaces work for moms
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION 
In this issue, we look at how companies can make workplaces work for moms. THE VIEW 
“Childcare is not my personal problem.
It is an economic issue.”
— Reshma SaujaniReshma Saujani is founder of the nonprofit Girls Who Code and the Marshall Plan for Moms (on which McKinsey has served as a knowledge partner), a campaign to center mothers in America’s economic recovery from the COVID-19 pandemic. In a recent edition of McKinsey’s Author Talks, Saujani discusses her latest book, Pay Up: The Future of Women and Work (and Why It’s Different Than You Think). Here are three points from an ardent discussion. Women—particularly working moms—are not OK. In Canada and the US, one out of three working women are thinking about leaving the workforce or downshifting their careers. Sixty percent of moms in the US say that the pandemic has negatively affected their mental health. (That’s compared with less than half of dads.) And American women are still down over one million jobs since the start of the pandemic. As Saujani puts it, “This isn’t just a pandemic story. For far too long, we have been juggling too much. We were sold a big corporate lie: that we could ‘girl boss’ and ‘lean in’ our way to the top. We have always participated in a workforce that’s not only not built for us but also has been stacked against us. I think moms are tired. I think we’re burned out. I think we’re angry.” Companies should care. Saujani says it’s time for employers to pay up and make workplaces work for moms—starting with subsidizing childcare. The author puts it plainly: “Childcare is an economic issue.” She points out that the lack of affordable childcare is keeping many moms out of the workforce. Only 11 percent of American workers have access to employer-subsidized childcare, according to the latest federal data. Meanwhile, nearly 60 percent of Americans surveyed by Just Capital say that employers should offer discounted or subsidized childcare. McKinsey research shows that the need to take care of family is a significant cause of joblessness among American parents and that childcare responsibilities are among the top reasons working mothers are considering leaving their jobs. In Saujani’s view, parental leave should be paid and mandatory. Saujani says that companies should tie executive performance reviews and compensation to whether male employees with children take paternity leave. As she explains, “Those first few months when you have a child are so critical to a couple negotiating their to-do list. Companies can actually help advance gender equality at home through the policies that they set forth.” McKinsey research shows that paternity leave can level the playing field for working mothers and helps set the foundation for equal distribution of household responsibilities long after parents return to work. Check out this previous issue of Intersection for a look at the global division of unpaid labor and the Bank of Japan’s goal for all male employees who have children to take parental leave starting next year. Editor’s note: Saujani has also been outspoken about her experiences with infertility, miscarriage, and surrogacy—and how companies can better support employees who are breastfeeding. — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 07:44 - 14 Apr 2022 -
Capturing the true value of Industry 4.0
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Stuck in pilot purgatory? Implementing Industry 4.0 across networks has allowed some companies to leap ahead, while others are playing catch-up on data and analytics, AI, and machine learning. Although digital transformations are notoriously difficult, the pressure to succeed is intense and the benefits can be seen across the entire manufacturing value chain. Our insights identify three main archetypes for the companies that have stalled out—cautious starters, frustrated experimenters, and ready-to-scalers—but all three can course correct. Don’t miss a new article on how to turn purgatory into progress. — Sarah Skinner, digital editor, New York 
Capturing the true value of Industry 4.0 With digital transformations notoriously difficult to scale up across factory networks, manufacturers may need to slow down to get ahead in the race to implement Industry 4.0. Achieve change 
Quote of the Day —Aleida Rios, senior vice president of engineering at BP, on organizations attracting, developing, and retaining the talent required to meet net-zero targets in "Engineering the energy transition: An interview with Aleida Rios of BP"
Chart of the Day 
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Also New 
Use star ratings to inform durable goods redesigns and spur growth Star ratings have outsize influence on consumers shopping for appliances and other durables. Companies can use them to initiate a cycle of better product designs, happier buyers, and sales growth. Take a 6-step approach 
Building pharma pipelines using a socioeconomic lens Harnessing advances in science and technology can deliver transformative therapies faster while reducing the socioeconomic burden of disease. Rethink challenges
Accelerating India’s sustainability journey in chemicals To better confront climate change, chemical companies should take a holistic approach to ESG and aim to improve performance on environmental metrics. Read the report
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 07:33 - 14 Apr 2022 -
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by "Remote" <hello@remote-comms.com> - 08:02 - 14 Apr 2022 -
SmartBear Named a Leader in the IDC MarketScape 2022 Vendor Assessment Report
Hi Abul!
