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• Are you ready to be a CEO?

  Re:think

  The biggest job ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON LEADERSHIP How new CEOs get a handle on the job Carolyn Dewar We interviewed 67 CEOs for our new book, CEO Excellence (which I wrote with Scott Keller and Vikram Malhotra), and many of them said they were surprised at how ill prepared they felt when they stepped into those shoes. And these are the cream of the cream! We looked at 20 years of data on more than 2,400 public-company CEOs to find the very top performers. These top execs went in thinking they knew what to do, but when we asked them to look back, almost all of them said that they were surprised by what the job actually was and what it took to do it well. By the time you become a CEO, you’ve already had really big jobs—you have set strategies, figured out teams, managed organizations, overseen really big P&Ls, directed a region or product. But there is just nothing like being a CEO. Bill George of Medtronic put it really well: “You think you’re ready, but you’ve really only been a COO before. Until you’re a CEO, you don’t see all the pieces.” One part of the surprise is that you have so much more to do that needs doing all the time. There are so many elements to the job, both internally and externally, and you must be on top of all of them all of the time. The breadth and the complexity of the role are unique, you’re doing it under more scrutiny than ever, and your decisions have more ripple effects than ever. And it can be lonely. Many people have written that this happens because you are elevated and have no “team” of peers. But Microsoft’s Satya Nadella told us that it’s more fundamental than that. He described it as a problem of information asymmetry. No one else sees everything that you see—not your organization or your board. You see the strategy, the organization, the internal and external stakeholders—all of that—and the intersections between them. You are the single point of integration for all of it. That’s what can be really lonely. All the external stuff is so new and challenging. For example, once upon a time CEOs might have come into the job thinking that they just had to manage the relationship with the board, keep it at arm’s length, and let the members do their thing. But these excellent CEOs have discovered that this isn’t true at all. They learn how much the board can really help the business. Getting that out of a board takes a lot of time: you want to help the board evolve so that it has the right talent to advise a changing business; you have to give the directors the information they need to see the full context; you have to be radically transparent with them. That takes time. Then there are the new external issues that were never part of the standard CEO remit: climate events, employees’ vaccination status, or whether to enter or leave certain countries because of geopolitical concerns. Absolutely nothing that you’ve done prepares you for these kinds of exogenous emergencies, which seem to be happening more and more. And CEOs are expected to take a stand and have a point of view. What is the work that no one else is equipped to do? What are the things that only you can do? In other words, CEOs don’t have time to do the many things they’ve never done before, which they now have to do constantly. It’s become a superhuman job, and it isn’t going to get any easier. That’s why the book tries to focus on six key mindsets the best CEOs develop. These mindsets seem critical to helping new CEOS succeed despite all this complexity.  I want to note one crucial mindset: the best CEOs come to understand that they should concentrate on the things that only they can do. What is the work that no one else is equipped to do? What are the things that only you, as the ultimate point of integration, can do? Those need to be the focus of your time. Everything else must be pushed out to others because there just aren’t enough hours in the day.  I mention that one because it’s an example of why I love to study and work with CEOs. Their experiences can inform what all businesspeople do—even people who never aspire to be a CEO, right? Any leader, at any position, wants to think boldly, reframe what could be possible, allocate important resources to the efforts he or she thinks are most important. Getting your team right, working with your stakeholders: these are all just good things for anyone to do. And this idea of focusing on what only you can do? That seems to resonate for so many people I talk to. The lessons of CEOs apply widely.  ABOUT THE AUTHOR Carolyn Dewar is a senior partner in McKinsey’s Bay Area office. MORE FROM THIS AUTHOR The CEO moment: Leadership for a new era Challenged by the global pandemic, CEOs have made four shifts in their leadership that hold great promise for both companies and society. More → A master class from the world’s best CEOs What if the world’s highest-performing CEOs held a master class to share the skills and practices that have driven their success over the years? More → IN TWO WEEKS Lareina Yee on the metaverse Is the metaverse a passing fancy or a serious opportunity? Companies are asking the question. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:32 - 23 Mar 2022

• ${mktmail.v_1}, join us for a magic show unlike any other!

