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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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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 Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:04 - 10 Apr 2022 -
The week in charts
the Daily read
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ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—during the pandemic and beyond. In case you missed them, this week’s graphics explored why consumers prefer to purchase items in foreign markets, the top reasons employees are quitting their jobs, commercial deliveries via drone, the e-health apps gaining popularity in Germany, and insurers' innovation portfolios. FEATURED CHART Bargain hunting abroad 
See more
This week’s other select charts Arrivals and departures Flights of fancy delivery An app a day? Innovation ain’t easy
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:28 - 9 Apr 2022 -
La guerra en Ucrania y navegar por un futuro incierto
McKinsey&Company
Comparte este email Destacados del mes, Abril de 2022 La invasión rusa de Ucrania está provocando la mayor crisis humanitaria en Europa desde la Segunda Guerra Mundial: se han perdido miles de vidas y se han interrumpido millones de medios de subsistencia. Este mes, nuestras historias destacadas ofrecen un marco inicial de los desafíos causados por la guerra, una perspectiva de las disrupciones a corto y mediano plazo, y escenarios para el impacto potencial en los medios de subsistencia en la eurozona. Otros temas destacados en el número de este mes son: - Cómo la humanidad podría añadir hasta 45,000 millones de años adicionales de vida de mayor calidad durante la próxima década
- Los empleados que dejaron un trabajo sin tener otro a la mano, quiénes volvieron y por qué, y cómo las empresas pueden empezar a reincorporar a más trabajadores
- Diez cosas que el mundo ha aprendido en el transcurso de la pandemia
La selección de nuestros editores 
La guerra en Ucrania: Vidas y medios de subsistencia perdidos e interrumpidos La invasión ha sacudido a todo el mundo. Repasamos las disrupciones y estimamos sus efectos. Comprenda las implicaciones LOS DESTACADOS DE ESTE MES 
El creciente saldo de la guerra en Ucrania Vidas perdidas y trastornadas. ¿Qué impacto tendrá la guerra en Ucrania en el flujo de energía, los precios de los alimentos y la energía, la disrupción de la cadena de suministro y, fundamentalmente, el contrato social global? Comprenda la crisis 
¿Se han ido por ahora o para siempre? Cómo jugar el juego de los nuevos talentos y recuperar a los trabajadores Casi la mitad de los empleados que abandonaron voluntariamente la fuerza laboral estadounidense durante la pandemia no van a volver por su cuenta. Los empleadores deben ir a buscarlos. He aquí cómo empezar. Conozca las prioridades de los empleados 
Diez lecciones de los dos primeros años de la COVID-19 En el segundo aniversario de la pandemia, hacemos un balance. Mire hacia atrás 
El Internet de las Cosas llega a la mayoría de edad Estudios de McKinsey muestran que la adopción de las tecnologías del Internet de las Cosas ha aumentado exponencialmente en los últimos cinco años, pero la implementación satisfactoria sigue eludiendo a algunos. He aquí cómo hacerlo bien. Conecte los mundos físico y digital 
Cómo pueden responder las empresas a las alzas de precios: Una guía para CEOs Las empresas necesitan mejores herramientas para hacer frente al alza de precios. Los directores generales pueden buscarlas en sus operaciones de negocios. Comprenda la inflación 
Reseña anual de mercados privados de McKinsey Actualizado anualmente, nuestro Informe Global de Mercados Privados ofrece lo mejor de nuestra investigación y visión sobre el capital privado, el sector inmobiliario, la deuda, las infraestructuras y los recursos naturales. Explore las conclusiones de nuestro informe más reciente y consulte los informes de años anteriores. Lea el reporte De nuestro nuevo blog de McKinsey 
McKinsey adquiere el equipo de LOBO, una agencia líder en marketing digital en América Latina Nuestra primera adquisición en LatAm le da la bienvenida al equipo completo de una agencia con sede en Buenos Aires y fortalece aún más nuestras capacidades de comercio digital en las Américas. Crear impacto Nuevo Libro 
Reimaginando Perú 23 líderes comparten visiones de un Perú más próspero, unido y sostenible, y las rutas que podemos construir juntos para hacerlas realidad. Escuche de los expertos Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. SPECIAL FEATURES 
The Next Normal McKinsey experts and industry executives envision the space industry’s next decade. Understand the future of space 
McKinsey on Books Explore this month’s best-selling business books, prepared exclusively by NPD BookScan. See the lists 
My Rookie Moment McKinsey senior colleagues discuss what inspired them to leap into authorship. Watch episode 7 
McKinsey for Kids This interactive series tells stories about our work to help you understand what McKinsey does and why it matters, whether you’re 16 or 64. Get smart 
McKinsey Classics Economic growth is fueled by an expanding pool of workers and their rising productivity. Read “A productivity perspective on the future of growth.” Rewind 
Mind the Gap Read a sample of Mind the Gap and sign up for it or any of our more than 40 free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest
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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:22 - 9 Apr 2022 -
The latest fashion trend is pixelated