We're pleased to share some exciting news! SmartBear has been named a Leader in the IDC MarketScape: Worldwide Enterprise Automated Software Quality and Continuous Testing for Digital Execution 2022 Vendor Assessment.
If you're as intrigued as we hope you are, we invite you to take a few minutes to read an excerpt of the report highlighting SmartBear!
In the new IDC MarketScape excerpt you will learn:- The IDC MarketScape’s five key strategies for enterprise success with automated software quality.
- Global trends in automated software quality that accelerate digital transformation.
- How low-code, no/code and microservices are driving demand for modern testing approaches.
- Why SmartBear was named a Leader
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by "Cynthia Gumbert" <cynthia@smartbearmail.com> - 02:04 - 14 Apr 2022 -
Want gender parity in your workforce? Retain and advance women early in their careers.
McKinsey&Company
Let’s get technical In the news • Digital divide. Men are 21% more likely to have internet access than women across the globe. And in the world’s least developed countries, that number rises to 52%. Closing this colossal digital gender divide—exacerbated by the COVID-19 pandemic—will require not just internet access and equipment but also access to training and education. The ongoing digital acceleration can amplify opportunities for women to get the access and training they need—especially for the new technologies that will comprise the majority of future jobs. [WEF] • #DressForSTEM. Pi Day is celebrated around the world on March 14. That’s also the day of “Dress for STEM,” an annual event celebrating women in STEM (science, technology, engineering, and math). This year marked the seventh such celebration, with participants around the world wearing purple to honor women STEM pioneers as well as past, present, and future generations of women scientists. The event is also a reminder of the stark underrepresentation of women in many STEM fields: although they make up almost half of the labor force, in 2022, women hold just 27% of all STEM careers. [WaPo] Most of the leaders we interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. On McKinsey.com • Off the bat. Long-term career success is crucially dependent on early promotions. And that’s exactly where McKinsey research consistently shows that women lose ground. Across all industries and roles, women hold 48% of entry-level roles and 41% of first-level manager positions. But in crucial technical fields like engineering and product management, where women hold just 34% of entry-level roles to start, just about one-fourth (26%) hold first-level manager positions. Diversity is critical in these technical roles to help debias the technologies that are such an intrinsic part of modern life. • Broken rung. To better understand the barriers that women in technical roles face around early promotions, McKinsey spoke with early-tenure individuals who work in technical roles, as well as their leaders and supervisors. We found that most companies are aware of the broken rung on this career ladder. But the majority of the people we interviewed said that their companies are not monitoring women’s advancement in these roles and lack a systematic approach to that advancement. See three enablers that can help organizations make career development easier and fairer for women in technical roles. — Edited by Justine Jablonska Repair the ladder Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:12 - 13 Apr 2022 -
Author Talks: A tale of two Americas
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
As much as America is the land of opportunity for many, it is also a place with great inequality. According to Tom Vozzo, CEO of Homeboy Industries, there are two Americas: “the America that most of us live in, and then the America that the poor and the marginalized—the demonized people—live in.” In a new episode of Author Talks, Vozzo talks about his journey from corporate executive to leading the world’s largest gang rehabilitation and reentry program. Hear what he has to say—and explore how we can apply these life lessons to helping disenfranchised people move forward in life. — Joyce Yoo, digital editor, New York 
Author Talks: A tale of two Americas Tom Vozzo spent 26 years as a top executive before pivoting to a nonprofit that rehabilitates gang members. The philosophies that help them reenter society, he says, would help corporate America too. Change your perspective
Quote of the Day “Growth increases our incomes and our standards of living. It increases security and resilience, poverty alleviation, and education, so there are many positive associations. But growth touches on inequality because skills bias leads to a dispersion of income, so growth also promotes the wealth of the people at the bottom of society.” —Sven Smit, McKinsey senior partner, on creating a path to sustainable and inclusive growth in a recent episode of the Inside the Strategy Room podcast
Chart of the Day 
See today’s chart
Also New 
Is worker power on the rise? Quitting is up, and so are wages. As the Great Attrition persists, employer–employee dynamics appear to be changing. But who actually benefits—and how durably? Understand the moment
Opportunities for industry leaders as new travelers take to the skies A new global survey points to a greener future for air travel. See the survey results
How COVID-19 caused a global learning crisis The pandemic has taken a substantial toll on students’ academic progress as well as on their mental health. School systems can respond across multiple horizons to help students get back on track. Address the impacts
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 07:08 - 13 Apr 2022 -
Forward Thinking on tech and the unpredictability of prediction with Benedict Evans
McKinsey&Company
Share this email New from McKinsey Global Institute 
Forward Thinking on tech and the unpredictability of prediction with Benedict Evans One of the tech world’s sharpest analysts talks about the frontier and how we got here, connecting the metaverse, Web3, and crypto with everyone from industrialist Henry Ford to writer Voltaire to historian Hugh Trevor-Roper. Look ahead Explore this and future episodes of the McKinsey Global Institute’s Forward Thinking podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, Spotify, and Stitcher. Related Reading 
The enduring power of engineering in a digitizing world with Hayaatun Sillem 
My Rookie Moment: Watch episode 7 Follow our thinking McKinsey Insights - Get our latest
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This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 04:58 - 13 Apr 2022 -
What can 3-D printing do for you? A lot, it turns out.