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  View in browser Dear Mohammad, Gather your family and join us for a 30 minute break full of fun and magical illusion with Mada’s Magical Marvels featuring “Mr. Magic,” Adam Mada. Conjuring laughs from thin air and sharing the odd secret trick of the trade along the way this is a show like no other! You’ll be on the edge of your seat, guessing what comes next! Mada’s Magical Marvels Thursday, March 31, 2022 4 p.m. AEST   REGISTER NOW       Please confirm your attendance promptly to secure your seat and join Sumo Logic for some magical fun! Take care, The Sumo Logic Team Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2022 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 11:00 - 23 Mar 2022

• How clean is that glass of water? The US is spending billions to fix aging H2O systems.

  McKinsey&Company

  Liquid gold ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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  Getting wise about water In the news • Salty water. Rising sea levels can not only cause floods and erode coastal communities but also, over time, cause salt water to leech into aquifers and contaminate drinking water. Academic researchers are looking closely at communities along the Gulf and Atlantic coasts to identify which water systems are most vulnerable to saltwater intrusion and how utilities might respond. “Smart” water systems, for instance, use wireless sensors to discover when salinity is high, enabling resource managers to shift to other water sources. [Scientific American] • Dried up. There’s no end in sight for the drought in the American West, which could potentially get worse over the coming months. A new US government forecast reveals “below-average precipitation is most likely” in the West. That’s more bad news for the region, where water shortages are already affecting many communities. Another study noted that between 2000 and 2021, the West was the driest it had been in 1,200 years. [CNN] Approximately ten million American households are without clean drinking water. On McKinsey.com • Pipes older than grandma. Much of the US’s water and wastewater infrastructure was built in the 1970s and 1980s. The average US water network pipe is 45 years old, with some cast-iron pipes more than a century old. And in certain communities, drinking water is unsafe because of lead and other contaminants. Throughout the nation, 400,000 schools and childcare centers don’t have access to clean drinking water. At the same time, US water systems lose six billion gallons of treated drinking water every day through leaks. • New funding flows. Over the next five years, the US Bipartisan Infrastructure Law provides a historic amount of new spending to update water infrastructure through two EPA programs. The approximately $30 billion allotted to the Drinking Water State Revolving Fund and the nearly $13 billion allocated to the Clean Water State Revolving Fund will help communities replace lead pipes, remove contaminants from water, and update water-treatment plants. Read the article for five ways government and business leaders can prepare for the incoming flow of capital. — Edited by Belinda Yu    Care about clean water 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

                                                             

  

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:50 - 23 Mar 2022

• What has your employer done for you lately?

  McKinsey&Company

  Make your workplace “sticky”  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  

  Courting employees In the news • Ti amo, mon cheri. Amid a labor shortage, employers are attempting to motivate workers by offering them more than just a regular paycheck. That’s led employers to explore their employees’ “love languages,” or the forms of appreciation—such as praise, time off, or gifts—that mean the most to individual workers. Research indicates that workers who feel appreciated miss fewer days of work and are less likely to leave. [NYT] • Modern love. In industries where compensation is roughly equivalent among competitors, companies use benefits to lure talent. Employees today tend to characterize benefits packages that include remote-work options, unlimited PTO, and extensive healthcare coverage as “modern,” and traditional benefits (such as a set number of days off) as behind the times. About 80% of US workers say a flexible schedule is an important consideration when weighing a job offer. [Fortune] Those who voluntarily left their jobs cited experiences with uncaring leaders, unsustainable expectations of work performance, and lack of career advancement as factors in their decision. On McKinsey.com • Buh-bye. More than 4.3 million US workers voluntarily quit their jobs in December 2021—and many of them may not be that eager to return to the workforce. In a recent McKinsey survey of almost 600 workers who voluntarily left a job without another in hand, 44% said that they have little to no interest in returning to traditional jobs in the next six months. That’s a problem for businesses, since the number of current job openings exceeds the number of new hires by 4.6 million. • Love ’em or lose ’em. Reviewing compensation and benefits is just the first step to retain workers. Companies must also invest in building “sticky” workplaces by listening to employees, addressing their concerns, fostering a sense of community, and measuring outcomes. Find out why workers are leaving, why some are returning, and how to keep them for good. — Edited by Katy McLaughlin    Show workers the love 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

                                                             

  

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:14 - 22 Mar 2022

• Transforming supply chains: Do you have the skills to accelerate your capabilities?