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Why is Gucci getting into gaming? For the same reason Louis Vuitton, Ralph Lauren, and other high fashion brands are linking up with the $176 billion industry. Shoppers—especially those in Gen Z—are spending more time than ever before in virtual spaces, or “second worlds.” Fashion companies have only just begun leveraging the immersive power of the metaverse, to promising results. Gucci took to the popular online platform Roblox to replicate its famous Gucci Garden, drawing 19 million visitors to the installment, and Louis Vuitton launched an NFT videogame for its 200th anniversary. But that’s not all—check out a new McKinsey photo feature to learn how virtual runways, avatar “skins,” and more metaverse technology stand to revolutionize the state of fashion. — Molly Liebergall, digital editor, New York 
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 
Quote of the Day “I would hope that for the health of the organizations, they would take it as an opportunity to reset the nature of the exchange and not make it so transactional and actually be thoughtful. I view it as an opportunity more than anything. Let’s reset the nature of our exchange. It’s not just an employer writing an employee a check. It’s actually a partnership.” —Bill Schaninger, McKinsey senior partner, on the shifts in employee agency in a new episode of the McKinsey Talks Talent podcast
Chart of the Day 
See today’s chart
Also New 
Author Talks: Why shouldn’t we all just get along? Populace cofounder Todd Rose explains how conformity biases and our individual desires to fit in with the group can lead us all down the wrong path. Speak your mind
Patients struggle with unmet basic needs: Medical providers can help Addressing unmet basic needs can have a positive impact on health access and outcomes. Here are some best practices for providers. Address the gaps
McKinsey for Kids: Game on! Why your computer learns faster and games better than you think Computers can solve some problems better and faster than humans can—but only after humans train the machines to use artificial intelligence. Let’s explore the world of gaming to figure out how. Think like your technology
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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> - 06:42 - 8 Apr 2022 -
Is your workplace ‘sticky’? If not, it’s time to start listening more to your employees.
The Shortlist
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Our best ideas, quick and curated | April 8, 2022 View in browser
This week, we look at measures companies can take to keep employees from walking out the door. Plus, how organizations can get the Internet of Things right, and a McKinsey talent expert on why a 20-hour workweek isn’t as far-fetched as it sounds. 
Gone for now, or gone for good? Workers are leaving companies faster than they can be replaced. Nearly half of the employees who voluntarily left the US workforce during the pandemic aren’t coming back on their own. In a recent McKinsey survey of almost 600 US workers who voluntarily left a job without another in hand, 44 percent said that they have little to no interest in returning to traditional jobs in the next six months. Most companies understand that they can’t just sit and wait for workers to reappear on their doorstep. Employers must go and get them. But how? A break with traditional roles. The first step is to understand that this recent wave of attrition is different. Instead of leaving for a similar but better job elsewhere, most workers are leaving to take on very different roles—or just leaving the workforce entirely. That push into nontraditional jobs or not working at all means compensation and benefits packages aren’t the sole answer. Instead, workers also want more flexibility, community, and an inclusive culture if they’re going to accept a full-time job at a traditional employer. Make some ‘sticky’ moves. To thrive in this new moment, companies must build “sticky” workplaces by listening to employees, anticipating and addressing their concerns, fostering psychological safety and a sense of community, and measuring outcomes. Organizations can ask people in the most critical roles how they are doing and what they need to continue to grow. They can introduce new types of scheduling, staffing, and hiring innovations—for instance, by allowing people to assemble their own teams for projects rather than assigning them to ready-made squads. Or they can let job candidates test out roles for a limited period. These moves might also attract nontraditional workers, including students, “boomerang” employees (those who return to a company after leaving), and others currently doing part-time work or leading their own start-ups. Retain your talent pool. Companies have to ask the right questions to understand how to retain their talent (something that HR leaders have always focused on but have done so intensively throughout the COVID-19 pandemic). A good people analytics function can round out the big picture with facts about individuals and cohorts. It can “separate the signal from the noise,” noted HR expert David Green in a recent McKinsey Talks Talent podcast. “It can help organizations understand if they actually have a problem with attrition and, if so, where, what job families, what locations? Is it people who have been tenured for a certain time? Is it certain groups?” From there, it’s easier to tailor solutions. The bottom line. Individuals may be looking for a certain range of pay when considering a job offer. But once that threshold has been met, cultural factors can make a company more attractive to join and, ideally, provide more incentive to stay. Focusing only on compensation or only on cultural factors won’t stem the tide of attrition—business leaders must pay constant attention to both.
OFF THE CHARTS Building a clean-fuels infrastructure To help enable a decarbonized energy system in the US, gas utilities will need a different system architecture. Those utilities with experience in pipeline development and maintenance may be well positioned to build and own the required assets. A clean-fuels system could present opportunities for other players as well, such as those that have experience in energy infrastructure development. 