McKinsey&Company
The promise of 3-D printing In the news • Rush into print. More companies are using additive manufacturing, aka 3-D printing, to make parts and products that consumers can use. The technology dangles the promise of solving supply chain and sustainability challenges, while making it easier to personalize products (think 3-D-printed dentures or implants) and lower the cost of innovation. One CEO of a 3-D printing company believes the technology will bear much fruit in the coming decade. [Fast Company] • Home, sweet printed home. 3-D-printed house frames require far less labor and a simplified supply chain, making them a promising solution for affordable housing. A handful of companies and NGOs are already using the technology, but it may take five to ten years before it becomes commonplace. Don’t expect all home-building costs to plummet: windows, plumbing, HVAC, and electrical systems will still require custom labor. [PBS] Manufacturers must build the skills, processes, and business models needed to make additive manufacturing shine in the industrial world. On McKinsey.com • Decades of progress. Additive manufacturing (AM) has been a long time coming: the first commercial machines were developed 40 years ago. By 2020, the sector had grown into a €13.4 billion industry with a 22% annual growth rate and 200-plus companies developing new hardware, software, and materials. Parts can now be made faster, from a wider range of materials (including high-strength aluminum alloys and medical-grade polymers), and with more sophisticated, AI-supported systems. • Dimensional improvements. Faster machines, better materials, and smarter software will help make 3-D printing a realistic solution for many real-world applications. One standout sector already demonstrates the industry’s potential: the medical-devices industry, where AM technologies are now applied routinely to produce prosthetics and implants. As AM works out issues that concern manufacturers—including slow printing speeds and expensive materials—more industries are likely to follow suit. — Edited by Katy McLaughlin Read the fine print Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:16 - 12 Apr 2022 -
Women in healthcare and life sciences: The ongoing stress of COVID-19
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Women have made great strides and are comparatively well represented in healthcare and life sciences. But in the wake of the pandemic, unmanageable workloads and increased home responsibilities are taking a toll, and many are leaving the workforce altogether. This could potentially set back the progress women have made in healthcare by several years and hinder efforts to reach gender parity in senior-level positions. A new article examines these ongoing challenges and suggests three actions to retain and promote women in the industry. Explore what needs to be done to rebalance the scales. — Katherine Tam, digital editor, New York 
Women in healthcare and life sciences: The ongoing stress of COVID-19 The healthcare sector is examining how to better hire and promote women to the highest levels. Understand the challenges
Quote of the Day “While the shift to online will occur rapidly over the next five years, offline outlets and villages will remain major destinations thanks to their exemplary experience. They can offer both immersive brand experiences and an opportunity to raise brand awareness among consumers.” —Get smart about how fashion companies can optimize both offline and online channels in “Mastering off-price fashion in an omnichannel world”
Chart of the Day 
See today’s chart
Also New 
Risk transformations: The heart, the art, and the science Successful large-scale risk transformation requires a combination of heart, art, and science to keep the momentum and deliver sustainable outcomes. Make meaningful change
Author Talks: Get on the performance curve By taking pause to assess our default responses, Dr. Laura Watkins says we can take new problem-solving avenues that build our capacity to handle change and complexity. Ditch boom-and-bust
Japan’s design imperative Japanese companies want to revamp their innovation engines and reconnect with their customers. Good design will help. Four themes for maximizing value
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:17 - 12 Apr 2022 -
Do you know why your workers are leaving?