  the Daily read

  Keep up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Supply chains are having a bit of a moment—are your company’s capabilities up to snuff? What will it take to accelerate them? Companies know they need workers who can manage today’s supply chains, bringing digital and analytics skills to bear, but it’s not always easy to find that talent. That’s where reskilling your company’s current employees could come in. A new article explores how to develop a robust capability-building program that aligns with strategic goals. Check out the formula. — Babi Oloko, digital editor, New York Transforming supply chains: Do you have the skills to accelerate your capabilities? Despite progress over the past several years, companies are still struggling to build the capabilities that their emerging digital supply chains will need. Keep up Quote of the Day "Our allies are critical in transforming our workplace. Any women’s movement needs to have men that are standing side by side, demanding the same things that we need." —Reshma Saujani, founder of Girls Who Code, on what men can do to help working mothers in a new Author Talks interview Chart of the Day See today's chart Also New Beyond gender: Promoting diversity in French companies French companies want executives with diverse national origins and socioeconomic backgrounds. But they have had uneven success in achieving this goal. Work toward inclusivity   Responsible product management: The critical tech challenge Prioritizing privacy, sustainability, and inclusion will soon be essential to successful tech development. For product managers to make responsible innovation a core discipline, companies must first lay the foundation. Step towards innovation   The McKinsey Crossword: “Ouch!” | No. 68 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   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:14 - 22 Mar 2022

• Control the noise, set up intelligent alerts in New Relic

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  Notify your teams Configure an alert and we'll tell you when to worry. Define the conditions you want to know about and we'll notify you when something's wrong. Configure an alert Why you should do this To be alerted about performance issues before they impact customers. Prevent alert fatigue with intelligent incident management. What this does Alerts let you set thresholds and receive notifications for changes in performance metrics across your entire stack. Common uses Email when a health ping fails Get a Slack message when response times increase Send a push notification when a host is running out of memory Configure an alert If you have questions along the way, check our docs, community, or take a hands-on lab. View in browser Unsubscribe or Change Your Email Address and preferences at any time. For information about our privacy practieces, see our Privacy Policy. Need to contact New Relic? You can chat or call us at 888-643-8776. New Relic, Inc. 188 Spear St, San Franciso, CA 94105. © 2021 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc.

  

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  by "Max from New Relic" <mfrancisco@newrelic.com> - 12:01 - 22 Mar 2022

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  by "Fiverr" <no-reply@fiverr.com> - 10:06 - 22 Mar 2022

• Remote Connect 2022 is only 2 weeks away!

  Remote Connect 2022 is only 2 weeks away!

  Hi MD, Remote Connect 2022 is only two weeks away and this is just a sneak preview of some of the content you’ll find: We’ll have a lot more episodes featuring answers to questions like: How to scale a Finance team when you’re experiencing hypergrowth? How to remove barriers for engineering teams to work better remotely? Hiring abroad from France Register now. It’s free! more event sessions Gathering In the New World of Work Priya Parker, author and host of the NYT podcast Together Apart will share practical guidance on how to rethink and rebuild a post-pandemic approach to gathering. Unlearning, rethinking, and other new critical skills for leaders Adam Grant, NYT best-selling author and one of Fortune’s 40 under 40 will share insights on how to build a better workplace culture. Fostering well-being at work Arianna Huffington, Founder & CEO of Thrive and one of Time’s 100 most influential people, will talk about the role and responsibility of leaders in improving the way we work.   CEO roundtable This panel features Alex Stephany (Beam), Job van der Voort (Remote) moderated by Michael C. Bush (A Great Place to Work).   FEEL CLOSER, GROW FURTHER REQUEST A DEMO You received this email because you are subscribed to Events communication from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 10:02 - 22 Mar 2022

• Join us tomorrow for our webinar, “Accelerating Digital Transformation with Observability”

  Hi Abul, We would like to invite you to our virtual event, “Accelerating Digital Transformation with Observability,” which will take place tomorrow at 14:00 CET. We will begin the session with a discussion on the challenges that organizations face during a cloud migration—from building a CCoE to adopting a strong DevOps culture. We will also examine how these organizations must adjust their monitoring strategies for their new cloud environments, and how this transformation can impact their growth, costs, and assumed risks. This discussion will be followed by a product demo and a live Q&A session. We look forward to hosting you virtually! Cheers, Ali Shaw Team Lead, Sales Engineering Sign up Visit our email preference center to unsubscribe or change subscription options ©2022 Datadog Inc, 620 8th Ave, 45th Floor, New York, NY 10018

  

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  by "Ali Shaw" <events@datadoghq.com> - 04:02 - 22 Mar 2022