Check out our chart of the day here.
PODCAST The Internet of Things … and many more things In this episode of The McKinsey Podcast, partners Michael Chui and Mark Collins discuss the findings of McKinsey’s latest Internet of Things report, including how the IoT has spread far beyond the digital-enabled household. “Whether it’s in the factory, in healthcare, or in the automotive industry, we’re seeing more and more cases where real value is growing and being created,” said Chui. Still, the successful integration of IoT continues to elude some companies. Here’s how to get IoT right.
MORE ON MCKINSEY.COM The five zeros reshaping retail | The margins for error in retailing are shrinking toward zero in five areas: shopping channels, customer assistance, delivery times, equity and sustainability, and talent. Here are ways retailers can innovate to meet customers where they are. Germany’s e-health transformation makes uneven progress | Our eHealth Monitor 2021 report shows solid uptakes of telemedicine and consumer health apps. But e-prescriptions, health data exchange, and patient use of electronic health records are lagging behind. Responsible product management: The critical tech challenge | In recent years, societal concerns about privacy, sustainability, and inclusion have increased. The cross-functional, lynchpin role of product managers makes them particularly well positioned to navigate these complex issues.
WHAT WE’RE THINKING Bill Schaninger on shrinking the workweek Bill Schaninger, a senior partner in McKinsey’s Philadelphia office, designs and manages large-scale organizational transformations. He has written extensively on how organizations can create world-class talent systems and winning workforce dynamics. A lot of people are talking about moving to a four-day workweek, but I think it’s more revealing to talk about a 20-hour workweek. For people who want flexibility, 20 hours a week is a really manageable number. It’s particularly good for young people, who want a solid gig but also value the side hustle that helps them find their purpose. And it’s excellent for older people who have recently retired. A huge part of their social life may well have been tied up with work. They might like to continue collaborating with peers, colleagues, and friends. And the work benefits may be better than what they’d get as retirees. This should be a win–win. If a company could get access to loyal—not transactional—people who are excited to be at work, why wouldn’t it want that? However, most companies don’t want to deviate from what they consider “normal”—a five-day, 40-hour workweek. (Which in the US, at least, is an artificial creation enshrined by laws passed more than 80 years ago.) Employers think anything else would be too complicated. But if they really examined what their talent force looks like, they’d see it’s quite complex already, full of “full timers” with special arrangements, contractors deeply entwined with the company, freelancers who were once full-timers, and so on. Another big convention that most employers don’t want to alter is offering benefits only to people working a standard 40-hour week. But perhaps that’s shortsighted. By lowering the bar to 20-hour weeks, they probably create a more reliable workforce, full of people who know the company and its culture and who are committed to it, because the company is helping them have a happier, more flexible life. One outcome of the pandemic is that the employee–employer power dynamic has really shifted toward employees. Offering flexibility with benefits would go a long way to showing talent that employers are truly invested in you. Research clarifies that benefits are an even bigger “tie that binds” than hourly wages. Now, 20 hours isn’t some magical number. My beef with the five-day workweek is that it’s a norm from long ago that hasn’t been adjusted to reflect the way that work has evolved. Like many proposals for four-day workweeks, it’s a mandate handed down from on high. So, maybe 25 hours is right, or maybe 30—even though that seems too high to me. The point is that affording employees this kind of flexibility would be both an honest recognition of today’s talent market and a way for companies to build lasting loyalty from employees—at a time when loyalty to corporations is at a low. When it comes to having to go into an office every day of the week, the genie is out of the bottle. When we next hit a downturn in the economy, some employers will be tempted to think, “Now is our chance to get back to everyone in the office every day.” If that happens, you’ll see a bifurcation between those companies and more flexible firms. And I think those companies will be hurt because people no longer accept the idea that a company owns them. They think they deserve choice, and they’re not going to relinquish that easily. They’re going to get on social media and talk about their employers, and there’s going to be a cost to that. But companies that are less entrenched in tradition and that offer workers real flexibility are going to create a workplace that’s compelling. At those companies, people will enjoy the feeling of going into the office. I think there’s a good chance that within five years, employers offering 20-hour workweeks with benefits will become more of a norm. For the past two years-plus, employees have made their independence clearer than ever. It’s time for employers to acknowledge that reality and adjust their policies and expectations. — Edited by Barbara Tierney Share this What We’re Thinking
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:27 - 8 Apr 2022 -
Where will the opportunities be in the future space economy?