McKinsey Quarterly
Winning back your workers Employees left the workforce in record numbers last year, and many are staying away. Companies need to rethink how to win them back. 
Get your briefing People are feeling tired and purposeless and are leaving their jobs—many without another in hand. 
Get your workers back
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly Five Fifty alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 02:11 - 12 Apr 2022 -
Whose fault is it anyway? Debugging distributed systems.
It’s frustrating trying to figure out performance issues throughout your distributed system. Nobody wants to spend hours digging through your logs, only to later find out that it was an external service causing the issue.
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by "Max from New Relic" <max.francisco@newrelic.com> - 12:02 - 12 Apr 2022 -
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by "Online Events APAC" <onlineevents-apac@zohocorp.com> - 03:25 - 12 Apr 2022 -
The employer–employee relationship is changing. Which workers have more power?
McKinsey&Company
Power to the people In the news • Rethinking the 9-to-5. A majority of independent workers in the US—70%—now believe independent work to be more secure than a traditional, full-time job, according to a 2021 survey. The COVID-19 crisis has led workers to rethink their work lives. At the same time, expanded unemployment assistance, a wave of early retirements, and a shortage of childcare options have limited the pool of available workers. Since workers have more power to hold out for the jobs they want, employers should consider offering employees greater autonomy and flexibility. [HBR] • Fatter paychecks. The US labor market is continuing to heat up, with wages increasing briskly in January through March as employers offer bigger paychecks to lure a limited number of workers. Wages climbed by 5.6% from the prior year, leaping over the 2 to 3% annual gains of the 2010s. Meanwhile, the unemployment rate slipped to 3.6% in March from 3.8% the previous month. The most dramatic pay increases have been in leisure and hospitality, where workers in nonmanagerial roles have seen wages shoot up nearly 15% over the past year. [NYT] “The worst thing employers can do is come out with a mandate, whether it’s the five-day return to how it was or the dressed-up four-day mandate.” On McKinsey.com • The power to walk. In this tight labor market, workers are flexing the power to walk away from jobs they don’t want—and most of them haven’t come back, say talent experts Bryan Hancock and Bill Schaninger in an episode of McKinsey Talks Talent. Of the folks who have quit their jobs, only a third are returning to full-time employment, McKinsey research shows. “Maybe that’s the real power. They aren’t going back. And the employers have to decide whether or not they like the new terms,” says Schaninger. • Pockets of power. “We are seeing some increased worker power in some pockets,” says Hancock. How much power depends upon the type of employment. Knowledge workers who work remotely can access a nationwide labor market, but folks who serve customers or handle equipment often face very local labor markets. In addition, some gig economy workers are finding that although work platforms are evolving, they haven’t met all of their needs. Listen to the full podcast for more on the changing employer–employee relationship. — Edited by Belinda Yu Reframe the relationship 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> - 12:12 - 12 Apr 2022 -
The changing role of CFOs
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
The role of CFOs is changing—and at an accelerated pace. Amidst persistent economic uncertainty and increased digitization, today’s finance leaders face many new challenges and a growing scope of responsibilities. “This time of change represents an opportunity for the CFO to have disproportionate impact, becoming almost a copilot of the business with the CEO,” says McKinsey partner Ankur Agrawal in a new article that explores how the role is transforming and expanding. Check it out to get up to speed. — Babi Oloko, digital editor, New York 
In conversation: The new CFO mandate How finance leaders can reconcile and fulfill their growing portfolios of responsibilities. Understand changing responsibilities
Quote of the Day “Being on a performance curve is not about being happy or about being comfortable. It’s actually sometimes about being uncomfortable because we ask ourselves those challenging questions, but the idea is that over time it will become a more fulfilling place to be.” —Laura Watkins, cofounder of Cognitas Group, on the benefits of the performance curve in a recent Author Talks interview
Chart of the Day 
See today’s chart
Also New 
You're invited: Join us for a webinar on creating an inclusive environment for transgender employees More than half of transgender employees say they are not comfortable being out at work. They report experiencing systemic barriers to employment, performance, and advancement. What can employers do to change this narrative? Register now
How the fashion industry can get into a metaverse mindset Shoppers, particularly those in Gen Z, are spending more time online and exploring the possibilities of the metaverse. Here’s what fashion and luxury players need to know about this emerging frontier. Discover digital landscapes
Using machine learning to improve student success in higher education Deploying machine learning and advanced analytics thoughtfully and to their full potential may support improvements in student access, success, and the overall student experience. Understand digital advancements
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:36 - 11 Apr 2022 -
Can this collaboration be saved? Here's a guide for leaders.
