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by "Remote" <hello@remote-comms.com> - 08:02 - 4 Apr 2022 -
Tackling complex problems: A leader’s guide
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD 
Problems, big and small, abound in business, society, and our personal lives. The ability to answer the seemingly simple question, “What should I do?” is becoming increasingly difficult as our environments grow more uncertain and complex. As a result, problem-solving skills are in great demand. McKinsey research shows that organizations that have top-quartile problem-solving capabilities earn 3.5 times higher total shareholder returns than those in the bottom quartile. This week, let’s explore some structured approaches that can improve your problem-solving aptitude. AN IDEA 
Clearly define the problem before rushing to solve it Albert Einstein once said, “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it.” Before you start thinking about solutions, you first must understand and clearly articulate the problem. In this episode of The McKinsey Podcast, Charles Conn, former CEO of Oxford Sciences Innovation and Rhodes House, describes a seven-step problem-solving process that can provide the structure and clarity needed to (perhaps counterintuitively) encourage creativity. The first step is to dedicate sufficient time to exploring and defining the problem and why it needs to be solved. The team can then disaggregate the various components of the problem, prioritize which of those have the biggest impact, and begin their analyses. Shortchanging this critical first step could lead to wasted time and resources (for example, if those resources are allocated to solving the wrong problems).
A BIG NUMBER 85 That’s the percentage of survey respondents across Asia–Pacific Economic Cooperation (APEC) countries who identify problem solving as the most relevant 21st-century skill, according to Wiley’s Digital Skills Gap Index 2021. The World Economic Forum’s 2020 Future of Jobs report reveals similar sentiments among employers globally: critical thinking and complex problem solving top the list of skills of the future. In fact, four of the top five skills on the report’s “top ten skills of 2025” are directly linked to problem solving, indicating that employers believe these skill sets will only grow in importance. 
A QUOTE That’s McKinsey alumni Charles Conn and Robert McLean in a McKinsey Quarterly article on six problem-solving mindsets to crack even the most complex problems under uncertain conditions. To start, they recommend channeling your inner four-year-old by staying curious and recognizing the power of asking questions. Next, embrace ambiguity, widen the aperture through which you view the problem, be willing to experiment, and crowdsource diverse perspectives to improve the ideas generated. And finally, return to an elementary-school activity: “show and tell” the problem-solving process and the logic behind the potential solution to drive decision makers to action.
A SPOTLIGHT INTERVIEW 
Few businesses have experienced the need for effective problem solving as intensely as vaccine developers did during the COVID-19 pandemic. While pressure can sometimes feel debilitating, many pharma and biotech companies rose to the challenge. In this interview, Angela Hwang, Pfizer’s head of biopharmaceuticals, discusses how the company was able to develop and begin distributing a vaccine within eight months. “When the goal is so clear, what happens next is incredible problem solving that allows you to find the ‘white spaces’ and identify what you can remove to anticipate potential barriers,” she says. “Changing our goal setting and problem solving to match the issue at hand were probably the two greatest adaptions in leadership practices on this entire journey.”
BUST YOUR BIASES 
When it comes to problem solving within a team, take extra care to not fall prey to individual biases and collective behaviors that may thwart efforts to come up with great solutions. One bias that may manifest itself in a brainstorming session is people’s desire to conform or avoid conflict. Anonymous brainstorming and silent voting are two ways to ensure that all ideas are considered and to prevent mediocre ideas from taking the spotlight. Similarly, drawing on analogies can spark inspiration—unless that analogy is only superficially similar to the problem at hand, in which case it can lead to futile solutions. To avoid this trap, set up exercises to map the similarities between the two problems, past and present, and the conditions under which the solution would work in the new context. Lead by first defining, then solving, problems. — Edited by Dana Sand, an editorial production manager in McKinsey’s Cleveland office
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:06 - 4 Apr 2022 -
Do you video chat with your doctor? See the ten biggest trends in healthcare delivery.