McKinsey&Company
The future of space In the news • Talent search. The space industry’s toughest challenge is a shortage of talent to execute its lofty goals, top executives shared at a recent satellite conference. Leaders said that until space companies can attract more diverse talent, they will have to keep competing for the same people. One COO noted the problem of inflated salaries. “How can we all afford all of these people?” mused the executive. Others shared that the allure of “cooler tech” in other fields, along with the COVID-19 pandemic, were obstacles to recruitment. [Space News] • Saving satellites. Most of the satellites now orbiting the Earth will turn into space junk once they break. That’s because—outside of sending astronauts to do the work—there’s no way to routinely refuel or repair those satellites. But human spaceflight is costly, so the public and private sectors are turning to robots to manage the tasks. Researchers are developing robots with mechanical arms that can service satellites from high above the planet. These efforts could enable companies to produce better and more affordable satellites. [Smithsonian] “There are a number of new fellowships designed to help make the aerospace industry a more diverse and dynamic environment, and the individuals who become alumni of these fellowships are going to change the world.” On McKinsey.com • Building trust. Companies hoping to succeed in the future space industry will need to build trust alongside the proper technologies, says Airbus U.S.’s Debra Facktor in an interview with McKinsey. Thousands of additional satellites will be circling the Earth in 2030, making it likely that servicing them in orbit will be a new opportunity. “Today, if your car breaks down on the side of the road at midnight, you can call a service you trust,” says Facktor. “The same thing can happen in space.” • Artists in space. Making the space economy work will take all kinds of people. Along with math, science, and technical talent, we will also need people who communicate well, people who can draw up contracts, experts in political science and in the arts, says Facktor. “The space sector needs to invest in talent and encourage young people—especially women and underrepresented minorities—to go into fields like aerospace.” Read the full interview for how government and industry leaders can develop the space economy, plus the biggest ways that companies can stand out. — Edited by Belinda Yu Go beyond Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:29 - 8 Apr 2022 -
Adapting to the new world of advertising without cookies
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
For decades, web-based cookies and other personal identifiers enabled advertisers to track online activity and develop targeted ads. But now, with increased pressures for privacy protection and regulation, third-party cookies are being phased out. What does this mean for advertisers and brands? A new article lists out three strategies to help companies confront this new reality while ensuring the privacy of its users. Get smart on how your brand can gain advantage in this quickly evolving business landscape. — Joyce Yoo, digital editor, New York 
As the cookie crumbles, three strategies for advertisers to thrive Here is how brands can adapt their online advertising to compete in a dramatically changing landscape. Prepare for the new reality
Quote of the Day “We’ve all had those moments where we think we’re the only one in the room—whether at work, or with friends, or whatever—that holds a view. Rather than speak up, we say nothing, and we’re not alone. Research shows that nearly two-thirds of all Americans admit to this kind of self-silencing.” —Todd Rose, cofounder and president of Populace, on collective illusions in a new Author Talks interview
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
How distributors can self-disrupt to win in the new digital world Distributors can learn new strategies to make them effective in a world with increasingly powerful digital players. Consider four categories
Closing the loop: Increasing fashion circularity in California The fashion value chain is predominantly linear and global. It has put the apparel industry on an unsustainable path. Reprioritize recycling
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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> - 06:38 - 7 Apr 2022 -
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by "New Relic EMEA" <emeamarketing@newrelic.com> - 04:31 - 7 Apr 2022 -
Is your pink shirt ready for next Wednesday?
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
International Day of Pink is around the corner, on Wednesday, April 13. In this issue, we focus on LGBTQ+ youth—books that celebrate them, resources to support them, and LGBTQ+ business leaders who are serving as role models for the next generation. THE VIEW 
“You are worthy of love. A lot of society does not want you to believe that you’re worthy of love, but you are, and if you love yourself in the way that people don’t want you to, if you stop believing the lies that are told … then you will begin to discover a real power.”
— Author Kacen Callender,
sharing a message for young readersKacen Callender is the author of Felix Ever After, a young-adult (YA) novel about a trans teen learning that he deserves love, and the National Book Award–winning King and the Dragonflies, which tells the story of a 12-year-old struggling with grief from the loss of his brother as well as questions about his own sexuality. Growing up in St. Thomas in the Virgin Islands, Callender, who uses they/them and he/him pronouns, faced bullying and a culture of hostility toward LGBTQ+ people that made them feel isolated even before they realized they were queer. The author creates in their books the kind of world they wish they had grown up in: “I write what I wish my life had been.” Whenever they write a book, Callender thinks of today’s LGBTQ+ youth, “the readers who might need a story that lets them know they aren’t alone—that they’re important and valid and perfect and loved, and that we need them to stay with us; that our world wouldn’t be complete without them.” That message is important to adults as well as teens. As fellow author Alex Marzano-Lesnevich, who uses they/them pronouns, explains in their essay “The healing power of queer coming-of-age stories,” YA books offered them “an alternative history, one full of hope for the life I might have lived, and a kind of longing for a world that wasn’t once but might still be.” Like Callender, Marzano-Lesnevich came out as trans in their adulthood and did not have the adolescent experiences depicted in queer YA lit. Books like Felix Ever After, they write, “dare create a world in which trans youths don’t just endure but thrive. They teach us to dream that queer adolescence, and queer lives, need not come with added pain.” These books provide a sense of repair to many LGBTQ+ readers who are long past adolescence, offering a vision of a world that “embraces who we are with joy.” 