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Collaborative work has become all consuming. The time that most people spend on meetings, emails, messaging, and phone calls accounts for 85 percent or more of their workweeks, and since the COVID-19 pandemic began, collaboration demands have only increased. Collaboration—whether it is between individuals or among teams or business units—can take an organization from good to great, but when done without care, it can derail projects and exhaust the participants. This week, let’s explore ways to collaborate better, as well as some habits of collaboration that may undermine performance. AN IDEA 
Be strategic and intentional in identifying collaborators “Why am I in this meeting?” We’ve all asked ourselves this question when we’ve felt that we had little or nothing to contribute to a meeting’s agenda. Diverse perspectives are indeed valuable, but you should resist the temptation to corral every available expert to staff your next project. Be selective when picking collaborators, looking for complementary skills and depth of knowledge that can be applied directly to the problem at hand. “This intentionality helps ensure that inefficient collaboration does not stymie innovation and productivity,” says McKinsey’s Stephanie Spangler. “Being intentional about when to collaborate and what projects you say ‘yes’ to also could help avoid the strain of collaboration overload.” To make the most of your collaborators’ expertise, provide immediate feedback on their contributions rather than waiting until the end of the project to debrief the team.
A BIG NUMBER 30 That’s the percentage of extra time it takes to complete tasks if you’re doing them in parallel—and for heavy multitaskers, it may take even longer than that. Switching back and forth among tasks damages productivity: our brains are wired to work best when focusing on one thing at a time. The same principle applies to collaborating with people. Research shows that individuals are most creative when focusing on one activity most of the day and collaborating with just one other person. Fragmented and frantic days packed with activities, meetings, and group discussions can hamper creativity. It may not be possible to eliminate these distractions entirely, but consider redesigning working norms to assign and manage collaborative work more thoughtfully.
A QUOTE “It is possible to have too much of a good thing.” That’s the ancient Greek storyteller Aesop warning us of the dangers of too much sunshine in his fable “The marriage of the sun.” In our own era, the dangers of too much collaboration are all too apparent. Virtual-interaction technology gives us the ability to connect constantly, but, ironically, the onslaught of meetings, emails, and texts often doesn’t lead to productive collaboration. To achieve high-quality, focused interactions, leaders can focus on three broad categories of collaboration: decision making, creative solutions and coordination, and information sharing. Getting these right will require corrective action, such as clarifying who makes decisions (ideally, just one person), empowering employees to come up with innovative solutions, and—you guessed it—reducing the number of meetings and their attendees. Treat meeting time as a precious commodity and take it as seriously as you would financial capital.
A SPOTLIGHT INTERVIEW 
If you suffer from collaboration overload, take heart: it is possible to collaborate effectively. So much more effectively, in fact, that you can claw back 18 to 24 percent of your time, says Rob Cross, Edward A. Madden Professor of Global Leadership at Babson College, in this McKinsey Author Talks interview. But he warns that there isn’t a “single, seductive principle” to follow: “This is more of a brawl than a ballet.” That means setting norms around collaboration, whether it involves allocating time strategically, energizing and engaging people, or networking purposefully. The best collaborators are “seeding relationships and developing an understanding of how they could work together with others,” says Cross. “Then when the opportunity comes by, their response is much greater than those of people who don’t do this. So they’re able to mobilize resources that produce a bigger outcome.”
SIX DEGREES OF SEPARATION 
There are many reasons collaborations fail, but a common one is that leaders neglect to set up the conditions needed to support collaboration, relying instead on conventional solutions to fix collaborations when they break down. Research by Babson College professor Rob Cross and coauthor Inga Carboni outlines six patterns of collaborative dysfunction that can harm performance. Examples include hub-and-spoke networks, where leaders micromanage or make all decisions on their own, and disenfranchised nodes, in which groups and team members are isolated from one another. And beware of overwhelmed nodes, in which excessive collaboration brings projects to a standstill. Lead collaboratively. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:34 - 11 Apr 2022 -
What will your avatar wear today? The metaverse is set to change the way we work.