McKinsey&Company
Delivering health In the news • Workplace wellness. Digital health start-ups—companies that connect employees to mental-health services—are challenging traditional providers of employee assistance programs at a time when anxiety and depression are spiking. In 2021, investments in these companies doubled to $5.5 billion. The switch to virtual care during the COVID-19 crisis has enabled the rise of digital health platforms that offer a range of services, including sleep apps and mindfulness coaching. [Bloomberg] • DIY health. There is an abundance of do-it-yourself (DIY) healthcare tools to help people take control of their health. But wading through the glut of apps, at-home test kits, and gadgets can be tricky: for example, consumers can choose from some 350,000 health apps to screen or monitor symptoms. Doctors say that although these tools can help users determine when to seek in-person care, people should be wary of using at-home tests to self-diagnose, since DIY tools can’t provide the comprehensive information that a medical exam would. [WSJ] US consumers take proactive steps to manage their own health and well-being, spending between $300 billion and $400 billion out of pocket on health expenses every year. On McKinsey.com • Trading the whole person. US healthcare delivery is changing fast. Ten major trends are shaping the future of care delivery, according to healthcare leaders and McKinsey experts. One of these trends is “patient centricity”: healthcare that is convenient, transparent, and personalized. Recent McKinsey surveys show that people who use patient-centric providers are more likely than those who don’t to report greater satisfaction with their healthcare experience: they are 28% less likely to switch providers and five to six times more likely to use additional services. • Virtual visits. Consumer interest in digital healthcare has increased dramatically since the COVID-19 pandemic began. McKinsey analysis shows that virtual health visits grew by a staggering 38 times between February and April 2020. Booming investment and favorable consumer views will contribute to continued growth in virtual health: McKinsey estimates that about $250 billion in spending could be shifted to virtual settings. Explore the next frontier of care delivery and the actions that industry leaders can take to ride the next wave of innovation. — Edited by Belinda Yu Explore healthcare’s evolution 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> - 12:48 - 4 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 organizations’ increasing cybersecurity spending, the resources companies need to lower their carbon footprints, the biggest priorities for chief human resources officers, why consumer packaged goods companies are behind on their autonomous supply chain planning, and the potential infrastructure shift for gas utilities. FEATURED CHART Cybersecurity blanket 
See more
This week’s other select charts Green steely resolve All the right moves Supply chain planning—streamlined A clean-fuels future
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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> - 03:16 - 2 Apr 2022 -
The war in Ukraine and navigating an uncertain future
McKinsey&Company
Share this email Monthly Highlights, April 2022 The Russian invasion of Ukraine is causing the greatest humanitarian crisis in Europe since World War II. Thousands of lives have been lost, and millions of livelihoods have been disrupted. This month, our featured stories offer an initial framing of the challenges caused by the war, a perspective on the short- and midterm disruptions, and scenarios for the potential impact on livelihoods in the eurozone. Other highlights in this month’s issue include the following topics: - how humanity could add as many as 45 billion extra years of higher-quality life over the next decade
- employees who left a job without another in hand, who returned and why, and how companies can begin to bring more workers back into the fold
- ten things the world has learned through the course of the pandemic
Editor’s choice 
War in Ukraine: Lives and livelihoods, lost and disrupted As uncertainty weighs on decision making, scenarios can provide guidance. Understand the implications 
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 THIS MONTH’S HIGHLIGHTS 
Adding years to life and life to years At least six years of higher quality life for everyone is within reach. Aim high 
Gone for now, or gone for good? Nearly half of the employees who voluntarily left the workforce during the pandemic aren’t coming back on their own. Employers must go and get them. Here’s how to start. Understand employee priorities 
Ten lessons from the first two years of COVID-19 On the second anniversary of the pandemic, we take stock. Look back 
Here comes the 21st century’s first big investment wave. A surge of investment in hard assets will pressure already strained supply chains and project delivery systems. CEOs who transform their capital strategy fast—and first—may win a competitive edge. Prepare for big changes 
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 
Private markets 2022 The private markets comeback that began in the second half of 2020 gained momentum in 2021, yielding a year of records. Read the report ALSO NEW Reimagining HR: Insights from people leaders Author Talks: Attributes—not skills—determine whether you ‘cut it’ or not How business operations can respond to price increases: A CEO guide Six customer experience pitfalls to avoid The $773 billion question: Inflation’s impact on defense spending From risk management to strategic resilience Repairing the broken rung on the career ladder for women in technical roles Author Talks: How to handle your work jerk The five zeros reshaping stores Building next-generation B2B sales capabilities The role of the board in preparing for extraordinary risk 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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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 are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:54 - 2 Apr 2022 -