That’s a vision shared by the LGBTQ+ leaders you’ll hear from in “LGBTQ+ voices: Speaking out and looking ahead.” In this McKinsey video feature, six business leaders lay out a vision for better, more inclusive workplaces, where LGBTQ+ people can be their authentic selves, contribute to their full potential, and take their seats at the leadership table. These leaders offer LGBTQ+ youth a vision of their own possible futures. They are out as LGBTQ+ and—even in the face of discrimination—they are thriving. 
Next Wednesday, on the International Day of Pink, people around the world will wear pink shirts to stand against bullying, discrimination, and violence toward LGBTQ+ people, including those who identify as intersex, asexual, or Two-Spirit. Day of Pink started back in 2007, when hundreds of students at a high school in Canada showed up wearing pink to support a new student who had been bullied for wearing a pink shirt. Now the campaign is international, with events at schools and workplaces. You can signal your support for colleagues—and for LGBTQ+ youth—by wearing pink on Wednesday, April 13, and by learning about and using appropriate terms to discuss gender and sexuality. Plus, from The Trevor Project (a nonprofit that McKinsey supports), here’s A Guide to Being an Ally to Transgender and Nonbinary Youth. — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 02:26 - 7 Apr 2022 -
As war rages in Ukraine, here’s how companies are responding to compounding crises.
McKinsey&Company
The rising toll In the news • A swift response. Years of weighing in on divisive social issues have prepared many corporate leaders to respond quickly and decisively as problems arise. Now, after dealing with the COVID-19 crisis, companies are tackling another global crisis head-on. When the war in Ukraine broke out, hundreds of companies acted fast to protect the lives of their workers and their businesses’ reputations. More than 400 firms with a footprint in Russia have halted or cut back their operations there. [WSJ] • Fading optimism. As the conflict continues in Ukraine, hope is fading for a quick end to the war, the effects of which are being felt worldwide. In Japan, business confidence has fallen for the first time in almost two years, according to the Bank of Japan’s quarterly survey. Business sentiment for the country’s top manufacturers slipped three points between December and March. Meanwhile, a surge of COVID-19 cases in China is intensifying concerns over a potential economic slowdown across Asia. [WaPo] “Prices are rising in anticipation of potential shortages. And what will happen is high-income countries will be able to pay, while lower-income countries will have access problems.” On McKinsey.com • War and uncertainty. The largest war in Europe in nearly 80 years is a severe humanitarian crisis in a world already grappling with the uncertainty of a protracted pandemic. In addition to the tragedy of lives lost and disrupted in Ukraine, “the energy and food crises are pinching at the livelihoods of people across the world,” says Sven Smit, McKinsey senior partner and chair of the McKinsey Global Institute, in the latest episode of The McKinsey Podcast. Many companies are setting up crisis teams (as they did during the COVID-19 crisis) to understand how the war in Ukraine affects their people and operations. • Months vs years of economic pain. If hostilities are resolved diplomatically in the coming weeks, assuming a modest policy response, we’d be unlikely to experience a stoppage in the supply of energy and some critical materials, says Smit. “In that case, maybe the first or second quarter of this year might look wobbly, and then we might emerge back to some form of normal trajectory.” However, if hostilities are prolonged, with economic sanctions lasting longer and at higher levels, “we could easily be two, three years under,” suggests Smit. — Edited by Belinda Yu Understand the effects of war 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> - 12:22 - 7 Apr 2022 -
How COVID-19 caused a global learning crisis
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
If you’re a parent of school-aged children, you’ve seen firsthand the pandemic’s toll on student learning and well-being—and its effects on families, teachers, administrators, and entire communities. Students around the globe are, on average, eight months behind where they would have been if it wasn’t for the pandemic. By 2040, unfinished learning due to COVID-19 could cost the global economy $1.6 trillion. So what’s the path forward for school systems? A new article explores what the global education community can do to address this unprecedented education crisis and help students get back on track. Be sure to check it out. — Joyce Yoo, digital editor, New York 
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
Quote of the Day “Prior to the last two years… going out to eat, getting something delivered, and having ingredients to cook your own meal were very distinct occasions. As folks have spent more time at home in the last years, they have redefined their relationship with food as an experience. For many, it was the only experience that breaks up the day.” —Vishwa Chandra, McKinsey partner, on the convergence of traditional restaurant delivery platforms and grocery delivery platforms in “Next on the menu for food delivery”
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Aging reframed: Seeing aging as an opportunity in healthcare An inspiring conversation about aging, women in leadership, and the chance to change the narrative on old age. Get a new perspective
Singapore emerges as a new-business-building hub New infrastructure and funding sources, along with established practices, are helping traditional companies launch new businesses that can scale quickly. Download the report
The McKinsey Crossword: All Alliterative | No. 70 27 across: Developing discontinuously. Can you solve it? Play now
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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> - 06:39 - 6 Apr 2022 -
The metaverse rises
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NEXT BIG THING?