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Meet me in the metaverse In the news • Dress (your avatar) for success. Our work lives will change dramatically in the new virtual world known as the metaverse. To participate in a virtual job interview, for instance, you’ll need to have appropriate attire for your avatar. The metaverse could intensify competition for jobs and increase turnover: since employees in the digital realm can work from any location, both job hunters and recruiters will have more options. As companies establish a presence in the metaverse, they’ll also create new jobs. [WSJ] • Ahoy there, workmate. Why not work from a pirate ship or a space station? In the metaverse, you can. Three-dimensional, virtual worlds are set to transform the way we work, bringing new interactive, collaborative experiences that remote workers crave. For instance, in the virtual workplace, colleagues’ avatars can walk into conference rooms in real time, kick back in a lounge, and bump into each other and say hello. If they want to take a break, workers can do so in digital spaces set aside for well-being (like a virtual forest or aquarium). [HBR] “If you wait a year and a half or two years to do something, to have a clear metaverse strategy, and to start testing assumptions, it might be a little bit too late.” On McKinsey.com • Massive opportunities. The metaverse is where our physical and digital lives meet, and it’s already changing how companies do business, says Cathy Hackl in an episode of McKinsey’s new podcast, At the Edge. “There are massive opportunities to take new commerce models and do them at scale,” says Hackl, a futurist, metaverse expert, and author. For example, in a virtual-to-physical transaction, you could buy something in a virtual-reality environment that then shows up as a physical item delivered to your house. • Metaverse moments. “We’re seeing a lot of glimpses of the metaverse, or what I call metaverse moments,” Hackl says. Companies have the chance to “reimagine” themselves in the metaverse right now: “What is the extension of who you are?” They’ll also need to come up with new metrics—beyond likes, shares, and subscribers—to determine what success looks like for virtual experiences and communities. To learn three things leaders can do today to understand the potential opportunities in the metaverse, listen to the full podcast. — Edited by Belinda Yu Enter the metaverse Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:10 - 10 Apr 2022 -
Be in the know with the top McKinsey podcast episodes
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New from McKinsey & Company Stay current with top episodes from McKinsey podcasts Are you tired of looking at a screen but still want to stay up to date on the latest McKinsey insights on business, management, technology, and talent? Then tune into our collection of podcasts including The McKinsey Podcast, McKinsey Talks Talent, Forward Thinking, Inside the Strategy Room, McKinsey on Consumer & Retail, and more. And be sure to subscribe on your preferred podcast platform such as Apple Podcasts, Google Podcasts, Spotify, and Stitcher so you never miss an episode. Read more The McKinsey Podcast 
The rising toll of the war in Ukraine Lives lost and upended. Soaring food and energy prices. Supply chains at risk. Much is at stake as the war continues. Understand the crisis
The state of burnout for women in the workplace Women are doing more to support employee well-being but face higher stress levels as a result. Here’s how leaders can help. Listen up
IoT comes of age McKinsey research shows that adoption of IoT technologies has increased exponentially the past five years—but successful implementation still eludes some. Here’s how to get it right. Connect physical and digital worlds
Inside the Strategy Room 
Leadership lessons from the world’s best CEOs The authors of the new book CEO Excellence, who interviewed dozens of the top-performing chief executives, share their most memorable encounters and stories. Get the scoop
The role of ESG and purpose Answering three questions about purpose and environmental, social, and governance issues can help business leaders zero in on what matters most for their organizations. Pursue purpose
Emphasizing the S in ESG How PayPal has made societal impact and purpose the guiding lights of its strategy. Prioritize social issues
Forward Thinking 
Pandemic paradoxes, labor market myths, and ‘cowboy capitalism’ with David Autor A leading US economist talks about what has changed in the pandemic, the rise of China, the globalization of trade, and spreading automation. Understand market trends
Transformative role of intangible assets in companies and economies with Jonathan Haskel and Stian Westlake “William Blake talked about the dark Satanic mills, these inhuman pieces of tangible capital. Intangible capital is in some ways about what makes us human. It’s about ideas, and it’s about relationships. It’s about expressiveness. Some people may ask whether we should be making that the basis of the economy. But we would argue that this is actually making those things that matter to us as humans more central to our thriving.” Tune into the podcast