A playbook for more responsible manufacturing
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Supply chain resilience and local manufacturing are increasingly important in today’s geopolitical context. But how can organizations bolster their operations, while also engaging their workforces and driving sustainable operations? Innovation, leadership, and inspiration will be needed—and a playbook for driving responsible industry transformation is coming together, powered by insights from the 103 members of the Global Lighthouse Network (a World Economic Forum initiative in collaboration with McKinsey). Dive deeper on the six crucial enablers of transformations toward responsible production in a new article, and be sure to sign up for a Lighthouses Live event on April 6 for even more insights. — Joyce Yoo, digital editor, New York 
Lighthouses reveal a playbook for responsible industry transformation The advanced factories of the Global Lighthouse Network show how sustainability and workforce engagement can accelerate and scale Fourth Industrial Revolution transformation—responsibly. Try a different approach
Quote of the Day “Looking to the future, retailers should consider more novel ways to incorporate data and analytics into the merchandising universe. They should also seek a more diverse set of data sources instead of an overreliance on historical data. Nearly a quarter of merchant leaders cited as a top long-term priority the use of advanced analytics and AI to influence product development and to rapidly test concepts before they go to market.” —Navigate the complexities of modern retailing and the importance of data in "Six strategic priorities for modern merchant leaders"
Chart of the Day
See today’s chart
Also New 
Bridging the labor mismatch in US construction US construction projects are short-staffed today, and the problem is set to get worse. Here’s what the sector can do to close the gap. Reimagine an industry
The $773 billion question: Inflation’s impact on defense spending How will the Defense Department deal with possible long-term inflation and price increases for its most important programs? Understand the effects
Rural rising: Economic development strategies for America’s heartland There is no one-size-fits-all economic development strategy for rural communities. How can local leaders—including governments, businesses, and individuals—put rural regions on track to thrive? Strategies to thrive
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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> - 06:48 - 1 Apr 2022 -
The rising toll of the war in Ukraine
McKinsey&Company
Share this email New from McKinsey Global Institute 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 Explore this and future episodes of The McKinsey Podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, Spotify, Stitcher, and RSS. Related Reading War in Ukraine: Lives and livelihoods, lost and disrupted 
A master class from the world’s best CEOs Follow our thinking McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or AndroidThis 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> - 04:58 - 1 Apr 2022 -
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by "Max from New Relic" <mfrancisco@newrelic.com> - 12:00 - 1 Apr 2022 -
It’s time to update your company’s cybersecurity defenses
The Shortlist
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Our best ideas, quick and curated | April 1, 2022 View in browser
Given the geopolitical tensions surrounding the conflict in Ukraine, it’s a good time to remind companies that cybersecurity planning is crucial. Plus, new funding that could help quench US water needs, and a McKinsey senior partner and heavy-metal guitarist on the lifelong joys of rock ‘n’ roll. 
It’s the call that CEOs dread. A ransomware attack has been launched against the company, vital files have been encrypted, and paying a hefty ransom is the only way out. What used to be considered a fringe threat is now anything but. According to some estimates, ransomware costs could reach $265 billion globally by 2031. A four-part strategy. In the United States, ransomware attacks on supply chains rose by 42 percent in the first quarter of 2021, while security threats against industrial control systems and operational technology more than tripled in 2020. To ensure that they remain resilient in this perilous new environment, companies should focus on ransomware prevention, preparation, response, and recovery strategies now rather than later. The payment or nonpayment of a ransom could depend on whether an organization has mastered the basics of these four strategies. Sounding boards. Fortunately, leaders are not alone in this fight. Boards can act as a partner. They can engage in regular conversations with company leadership on cybersecurity issues, making sure the executive team is preparing the whole organization for the eventuality of an attack, not simply leaving it to the chief information officer and the technical team. The experts are evolving too. Companies and their boards are not the only ones being forced to pivot in the face of more sophisticated cybersecurity challenges. Leading cybersecurity providers have found that they must