Signals of the metaverse
Lareina YeeInternet searches for the term “metaverse” rose 7,200% in 2021. Those aren’t media mentions. That’s individual curiosity, a clear signal of how much people want to understand the term. The metaverse is a confusing term, because at this point it isn’t just one thing. For now, the metaverse is a combination of elements with the potential to create a vast virtual environment where new kinds of interactions and new kinds of B2C and B2B commerce are possible.
This integrated physical and virtual experience will have three core characteristics: immersive, interactive environments that use technologies such as virtual reality and augmented reality to give a sense of presence and mimic the realism of the real world; a modifiable but persistent state where you can build, create, and interact similar to the way you interact in the physical world; and a digital identity that is as valuable and unique as your physical identity.
People sometimes confuse the metaverse with the technologies that enable it. For instance, the metaverse is not virtual reality. Virtual reality is just a part of the metaverse tech stack, which has a lot of existing technologies and some that are incipient. For instance, 5G is essential for the metaverse. Great connectivity, particularly low latency, is your ticket to board the flight in, as it were. But you also need payments technology, cloud and edge infrastructure, 3-D developer tools, creator tools, security and identity platforms, virtual worlds and content, and even better devices and peripherals.
One big issue is that there’s no portability. What passes for the metaverse today is actually a set of microverses—you can’t move your avatar, social graph, virtual assets, and data seamlessly from, say, Fortnite to Roblox. That’s no good for the over 200 million monthly active users who spend an average of 2.5 hours per day on the services. That will have to change. Those gaming platforms are giving people—especially young people—new expectations for how they can interact online. They assume that they’ll be able to connect, create, and buy and sell in similar worlds. We’ll need a better trust architecture (which may be decentralized and very different from current models) if they’re going to do all that seamlessly across multiple platforms.
For now, I’d say we have just the glimmer of the metaverse. Given that, companies are asking tough questions: Is this all hype and a distraction? Should I pilot an experiment to learn about it? Is this an investable thesis that I should take seriously now? Is it such a serious pivot that I should worry about my core business? And if I can’t answer those questions with confidence, what should I do now?
For almost everyone, learning about the potential of the metaverse is a no-brainer. One great way to do so is to follow venture-capital (VC) funding. For example, Goldman Sachs estimated that there was $10 billion in venture funding for gaming and virtual worlds in 2021, more than twice the previous year. Seeing where the VC money goes can give companies a helpful perspective on what the metaverse might look like as it scales into something bigger.
200 million monthly users spend an average of 2.5 hours a day on Fortnite and Roblox
Experimentation can also be a great way to learn. To date, the experiments we have seen fall into three categories: brand integrations to extend existing experiences such as buying a virtual asset or NFT; ephemeral experiences such as the Gucci Garden; and persistent metaverse experiences such as we see in gaming. In the past few months alone, we have seen brands like Tommy Hilfiger, Forever 21, Ralph Lauren, Nike, NASCAR, and Warner Brothers launch metaverse plays. Experiments can be a way to open the window to the art of the possible—we may not fully know where they lead us, but we’ll certainly learn a lot in the process.
For experiments in the metaverse to work, companies may need to embrace open-ended investments, even small ones. In many cases, the people pushing for metaverse experimentation, who often come out of IT, haven’t tied the effort to a business case. Leaders may have to give them some leeway by expanding their tolerance for small failures. But the experimentation crowd must make more of an effort to think through the potential business value.
In addition, a lot of these technologies require expertise that most companies have in short supply. At this moment of sharp talent shortages, companies may not have the mix of engineering, software, analytics, and IT talent required to execute some of these ideas. Partnering with platform providers like Roblox or Decentraland can alleviate some, but not all, of this problem.
There are many obstacles and much uncertainty. It may well take a decade or more to fully build out the potential of the metaverse. There’s no hard-coded road map. For example, while today’s hype is about consumer use cases, enterprise or B2B cases may be the ones to scale first. Just like in the early days of the internet, it was not clear where it would go and how long it would take to develop, but we knew it was an exciting direction of innovation.
This feels like that kind of moment. Once again, technology is driving innovation into something that’s just around the corner, that could transform our experience in some unforeseen way. It reminds me that the potential of technology is infinite. That’s so humbling, and so inspiring.
ABOUT THE AUTHOR
Lareina Yee is a senior partner in the Bay Area office.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:22 - 6 Apr 2022 -
The microchip industry is booming. How big could it be by 2030?