• Health equity: A framework for the epidemiology of care

  the Daily read

  Understand the issues ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Better healthcare is an absolute good. But whose health concerns have we been solving for? The analysis changes as we think through an equity lens. Indeed, health inequities manifest in a variety of ways: limited access to food, care, or medication; unmet needs, when innovation is misaligned with disease burdens; or underserved communities, when key actors fail to engage groups commensurate with their needs. Addressing the issues has obvious benefits for patients—and the pharmaceutical and life sciences companies that serve them. A new article outlines a framework to approach health equity, recognize its limits, and sharpen decision making. Don’t miss it. — Torea Frey, managing editor, Seattle Health equity: A framework for the epidemiology of care Pharmaceutical and life sciences companies can unlock new opportunities, help underserved patients, and build a cycle of trust. Understand the issues   Quote of the Day “Action to achieve sociocultural diversity—closely overseen by top management—must be part of a transformation project for the company as a whole. ... The mobilization of the management team and the whole organization must be strong and visible, both to employees and to external stakeholders such as consumers, investors, the media, and the general public.” —See what organizations can do to promote sociocultural-diversity initiatives in “Beyond gender: Promoting diversity in French companies” Chart of the Day See today’s chart   Also New War in Ukraine: Lives and livelihoods, lost and disrupted As uncertainty weighs on decision making, scenarios can provide guidance. Understand the implications   Germany’s e-health transformation makes uneven progress Our eHealth Monitor 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. Understand the trends   Building next-generation B2B sales capabilities The pandemic has converted B2B buyers to e-commerce in a big way. B2B sellers need new capabilities to meet their new expectations. Deliver outperformance  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:10 - 21 Mar 2022

• Here comes the 21st century’s first big investment wave. Is your capital strategy ready?

  McKinsey&Company

  Prepare for big changes ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email New from McKinsey Quarterly Here comes the 21st century’s first big investment wave. Is your capital strategy ready? 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   Related Reading The CEO: Architect of the new operations agenda   CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest   Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:52 - 21 Mar 2022

• Putting the ‘success’ in succession planning: A leader’s guide

  Leading Off

  Future state ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Replacing top leaders isn’t always a smooth process for organizations. Many a CEO exit has been marked by power struggles, scandals, and dips in the company’s stock price. Now, as record numbers of employees leave the workplace, companies are hard-pressed to find replacements for any job, let alone leadership roles that require years of coaching and experience. Crafting a succession plan may be the last thing on leaders’ minds as they manage the daily upheavals of the postpandemic era. Yet without one, the company risks going rapidly downhill during a changing of the guard, losing revenue and market share. This week, let’s explore some strategies that make it easier to prepare for both planned and unplanned leadership departures. AN IDEA Ensure that your candidates can navigate future trends In today’s unpredictable environment, leaders at all levels must be prepared to adapt quickly. When evaluating potential successors, consider how swiftly your preferred candidates are likely to respond to trends that the pandemic has accelerated and that will shape the future. Sustainability, for example, is no longer just a nice-to-have: it is as vital to competitive advantage as agility or digital transformation. So is the ability to develop talent and ensure that people have a sense of purpose in their work. Other priorities include speeding up operations and deploying cloud capabilities to advance innovation and productivity. Do your prospects for leadership roles have the mindset to embrace these challenges and come up with creative solutions? The answer to this question can help you separate the best candidates from the rest. A BIG NUMBER 86 That’s the number of women promoted to manager for every 100 men, according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org. This “broken rung” in the corporate ladder results in fewer women reaching the leadership level. Both women and minorities continue to be underrepresented on corporate boards. Given the recent exodus of employees and increasing public calls for diversity in the workplace, it’s shortsighted to overlook these sources of leadership talent—whether internal or external—as well as previously untapped candidate pools such as differently abled professionals. And with workplaces becoming more remote, virtual, and flexible, your talent search can now extend across geographical boundaries. A QUOTE “It does not do to leave a live dragon out of your calculations, if you live near him.” Wise words for Bilbo and company in J.R.R. Tolkien’s fantasy classic The Hobbit, and this sage advice applies to anyone undertaking a venture that may hold hidden risks. Many traps lie in wait for companies that do not have a robust succession plan in place. Disability or illness may strike top leaders suddenly, throwing organizations into chaos, exposing critical strategic gaps and endangering their market position. Internal bickering and controversies could ensue if leaders are not transparent about their succession plans and if they do not consider a range of candidates—in age, gender, ethnicity, and background—to fill prominent roles. As such, it’s essential for any succession plan to be legally and ethically watertight. A SPOTLIGHT INTERVIEW If you’ve watched the popular TV series Succession, you know the trouble that can break out when a founder prepares to leave the business. Well-crafted succession plans fall apart as family members and outsiders battle for control. But that wasn’t the case at online real-estate marketplace PropertyGuru, whose cofounder Steve Melhuish implemented a meticulous three-step plan to ensure an orderly transition to a new CEO. In the process, he gathered six key succession planning insights, which he shares in an interview with McKinsey. “The candidate profile we developed placed a heavy emphasis on culture, values, and talent development, as well as experience in building fast-growing businesses,” Melhuish says. HOUSTON, WE HAVE A PROBLEM Your star protégé has finally made it to a leadership role, but it just isn’t working out. This is a fairly common scenario: McKinsey research shows that between 27 and 46 percent of executive transitions are viewed as failures or disappointments after two years. Newly appointed leaders rarely see value in standard training approaches such as “buddy” networks and orientation programs, but they can take steps in five focus areas to ensure a better transition. To improve the chances of a successful executive transition, consider setting up a formal capability-building program to develop staff for future leadership roles. It also helps if outgoing leaders take an active and structured approach to their last days on the job, leaving things in good shape for their successors. Lead successfully. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  