do the same, adjusting their strategies and their product and service offerings to meet new security objectives. These areas include perimeter security, next-generation identity and access controls, remote access, security automation, and security training. Walking the talk. While organizations in most industries have been focusing on cybersecurity for some time, the maturity of their approaches is not uniform. In 2021, McKinsey assessed the cybersecurity-maturity level of more than 100 companies and institutions in a number of industry sectors and learned that while some in banking and healthcare have achieved fair progress, most organizations—in all industries—still have a ways to go to protect their information assets against threats and attacks. Practice good digital hygiene. As former US congressman Will Hurd explained to McKinsey last year in a podcast about cyber resilience in the federal government, it all comes down to digital hygiene. “We shower. We brush our teeth. We comb our hair. We do all those things in our personal hygiene, and we should be doing those basic things in our digital hygiene, too.” For government, upgrading antiquated IT infrastructure to meet today’s threats is hard enough, let alone anticipating future attacks. Recognizing the cybersecurity skill sets needed across the federal government is a crucial step. Building resilience. Creating and updating a strong cybersecurity strategy is part of a broader attitude toward resilience. The global economy has demonstrated significant resilience through the COVID-19 pandemic, bouncing back faster than expected. Economic momentum remains strong, but organizations are encountering cross-currents in supply chains, workforce availability, inflation, and more. It’s worth underscoring that the foundations of future growth are often laid as societies respond to the weaknesses crises expose. History shows that in times of disruption, resilience depends on adaptability and decisiveness. — Heather Byer
OFF THE CHARTS Water, water projects everywhere Aging water systems in the United States are in need of significant upgrades. The $1 trillion infrastructure bill passed in late 2021 allocates $55 billion to water initiatives over the next five years. This funding will address dire needs in communities where network pipes are nearly 50 years old and where some cast-iron pipes were installed more than a century ago. 
Check out our chart of the day here.
INTERVIEW The future of streaming is borderless Jeffrey Hirsch, the CEO of Starz, discusses what technology means for the future of streaming, how inclusive programming has been good for business, and why most shows are going to be borderless. “The shows that we’re developing in Spain, we see there’s a great role for them in the US and in Latin America, and in Europe, the Middle East, and North Africa,” he said in a recent interview. “And it is the same with the shows we’re developing in India, where we’re using global casts because we feel those stories can play everywhere.”
MORE ON MCKINSEY.COM How business operations can respond to price increases | Companies can rethink their response to cost increases by going beyond conventional commercial levers to controlling costs and reducing the impact of volatility across an organization’s full spectrum of activities. Fix them first: Executing regulation-driven separations | Executives can improve their management of a large merger or acquisition by better understanding the remedies that antitrust regulators may hand down. How telcos can succeed in launching new businesses beyond connectivity | The barriers that once hampered efforts by telecommunications companies to launch new ventures beyond connectivity are weakening. Selecting the right business-building approach can help ensure that more flourish.
THREE QUESTIONS FOR Scott Keller Scott Keller, a senior partner in McKinsey’s Southern California office, is a coauthor of CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. He is also a heavy-metal guitarist and songwriter who has recorded original music with members of Whitesnake, Testament, and Stone Sour. Let’s just say that your background is not typical for a management consultant. In your role as a CEO counselor, have you ever thought about whether rock or metal musicians would make great CEOs? Despite the fact that rock ‘n’ roll rebels against the 9-to-5 lifestyle, keeping a band together for decades of successfully writing and touring requires levels of collaboration, teamwork, and innovation that most business leaders would envy. I actually cowrote a McKinsey piece about this very topic called “How to Make Your Team R.O.C.K.” We spoke with Nancy Wilson of Heart, who talked about the importance of role clarity. Paul Stanley of Kiss talked about the need for both vision and execution. Roger Daltrey of The Who waxed lyrical about how crucial communication is. And Sammy Hagar talked about the core role of teamwork. I loved his observation about ego: “When someone, or everyone, thinks their ‘thing’ is the most important thing, it all falls apart. When mutual respect is there, magic can happen.” As part of the “research” for that article (often a jam session and a drink together), the drummer Matt Starr (who was playing for Mr. Big at the time) made a direct link to being a CEO. “Every serious musician is the CEO of themselves,” he said. “You find others who share the same objectives, get organized, pay attention to details, and prioritize where you spend your time to make it happen. I wonder how many employees in companies have the same drive?” That’s an interesting question to reflect on. You were featured in “Rock Camp: The Movie,” which