McKinsey&Company
A surging semiconductor sector In the news • Supply chain choke points. To counter the global chip shortage, chipmakers have sought to increase production. But a lack of chips is choking off the supply chain itself. For example, the CEO of one large supplier of chip-making equipment has said that his company can’t find enough chips to make its tools, resulting in long lead times. The biggest chip shortages aren’t in cutting-edge semiconductors but in the less sophisticated ones—those used in industrial equipment and cars. [Reuters] • New rules of car buying. People looking to buy a new car should expect to pay premium prices or be prepared to wait until next year. In 2021, carmakers produced about two million fewer cars than they did in 2019. Since their supply of chips is limited, auto manufacturers can’t build enough cars to satisfy consumer demand. In addition to making fewer cars, many automakers are assembling cars without advanced features like automatic parking or climate-control functions for rear seats. [MarketWatch] Semiconductor markets have boomed, with sales growing by more than 20% to about $600 billion in 2021, and the industry’s aggregate annual growth could average from 6 to 8% a year up to 2030. On McKinsey.com • Clamoring for chips. Ongoing semiconductor shortages have highlighted how tiny silicon wafers are critical to the production of everything from cars to computers. The chip industry is booming, following a wave of technological advancements, consumer demand for innovative products, and the rapid digitization of businesses. By 2030, McKinsey estimates that the global semiconductor market could reach $1 trillion. • What’s ‘driving’ demand. Which semiconductor segment will grow fastest? Chips for the automotive industry are likely to see the most rapid growth over the next decade, according to McKinsey analysis. Autonomous driving, e-mobility, and other advanced applications could contribute to a tripling of demand for chips used in cars. This segment could make up as much as 20% of industry growth from now until 2030. Read the full article for an analysis of future semiconductor markets and to learn which three industries will drive growth over the next decade. — Edited by Belinda Yu See the future of semiconductors 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 - 5 Apr 2022 -
Don’t miss Remote Connect Day 2!
Don’t miss Remote Connect Day 2!
Hi MD,
What a whirlwind of a first day! Our attendees can’t stop raving about the talks with Adam Grant and Arianna Huffington, and all of the great discussions on distributed teams.
It’s not too late to join the fun! See great Day 2 content April 6, 2022 at 7:00am UTC or 16:00 UTC, including discussions with Michael C. Bush and Priya Parker, insights on crypto, CEO panels, and more!
We’ll see you there!
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by "Remote" <hello@remote-comms.com> - 07:02 - 5 Apr 2022 -
Game on! Why your computer learns faster and games better than you think
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Are you smarter than your computer? Strides in technology and artificial intelligence mean there are now machines that can solve some problems better and faster than humans can. And games—from checkers to chess and beyond—have played a surprising role in teaching computers to think like humans. The latest edition of McKinsey for Kids looks closer at how and includes a few short quizzes, a feature on training a robot dog through reinforcement learning, and a peek at how this technology helped a sailing team win the Americas Cup. Don’t miss it, whether you’re young or just young at heart. — Joyce Yoo, digital editor, New York
McKinsey for Kids: Game on! Why your computer learns faster and games better than you think Computers can solve some problems better and faster than humans can—but only after humans train the machines to use artificial intelligence. Let’s explore the world of gaming to figure out how. The latest McKinsey for Kids
Quote of the Day “One of the best compliments I’ve gotten was that, as a female leader in board meetings or executive meetings, I tend to feel less of a need to fill the room. I step back a bit more and observe the room and see what could be a win–win for everyone. As women leaders, we all need to celebrate the fact that we add quite a bit of inspiration to the room because of the diversity and the energy that we bring.” —Violet Chung, McKinsey partner, on diversifying leadership in “Accelerating diversity in insurance”
Chart of the Day 
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Author Talks: Open season for intelligence gathering Open-source intelligence means spying isn’t just for governments anymore—anyone with an online connection can gather troves of information. Follow the data
The semiconductor decade: A trillion-dollar industry The global semiconductor industry is poised for a decade of growth and is projected to become a trillion-dollar industry by 2030. Look ahead
How can corporate functions become more agile? Faster decision making, better interdepartment coordination, and a sharper focus on business priorities are much more possible with the thoughtful adoption of agile models. Stay on your toes
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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> - 06:13 - 5 Apr 2022 -
Kubernetes monitoring made simple
Microservices are awesome, but monitoring them can be...not awesome.
As you break down your monolithic application into microservices, or build brand new cloud-native applications, your teams gain more autonomy, speed, and freedom.
But troubleshooting containerized environments gets increasingly difficult as infrastructure is abstracted away from the people actually responsible for shipping and maintaining code.
Fortunately, New Relic One Kubernetes cluster explorer provides multidimensional views in a curated UI that simplifies complex environments and enables you to view, troubleshoot, and alert on the most important parts of your cluster.
To set up Kubernetes monitoring within New Relic One today, follow our Getting Started guide to activate your integration.
Happy Monitoring,
Max
by "Max from New Relic" <mfrancisco@newrelic.com> - 12:01 - 5 Apr 2022 -
BIAN + SmartBear: Enabling Open Banking Adoption and FinTech Innovation
Hey Abul,
It’s your last chance to register for Thursday’s webinar, BIAN + SmartBear: Enabling Open Banking Adoption and FinTech Innovation.