                                                             

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:32 - 21 Mar 2022

• Offices aren’t going away—but they’re looking quite different

  McKinsey&Company

  Time to redesign  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  

  The office, redux In the news • Rethinking where we work. While many employees are still working from home, companies are considering what to do with their existing offices. Some are downsizing. Others are redesigning their offices into spaces where employees collaborate and work together, versus perform individual tasks 9-to-5 style. And still other organizations are building new offices, including elaborate showplace headquarters. More than half—57%—of a global architecture firm’s current 2,300 projects, for example, were started last year. [Fortune] • Lobby makeover. Office lobbies across the US are undergoing renovations—but they may not be as noticeable as some of the security-inspired additions of the past, such as cameras and extra security guards. These latest updates, prompted by a focus on health and safety, are meant to streamline entrances and reduce direct contact. Workers can potentially expect air sensors and body scanners, as well as mobile apps that replace manual check-in processes and ID badges. [NYT] “Research reveals that workers with unassigned office space are among the most dissatisfied in the workplace and the least effective.” On McKinsey.com • New working models. The role of the workplace has dramatically shifted over the past two years, during which 42% of the US labor force (making up almost two-thirds of US economic activity) began working from home. Now, as offices look to reopen after multiple stops and starts, organizations are thinking about how work is—and can be—done. The stigma around remote-working models is mostly gone; certain studies also show that remote-working options don’t negatively impact productivity and may even give more workers better opportunities to thrive. • Reinvented workplaces. For Diane Hoskins, co-CEO of global design and architecture firm Gensler, well-designed workplaces—ones that optimize performance and keep employees safe—have always been top of mind. And now that COVID-19 has disrupted workplace norms for good, she’s considering how to address organizations’ new needs, including employees who want flexible working models and are willing to switch jobs to get them. Hoskins spoke with McKinsey about how organizations can reinvent their workplaces after two years of pandemic-induced disruption, and why she believes that human-centric workspaces will help organizations emerge stronger. — Edited by Justine Jablonska    Design for the future 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

                                                             

  

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 21 Mar 2022

• Make humans more efficient with SOAR

  Sumo Logic

  Last chance to register!

  

  View in browser Join Sumo Logic tomorrow for a 30-minute session on Cloud SOAR with live Q&A. Register now and get the recording after the session. Cloud SOAR, March 29th at 12pm AEST Sumo Logic’s Cloud SOAR boosts the effectiveness of security analysts by providing automated real-time incident management responses, immediate and customisable incident reports, and invaluable insights regarding incoming alerts, ultimately enhancing the accuracy and speed at which SOC teams respond to threats. Register We look forward to you joining us for a live demo with the experts. Please let us know if you have any questions ahead of time. Sumo Logic I'm not interested in this series. Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2022 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 06:00 - 20 Mar 2022

• The week in charts

  the Daily read

  Upgrading supply-chain systems, chronic absenteeism in schools, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   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 companies should upgrade their supply-chain-planning systems, chronic absenteeism in schools, the growing disconnect between patients and physicians when it comes to telehealth, how the pandemic triggered a jolt of growth in the net worth of US households, and how implementing safety and accessibility initiatives can improve urban transit systems. FEATURED CHART Spreadsheet jockeys, hang up your spurs See more This week’s other select charts Cutting class—often IRL versus URL A good year for shareholders Mapping public transportation’s pain points Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:46 - 19 Mar 2022