follows campers as they attend Rock ‘n’ Roll Fantasy Camp with some of the legends of the genre, such as Jeff Beck, Alice Cooper, Slash, and Lita Ford. How did that come about? I was interviewed for the documentary because I had helped the CEO, David Fishof, when he was trying to improve the performance of his business. The film crew was interviewing me at home, and in the middle of the recording my special-needs son, Jackson, came home from school. Like many with special needs, he has a way of endearing himself to people. He started asking a lot of questions and then, out of the blue, he said: “You know what my new goal is? To play bass at Rock ‘n’ Roll Fantasy Camp!” Jackson didn’t play bass at the time, but for fun we walked over to my guitar rack and I tried to show him a few things (very unsuccessfully, I might add). Little did we know that we were being caught on film. A few months later I got a call from the documentary producers informing me that Jackson was far more interesting on film than I was and requesting that he come play bass at a Rock ‘n’ Roll Fantasy Camp being held two weeks later. During that time our whole family lived and breathed helping Jackson learn how to navigate the fretboard and play in time. When we got to camp, to borrow Sammy Hagar’s phrase, “magic happened.” You’re one of only a few hundred people to have visited every country in the world. How did you get started on that quest, and has music played a part in those experiences? My first adventure overseas was spending a semester of college in Santiago, Chile. I became involved in the heavy-metal scene there (shout-out to Gabriel from the band Dogma!), and when I traveled outside of Santiago, I always brought a charango (a mini-Andean guitar with five strings) with me. It was a great way to meet and entertain people. Later, when I started at McKinsey, every time I left the country on a work trip I’d tack on a visit to a new country. I always brought a travel guitar with me, and I learned about a lot of local bands and scenes I wouldn’t have explored otherwise (shout-out to the Spanish band Zenobia!). Over time, I wanted to share the experiences with my growing family, so the guitar was left behind and every vacation was “to somewhere dad hasn’t been yet.” I remember once getting a call from my oldest son’s elementary school asking why he was telling people he went to North Korea on spring break. Even though it was true, I’m not sure they ever believed it. In terms of what the journey has taught me, I think the best lesson has come from observing how my children embrace new people, cultures, and surroundings with insatiable curiosity and very little judgment. I strive to be childlike in that way (in addition to my childlike love for heavy metal!). — Edited by Barbara Tierney Share this Q & A
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:33 - 1 Apr 2022 -
Why laughter really is the best medicine
McKinsey&Company
A laughing matter In the news • Goofy GIFs. Social media is filled with people posting GIFs—brief, looping animations—in honor of their creator, Stephen E. Wilhite, who passed away on March 14 at the age of 74. Wilhite, a computer programmer, invented the graphics interchange format (GIF) in 1987. Since then, GIFs—which Wilhite said is pronounced “jif”—have taken over the internet, having become widely used for expressing humor, sarcasm, and anxiety. The notorious “dancing baby” GIF that came out in 1996 was a favorite of Wilhite’s. [NYT] • When joking pays off. Ideally, in a negotiation, all parties are acting in good faith. Sometimes, though, you might find yourself dealing with someone who has a winner-take-all mindset, holds biases toward you, or is just a jerk. In a tough negotiation, humor is a powerful tool to wield, says one business professor who teaches negotiation skills at a leading US university. Cracking a joke about the negotiation (“So, we’re saying the same thing—we’re here to bluff and lie”) can defuse pressure and help break the ice. [Fast Company] “Fun can boost our resilience and our spirits in a way that makes it easier for us to cope with whatever life may throw our way.” On McKinsey.com • Playful and positive. Having fun should be at the top of our priority list, says Catherine Price, author of The Power of Fun: How to Feel Alive Again. Spending time being playful, connected, and in a state of flow (that is, utterly absorbed by an engaging experience) lowers stress and enhances emotional, mental, and physical health, adds Price. Focusing on funny and joyful things helps to counteract the brain’s tendency to perpetually scan for threats, which can keep us stuck in a cycle of negativity. • Lighthearted leadership. “When we are having fun, one of the prerequisites is that you’re not putting on a facade; you are actually expressing your authentic self,” says Price. By adopting a more lighthearted attitude, leaders can help others let their guard down. Using “props for fun,” such as providing a bowl filled with conversation prompts, can inspire colleagues to interact in new ways. For additional practices that can make the workplace more positive, fun, and enjoyable, read the full interview, part of our Author Talks series. — Edited by Belinda Yu Have more fun 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> - 12:56 - 1 Apr 2022 -
The effects of long-term inflation for the Defense Department