Don’t miss the opportunity to join an informative and interactive discussion regarding the role of APIs in the financial services industry and how robust standards developed by BIAN support increased security and innovation.We will cover:
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Benefits of open banking and partner ecosystem connectivity
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We hope to see you there—if you can’t make it, register anyway to receive a copy of the recording.
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by "Molly from SmartBear" <swaggerhub-team@smartbearmail.com> - 10:50 - 5 Apr 2022 -
Remote raises $300 million Series C!
Remote raises $300 million Series C!
Hi MD
I am excited and proud to announce Remote’s $300 million Series C round, led by SoftBank with participation from existing investors Accel, Sequoia, Index Ventures, Two Sigma Ventures, General Catalyst, and Gaingels.
Remote’s growth since our Series B round last year has been incredible. Our globally distributed team now includes around 1000 people in 65 countries. It is thanks to the diversity of our team and the strength of our asynchronous, fully remote culture that we have been able to grow so quickly.
Remote’s mission from day one has been to help create a world where every person and business truly belongs in the global market. This significant show of support from investors along with the rapid growth of our business is proof this need is not only palpable but the vision and solutions we offer are first-in-class.
Job van der Voort
CEO, RemoteReady to go global, but not sure how?
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by "Job van der Voort" <hello@remote-comms.com> - 07:30 - 5 Apr 2022 -
Do you see getting older as a chance to thrive? Here’s how to better care for seniors.
McKinsey&Company
On aging well In the news • Isn’t it ironic? Discriminating against older workers is an “unfair paradox”: employees are penalized after spending decades gaining experience. Globally, more than six million cases of depression are linked to ageism, per the WHO. Unfortunately, age bias is common: in a 2021 survey, nearly 80% of older workers stated that they have seen or experienced age discrimination. If you’re an older worker, strategies to combat ageism include confronting your own fears about aging and being prepared to respond to bias (for instance, by touting your technology skills). [CNBC] • The vanishing home-care worker. The thought of moving into a nursing home can fill some older adults with dread. A majority of Americans wish to be cared for at home as they age, but all over the country, home-care workers are hard to find, even as the population of US adults aged 65-plus is set to double by 2040. One report found that home-care staffers are quitting the field over low salaries and a lack of benefits. In most counties in one US state, home-care workers make $13.20 an hour—less than fast-food workers. [NYT] “If you think of old age as an opportunity for all of us to have a dignified life, then we are going to invest in services for older individuals.” On McKinsey.com • Not a burden, but a blessing. We need to change how we think about aging, says Ursel J. McElroy, director of the Ohio Department of Aging, in an episode of the McKinsey on Healthcare podcast. “Old age cannot be seen as a burden because we will tend to focus on things that are limited to cost containment,” McElroy says. However, if we view aging as a privilege, we’ll be “willing to invest in long-term strategy rather than short-term fixes,” she adds. Supporting healthy aging means understanding what older individuals desire from their lives and addressing their diverse needs and preferences. • Quality over quantity. Amid the COVID-19 pandemic, older adults are facing threats to their health, living arrangements, and social interactions. At the same time, we have the opportunity to make meaningful changes in how we care for our aging populations. “It’s not just about increasing the amount of time you’re on this earth; it is about the quality of time you have while you’re on this earth,” McElroy says. Read the full interview for three changes that would improve the experience of aging for us all. — Edited by Belinda Yu Reframe aging 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 - 4 Apr 2022 -
How to handle your work jerk
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Have you ever worked with a freeloader or a micromanager? Then you know just how toxic some work jerks can be. In a new Author Talks interview, Tessa West talks about her new book, Jerks at Work: Toxic Coworkers and What to Do About Them, and explores difficult work relationships and how best to counter them. Rather than agonizing over the idea thief or backstabber, learn more about why it’s important to tackle office conflicts head on. Read more to take advantage of effective strategies for foiling bad behavior, including your own. Now get to work! — Emily Adeyanju, digital editor, New York 
Author Talks: How to handle your work jerk Half of the battle against toxic behavior is identifying your own inner jerk. Deal with discomfort
Quote of the Day “Technology isn’t just for commercial use. New technologies are inherently dual use, and they also have military applications. This is a new era where there has to be more collaboration, more discussion, and more partnership between tech companies and the US government—and that’s challenging. Their incentives are not perfectly aligned, and it’s a work in progress.” —Amy Zegart, an academic and political scientist, on data collection in the government and the private sector in a new Author Talks interview
Chart of the Day 
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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
Accelerating diversity in insurance The picture of diversity in insurance varies across markets and companies. In this podcast episode, McKinsey experts explore the challenges of increasing diversity and the best places to start. Tactics for progress
Next on the menu for food delivery Even as revenue soars, profitability is still a challenge. How can platforms and restaurants get their fill, and what does the future hold for all players in this complex ecosystem? Understand the evolution
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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> - 05:04 - 4 Apr 2022
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