• The future of global economic growth

  McKinsey&Company

  Productivity is the key ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   McKinsey Classics | March 2022 The future of global economic growth In 2014, to celebrate McKinsey Quarterly’s 50th anniversary, the McKinsey Global Institute (MGI) examined the future prospects for economic growth throughout the world. Economic growth depends on two things: population and output per worker, or productivity. From 1950 to the mid-1980s—the golden years following World War II—population rose strongly, and output per worker rose even more strongly. Productivity, therefore, generated an ever-rising proportion of an ever-rising global GDP. But by 2014, population growth had slowed or ended in most countries outside Africa. Rates of economic growth seemed poised to falter. MGI, however, pointed out that economies and industries could still raise their GDP growth by raising their labor productivity. The chief opportunities to do so all involve encouraging competition: regulatory changes to promote it; reduced barriers to global trade and foreign direct investment, which have the same effect; and innovative private-sector companies that force their industries to change. Will the world economy make good on these opportunities? That depends on the ingenuity of managers and engineers and on the willingness of policy makers to undertake reforms, particularly in countries and sectors with big productivity gaps. Read “A productivity perspective on the future of growth.” — Roger Draper, editor, New York Understand productivity’s importance Related Reading Will productivity and growth return after the COVID-19 crisis?   Solving the productivity puzzle   Getting tangible about intangibles: The future of growth and productivity?   Did You Miss Our Previous McKinsey Classics? How to make scenario planning more effective As a classic article put it in 2015, “Scenario planning can broaden the mind but can fall prey to the mind’s inner workings.” Learn how to control them: read “Overcoming obstacles to effective scenario planning.” Develop effective scenarios   Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:55 - 19 Mar 2022

• War in Ukraine: Lives and livelihoods, lost and disrupted

  the Daily read

  Understand the implications ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Russia’s invasion of Ukraine has caused the greatest humanitarian crisis in Europe since World War II. Uncertainty is high. How can leaders get to grips with the dynamics of this unfolding crisis? A new article provides perspective on the war’s short- and midterm disruptions and frames scenarios to understand the potential impact on livelihoods in the eurozone. Stay informed as the world navigates this challenging period. — Joyce Yoo, digital editor, New York War in Ukraine: Lives and livelihoods, lost and disrupted As uncertainty weighs on decision making, scenarios can provide guidance. Understand the implications   Quote of the Day “One of our tenets of health equity is the diversity of our employees, which we see as a strength. We aim to hire from the communities we serve—they look like the members they serve or speak the language—there’s a trust factor there.” —Errol Pierre, senior vice president of state programs at Healthfirst, on working with diverse communities in a new episode of the McKinsey on Healthcare podcast Chart of the Day See today’s chart   Also New 2022 and beyond for the packaging industry’s CEOs: The priorities for resilience The revolution sparked by two megatrends—sustainability and digital—is unprecedented in the packaging industry. We highlight six priority moves for industry participants as they seek to build their resilience. Understand key strategies   COVID-19: Where we’ve been, where we are, and where we’re going When lockdowns began in early 2020, few of us imagined the long road ahead. While progress in protecting lives and livelihoods was swift, new variants and other factors have since meant that there have been times when the virus has seemed to be one step ahead of every countermeasure. Explore the collection   ICE businesses: Navigating the energy-transition trend within mobility Electric vehicles are gaining market share, but ICE-component suppliers can still create significant value while advancing sustainability. Understand industry shifts   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 18 Mar 2022