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Everyone is dealing with the effects of inflation these days, and the US Department of Defense (DoD) is no exception. The annual inflation rate hit 7 percent at the end of 2021—the highest level since 1982—and some experts believe that prices could continue to rise. If this is the case, the DoD could lose over $100 billion in purchasing power within five years, according to McKinsey models. This poses many risks not only for the DoD, but also many private companies at all levels of the value chain. A new article breaks down what defense industry leaders can do to address these risks as we navigate these uncertain times. You don’t want to miss it. — Joyce Yoo, digital editor, New York 
The $773 billion question: Inflation’s impact on defense spending How will the Defense Department deal with possible long-term inflation and price increases for its most important programs? Understand the effects
Quote of the Day “As a retailer, you have to think about how you’re improving the employee experience and the value proposition so you can continue to attract people. When you’re hiring and onboarding them, think about the best way to build their capability, incentivize them, excite them, and continue to develop and broaden their skill set.” —Tiffany Burns, McKinsey partner, on attracting talent and the future of stores in a new episode of the McKinsey on Consumer and Retail podcast
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Six strategic priorities for modern merchant leaders Merchant leaders must distinguish their brands’ assortment and value proposition in an evolving landscape. A handful of investments could help them navigate the complexities of modern retailing. Take strategic steps
The state of diversity in US private equity Taking a closer look at the data reveals private equity’s progress, remaining challenges, and the road ahead on diversity. Push the boundaries
Lighthouses reveal a playbook for responsible industry transformation The advanced factories of the Global Lighthouse Network show how sustainability and workforce engagement can accelerate and scale Fourth Industrial Revolution transformation—responsibly. Try a different approach
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:14 - 31 Mar 2022 -
Take a trip to outer space
McKinsey&Company
Share this email The Next Normal | Conjuring the future, one industry at a time 
The future of space: It’s getting crowded out there Could you soon be taking trips to outer space? Some experts think so. As rocket launches have gotten cheaper, thousands more satellites—and more people than ever before—can venture into orbit. But more objects in space also mean more space debris and higher risks of collisions. In this edition of The Next Normal, McKinsey experts and industry executives envision the space industry’s next decade. Watch this space Follow our thinking McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or AndroidThis 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 Next Normal newsletter 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> - 12:47 - 31 Mar 2022 -
[March Update] Exciting stories and essential reading from Remote!
[March Update] Exciting stories and essential reading from Remote!
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by "Remote" <hello@remote-comms.com> - 11:04 - 31 Mar 2022 -
A trans leader on the importance of telling your story
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
Today is International Transgender Day of Visibility. In this issue, we consider the work of journalist Imara Jones and what companies can do to advance trans inclusion in the workplace and society. Plus, the problem with hiring for “culture fit.” THE VOICE 
Photo by Richie Shazam; dress by Busayo; hair by Sammy LaCombe; makeup by Starr Simpson “I can’t be detached anymore. I’m a part of the community, so I’m part of the news—and not that many people who are trans have microphones. I feel the need to be visible and to tell people who I am.”
— Imara JonesImara Jones is the founder and CEO of TransLash Media, a nonprofit organization that tackles bias and hostility against transgender people in the US. In an interview for the NYC Trans Oral History Project, a landmark effort to record, preserve, and share trans histories, Jones explains why she could no longer cover issues that affect trans Americans without telling her own story: “I realized that I was the subject. I was the news.” Working on TransLash, she says, “has taught me that my voice is important, that I’m important, that our stories are important, and they have to be told.” Jones notes that while more and more brands are featuring trans models in their advertising, “that doesn’t really affirm our humanity or ensure that we have full rights in society—and the [financial] benefits accrue to massive corporations from which trans people are largely excluded.” McKinsey research shows that transgender people are underrepresented in the US workforce and face widespread workplace discrimination. In a 2021 McKinsey survey, less than a third of transgender respondents said they felt comfortable being fully out about their gender identity at work. How can companies meaningfully increase trans representation and inclusion? Jones points out that external visibility should be backed by workplace policies and initiatives—and McKinsey research points to paid internship programs as a step in the right direction. As Jones puts it: “It would be really powerful if a company said, ‘We’re going to have all trans models—and we’re going to start an internship program for young trans people. And we’re going to pay them.’ That’s actually changing something.” Jones is using her own platform to amplify trans voices and explore ways to help more trans people join the industry and tell different stories. The animating principle: “I don’t believe in one person changing everything; I think one person helps others to change everything.”