The social contract in a postpandemic world with Minouche Shafik and Andrew Sheng “Our social contract is broken. And that is at the heart of why our politics is so divided and so many citizens around the world are disappointed and frustrated.” “Modern society is killing Mother Nature. And if you kill Mother Nature, you kill ourselves. We really need to achieve a social contract between us and other humanity and also Mother Nature. And this conversation is only beginning.” Two stark views on the state of today’s social contract. Tune in
McKinsey on Consumer and Retail 
Creating good packaging for packaged goods The e-commerce boom, widespread concerns about sustainability, and the digitization trend are spurring innovation in the packaging industry. Many consumer products will soon be in packages that are stronger, sustainable, and smart. Leave a greener footprint
Forecasting the future of stores Shoppers’ behaviors and expectations have changed dramatically—and continue to evolve. If retailers want to keep their physical stores relevant, here are five things they’ll need to get right. Look ahead
Taking a good look at the beauty industry After a challenging year, beauty brands are bouncing back. The most successful ones offer a distinctive omnichannel customer experience while prioritizing sustainability and inclusivity. Understand the dynamics
McKinsey Talks Talent 
Talent at a turning point: How people analytics can help Rising resignations. Hybrid work. The diversity imperative. Leaders are navigating a talent market in flux. Here’s how people analytics can help. Understand human potential
Back and forth: COVID-19’s impact on business in 2021—and today The years-long pandemic persists. How can companies continue to adapt? Think ahead
Culture in the hybrid workplace Hybrid work is happening. Your culture will need to catch up—fast. Time for a radical rethink?
EXPLORE MORE PODCASTS At the Edge McKinsey on Healthcare McKinsey on Start-ups The Venture Podcast McKinsey Talks Operations McKinsey on Government Future of America To see more essential reading on topics that matter, visit McKinsey Themes. — Curated by Joyce Yoo, a digital editor based in New York
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 05:17 - 10 Apr 2022 -
The globalization imperative
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New from McKinsey & Company The globalization imperative The global pandemic and Russia’s invasion of Ukraine have sparked a new debate on the viability of globalization. But an end to the system as we know it—which fosters interdependence of the world’s economies, people, and cultures—could have profound implications. Check out these insights from our archives to dive into the continued evolution of globalization and what might come next. Read more 
Forward Thinking on globalization and the evolving role of corporate leadership in the 21st century with Matthew Slaughter A leading economist and business school dean reflects on globalization, concluding that “we’ve learned people want to know policies will matter for them”, and that “a lot of us underestimated the possible magnitude of distribution pressures from freer trade and immigration and flows of capital.” Listen to the episode
Globalization in transition: The future of trade and value chains Global value chains are being reshaped by rising demand and new industry capabilities in the developing world as well as a wave of new technologies. Understand the landscape
Globalization’s next chapter Globalization isn’t in retreat, but it has morphed into a very different phenomenon, increasingly powered by trade in services and by intraregional trade. Explore the trends
It’s not your father’s globalization anymore Globalization has morphed in a very different—and more digital—direction, writes James Manyika on LinkedIn. Assess business models
Globalization’s ongoing challenge Are politics and aid—in lieu of free trade—to blame for the issues facing globalization today? Watch the video
Building societies: An interview with Madeleine Albright Infrastructure is about much more than cement, according to the former US secretary of state and chair of the Albright Stonebridge Group. See her perspective
The new dynamics of financial globalization Cross-border capital flows have fallen 65 percent since the financial crisis as global banks retrenched, but a more stable form of financial globalization is emerging. Download the report
Navigating a world of disruption Global trends are creating ever-larger winners and losers. Navigate skewed times
Digital globalization: The new era of global flows Soaring flows of data and information now generate more economic value than the global goods trade. Be more efficient
Defending digital globalization Like traditional globalization, digital globalization is threatened by a number of barriers and protectionist policies, imposing significant costs to companies and harm to consumers, write Susan Lund and James Manyika in Foreign Affairs. Go with the flow
The future of Asia: Asian flows and networks are defining the next phase of globalization The Asian Century has begun. Asia is the world’s largest regional economy and, as its economies integrate further, it has the potential to fuel and shape the next phase of globalization. What’s next
To see more essential reading on topics that matter, visit McKinsey Themes. — Curated by Eleni Kostopoulos, a digital publishing manager based in New York
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:04 - 10 Apr 2022