• Climate change: How we can prevent the worst effects

  The Shortlist

  Plus, what’s new in packaging ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Our best ideas, quick and curated | March 18, 2022 View in browser This week, we look at what it will take for the world to transition to net-zero greenhouse-gas emissions. Plus, the latest trends in packaging, and a bold new strategy for European software. Our changing climate. Lethal heat waves, hurricanes migrating beyond the tropics, droughts that last for decades: the world is seeing the effects of climate change ever more clearly. Amid climate risks that are expected to grow more frequent and extreme, countries and companies worldwide are calling for net-zero emissions. It’s a huge undertaking, but here are some ways that governments, businesses, and individuals can prepare. Trillions to transform. As much as $3.5 trillion in additional spending on physical assets will be needed each year from 2021 to 2050, a McKinsey analysis reveals. During the transition, substantial amounts of capital will also have to be reallocated from high-emissions assets to low-emissions ones. Financial institutions are likely to play a key role in reallocating capital on a large scale. Millions of jobs gained and lost. A fundamental transformation of the global economy would have profound implications for the world’s labor markets. About 200 million jobs may be gained and 185 million lost by 2050 in the transition, based on an analysis of sectors that produce about 85 percent of global emissions. Businesses can help make the case for change and help workers build new capabilities. Companies are also likely to need new data, talent, and infrastructure. For example, using digital platforms may enable firms to better track greenhouse-gas emissions embedded in their operations and supply chains. Leaders will also need to build climate considerations into frameworks for making key decisions. A looming materials shortage. The transition to net-zero emissions by 2050 would open up new markets for low-emissions products and services. Decarbonizing processes and products can make companies more cost-effective, in some cases. But companies are also facing looming shortages of low-emissions resources. Green materials are needed to reduce emissions from supply chains, but demand for some low-emissions materials may far exceed supply by the next decade, McKinsey research shows. For instance, in 2030, Europe’s demand for green steel could be two times the amount that’s available. Using digital modeling tools to understand various supply and demand scenarios and implications for pricing may enable companies to better cope with green-materials shortfalls. Governments’ role. Similar to businesses, governments can develop decarbonization plans and use policy, fiscal, and regulatory tools to create incentives. Since the net-zero transition would unevenly affect countries and sectors, governments would also need to manage the varying effects on communities and industries. Public-sector organizations can develop social-support programs that help citizens acquire new skills and jobs , and provide economic relief for lower-income workers. They can also hasten research and development that would lower the cost to acquire clean technologies. It’s on us. Finally, individuals can keep learning about climate change and how the net-zero transition might affect consumers and workers. People may need to adopt new habits and behaviors. For example, consumers might eat less beef, drive electric cars, and improve the energy efficiency of their homes. The journey to a net-zero future may be risky, but it’s also full of opportunity. More important, we’ll have helped the planet become a more hospitable place not only for humans but for all creatures on earth. OFF THE CHARTS In the US, students in majority-Black schools fall further behind School closures, quarantines, and lagging attendance: sadly, students in majority-Black schools have fallen even further behind their peers in majority-White schools. Before the COVID-19 pandemic, US elementary-school students in majority-Black schools had nine months of math curriculum still to learn when compared with other students. That gap has since widened to a year. Check out our chart of the day here. PODCAST Wrapping it up: What’s new in packaging In this edition of the McKinsey on Consumer and Retail podcast, Ron Delia, CEO and managing director of global packaging company Amcor, reveals how e-commerce is creating new demands on packaging. “Just take any grocery item; it could be pasta sauce in a rigid container or rice in a flexible package. Everything that the item’s package does in a traditional brick-and-mortar retail channel, it has to do in the e-commerce channel—and then some,” says Delia. In addition, in online retail, the “moment of truth” is when the consumer opens the box, so that experience needs to be compelling, Delia added. MORE ON MCKINSEY.‌COM Reversal of fortune: How European software can play to its strengths | Europe’s relative lack of top software firms threatens its economic competitiveness. It’s time for the private sector to stop trying to play catch-up and take a new approach. How to navigate mining’s cash-flow conundrum | The mining industry’s commodity prices have been on an upswing. Our analysis of the industry’s cash flow management could help leaders maximize value. US wealth management: A growth agenda for the coming decade | As hopes for a postpandemic recovery grow, the financial industry must prepare for the changes in technology, consumer needs, and society that will shape the future of wealth management. THREE QUESTIONS FOR Shelley Stewart III McKinsey partner Shelley Stewart III was recently recognized as one of Crain’s New York Business’s Notable Black Leaders of 2022. Shelley, who leads McKinsey’s research on US Black economic mobility, founded and directs the McKinsey Institute for Black Economic Mobility. In this interview, he reflects on Black leadership in the workplace. This is an edited excerpt. How did your upbringing influence your development as a leader? I absolutely saw this level of determination every day from both of my parents, who both went to work every day and had to deal with all sorts of things that folks who are Black had to deal with, and in my mom’s case, being Black and also a woman. I was party to those discussions at night at the dinner table about issues that they were facing. The spirit of it was never complaining. It was more about understanding the reality of the situation that we’re in. [It was also about] recognizing that as you progress, you have an obligation to bring more people through the door. That’s something that’s always stayed with me. You’ve got to open doors, create opportunities for folks who look like you, who traditionally have not been given these opportunities. The whole of your success will not be based on the level that you rose to but actually on how many people that you directly helped to bring along that journey so that they can progress and provide more for their family. What are some solutions for a more equitable future? If you invest in people, in human capital that is here in this country, that has been traditionally underinvested in, then that is a high ROI way to use your money because that is a local economic-development lever. We are better off as a society if we are educating our people to be more book smart and providing adequate healthcare so that they are healthy. That allows them to later be more productive in the workforce, as entrepreneurs and investors, and that is an economic engine. This whole idea of economic empowerment of Black Americans is at the core of sustainable, inclusive growth. Some people may say, well, why focus on Black Americans? That’s just because if you can solve it for Black Americans, than you’ve got seeds of the solution for all Americans living close to the poverty line, because Black Americans are disproportionately the poorest and from an income perspective and from a wealth perspective, they suffer from very limited economic mobility, if you look historically. Black Americans have faced limited mobility for generations. Have we as a society made any progress? If you look at educational attainment, that’s one area where, objectively, you can say we’ve seen progress. It started when you were in high school and going into college. We’ve seen some gains at some of the higher levels. And you’ve seen [it with] some CEOs and [in] some boardrooms. But that prosperity for Black Americans is not broadly shared. In the US, the opportunity to increase the number of Black-owned businesses and support Black entrepreneurs is substantial. — Edited by Belinda Yu Share this Q&A BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 01:50 - 18 Mar 2022