THE VIEW 
“Culture fit is coded bias.”
— Ruchika TulshyanIn a recent edition of McKinsey’s Author Talks, inclusion strategist Ruchika Tulshyan discusses why “leaning in” is falling short, the problem with calling someone “diverse,” and why organizations should hire for “culture add” instead of “culture fit.” — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 02:51 - 31 Mar 2022 -
From stocks to meteorites, the space economy is up for grabs
McKinsey&Company
Doing business in space In the news • The price is right. You’d expect meteorites colliding with Earth to sell for hefty sums, but the objects they hit bring in even more. A doghouse struck by a meteorite (luckily, the inhabitant, a German shepherd, wasn’t hurt) recently sold for $44,000 at an annual meteorite auction, whereas the space rock itself fetched only about half the price. It’s extremely rare for meteorites to strike anything when they land on Earth, so when they do, whatever they hit acquires high value. A car hit by a meteorite in 2007 sold for a record $230,000. [CNN] • Game-changing tech. The share prices of some space start-ups are drifting back down to earth after being propelled into the stratosphere by amateur traders last year. Still, companies are developing truly game-changing space technologies, which could push the space economy to double to $900 billion by 2030. The rising demand for smaller satellites that closely orbit the Earth drives much of investor forecasts. A handful of companies, for example, have successfully launched smaller payloads into space on smaller rockets. [WSJ] “We have to stop thinking about ourselves as space companies and start thinking about the actual services that we’re providing.” On McKinsey.com • Humans on Mars. The idea of human settlements on Mars isn’t farfetched, but it will take massive technological innovation, says Lockheed Martin’s Joe Landon. “We are investing quite a bit to make the systems needed,” says Landon. “There has been extensive exploration beyond the moon, and even beyond Mars, using robotic spacecraft.” The next frontier will be to develop technologies to sustain humans in space and during lengthy space flights, such as propulsion technology for faster travel and AI systems that allow astronauts to live and work in space with limited support from Earth. • Space is a place. And it’s a place that will need all kinds of businesses, Landon says. To establish a robust industrial sector in space—mirroring that on Earth—governments and leading companies need to collaborate to bring services, talent, and entrepreneurial savvy to space ventures. For example, to launch a scientific mission to the moon, a national space agency may not need its own communications links, power, or transportation; instead, it could buy them as a service. Read the full interview to learn more about creating value in the space sector. — Edited by Rama Ramaswami See the future of space 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> - 12:10 - 31 Mar 2022 -
What we can do to add six more years to our lives
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Who doesn’t want to live a happier, healthier life? While we’ve made incredible progress in human health over the past century, there’s so much more we can do to improve the quality of life for everyone. According to a new McKinsey Health Institute report, humanity has the potential to add as many as 45 billion extra years of higher-quality life over the next decade—roughly six years per person on average. Explore the six shifts needed to make this a reality and be sure to download the full report. — Katherine Tam, digital editor, New York
Adding years to life and life to years At least six years of higher quality life for everyone is within reach. Aim high
Quote of the Day “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. I really want to see space companies and agencies have equal representation of women and minorities.” —Debra Facktor on the future of the space workforce in “Making aerospace ‘diverse and dynamic’: An interview with Airbus U.S.’s Debra Facktor”
Chart of the Day 
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Private markets 2022: Private markets rally to new heights Updated annually, our Global Private Markets Review offers the best of our research and insight into private equity, real estate, debt, infrastructure, and natural resources. Explore the findings from our most recent report and scroll for past years’ reports. Read the report
Forging your own path: Sandra Horbach on building a career in private equity The cohead of US buyout and growth at Carlyle shares thoughts on the state of private equity, the path forward on diversity and inclusion, and advice on building a successful career in the industry. Get perspective
The McKinsey Crossword: What do you make of it Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Each puzzle is created with the McKinsey audience in mind, and includes a subtle (and sometimes not-so-subtle) business theme for you to find. Answers that are directionally correct may not cut it if you’re looking for a quick win. Play now
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:40 - 30 Mar 2022 -
Making aerospace ‘diverse and dynamic’: An interview with Airbus U.S.’s Debra Facktor
McKinsey&Company
Share this email New from McKinsey & Company 
Making aerospace ‘diverse and dynamic’: An interview with Airbus U.S.’s Debra Facktor One of the highest-ranking female executives in the aerospace industry foresees a space economy—and a space workforce—that look very different from today’s. Shoot for the stars Related Reading 
Building a better planet with satellite data 
Prepare for launch: The future of space exploration Follow our thinking McKinsey Insights - Get our latest
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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 Next Normal newsletter 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> - 12:53 - 30 Mar 2022 -
It’s a hard world. Soft skills can help.
McKinsey&Company
(Soft) skills to pay the bills In the news • Happy leadership. One popular business school course at a leading university is teaching the softer side of leadership, with the key tenet that happy leaders are effective ones. But happiness doesn’t just magically happen. Happiness, students learn, can be cultivated within yourself, and then you can cultivate it within your teams. And that’s especially important when workers are quitting their jobs at a rapid pace, with many organizations rethinking the nature of work with a focus on employee morale and happiness. [WSJ] • Wanted: soft skills. In today’s booming job market, the most in-demand skills are soft skills, according to a recent global report about the future of work. In our new hybrid world of remote and in-person work and amid a backdrop of historic resignation rates, hiring managers are eager to find candidates who are dependable, resilient, and good communicators. But more than half of employers interviewed—58%—reported that finding candidates with these, and other, soft skills has been their top hiring challenge throughout the COVID-19 pandemic. [CNBC] As workers interact with ever-smarter machines, the demand for soft skills is beginning to surge. On McKinsey.com • What’s in a soft skill? A soft skill enables you to interact well with others. It’s nontechnical and typically falls into categories such as communication and negotiation, adaptability and learning, teaching and training, and interpersonal abilities, including empathy. For organizations, developing and rewarding soft skills is becoming all the more crucial in our ever-automated world. Machines are getting smarter, and as they take over more basic, repetitive, and even physical tasks, the need for workers with social, emotional, and technological skills will be higher than ever. • Hiring woes. While companies are keen to hire workers with soft skills, HR professionals are having difficulty finding them. Specifically, many candidates lack key skills such as problem solving, critical thinking, creativity, and the ability to deal with complexity. And the skills mismatch is largest in the most automated departments, such as IT and data analytics. Dive into the McKinsey Quarterly Five Fifty—in which we quickly brief readers, and also offer links to deeper dives—on soft skills, and why they matter more than ever in a hard world. — Edited by Justine Jablonska Get smart about soft skills 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> - 12:17 - 30 Mar 2022 -
Outer space in 2030
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Are you ready for your next vacation? How about a trip to space? Some experts think this far-out idea could one day become a reality. Space activity is already taking off as we gain more access to the cosmos, including utilizing satellites to help us communicate and stay connected, and managing space debris. A new video explores why now is an exciting time for the space industry, and what’s in store for the space economy of tomorrow. Be sure to check it out. — Joyce Yoo, digital editor, New York
Outer space in 2030 In this video, three of McKinsey’s aerospace experts describe the ways in which future activity in space will benefit people on Earth—and some challenges that could arise along the way. Shoot for the stars
Quote of the Day “ESG [environmental, social, governance] is climate change, worker conditions, diversity; it’s everything. There’s so much that sponsors can do to help these companies do better. We don’t have a dedicated impact or ESG platform; we’re bringing ESG in and trying to embed it across all our portfolio companies.” —Sandra Horbach, managing director and cohead of US buyout and growth at The Carlyle Group, on how ESG are transforming the investment industry in a new interview
Chart of the Day 
See today’s chart
Also New 
Taking the first steps toward net-zero emissions The path to net-zero emissions is full of challenges. Leadership must understand the risks and commit to change now—or face an even thornier transition down the road. Shift to green
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
Author Talks: Don’t spoil the fun Even in difficult times, says Catherine Price, fun should be a priority, not an afterthought. Act with intention
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:32 - 29 Mar 2022 -
Join Sumo Logic for “Mada’s Magical Marvels"
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by "Sumo Logic" <marketing-info@sumologic.com> - 05:00 - 29 Mar 2022