• Get dressed in a few clicks: The billion-dollar world of digital fashion

  McKinsey&Company

  What’s hot in fashion  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  

  The future of fashion In the news • Here’s looking at you—virtually. The fashion industry is expanding beyond the physical world into the digital one, bringing digital clothing to life through computers instead of factories. People can now wear virtual apparel on social media or in virtual work meetings. They can buy virtual fashion through digital photos, gaming programs, and augmented-reality videos. Big companies are leaping into the virtual fashion market, which could be worth more than $55 billion by 2030. [NPR] • Comfier work wear. The meaning of business casual has gotten fuzzy, thanks to relaxed work-from-home days and virtual meetings for the past two years. Now that many employees are returning to the office, dressing for work outside the home has gotten tricky. Companies are capitalizing on new trends to provide some level of comfy fashion without crossing the line. One e-store owner sells “easy pants” with stretchy waistbands that “won’t raise eyebrows” at work. [WSJ] It was a breakout year for sportswear, with 42% of positive economic profit in the McKinsey Global Fashion Index coming from sportswear companies. On McKinsey.com • Fashion is finding its feet. In 2020, a record 69% of fashion companies destroyed value, compared with 61% in 2019 and 28% in 2011, according to McKinsey analysis. About 7% of brands left the market altogether. But after two tumultuous years, global fashion is ready to find its feet once again. Still, the industry faces significant challenges, including choked supply chains, patchy demand, and persistent struggles to turn a profit. • Digital fashion. New trends in online fashion are exploding—for example, brands experimenting with nonfungible tokens and holding virtual events in the metaverse. Some companies are also creating virtual fashion collections that let users buy exclusive products for their online avatars. Along with the demands of digital, fashion leaders are grappling with tough decisions, including how to address sustainability concerns, compete for tech talent, and deal with potential product shortages. See ten themes that will be critical for the fashion industry in 2022. — Edited by Vanessa Burke    See the trends 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

                                                             

  

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:32 - 18 Mar 2022

• Mothers are missing from the workplace. Here’s how to bring them back

  the Daily read

  Give working moms a hand ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Early in the pandemic, working mothers had to balance their job responsibilities with the added pressure of around-the-clock childcare. This resulted in many moms leaving the workforce, while others kept working but suffering from burnout. Now, employers are pushing for business as usual without considering the needs of working moms. In a new Author Talks interview, Reshma Saujani, founder of Girls Who Code and author of the new book Pay Up: The Future of Women and Work (and Why It’s Different Than You Think), explores these challenges and lays out the steps employers can take to address them. Check it out to learn more. — Babi Oloko, digital editor, New York Author Talks: Where are the women who are missing from the workforce? Amid the pandemic, working mothers have had to downshift their careers to care for their children full time. Reshma Saujani says now is the time to change this dual burden. Give working moms a hand Quote of the Day "In the future, insurers will have to recruit their staff according to new standards. The way we work will change significantly in almost all functions and will require new skills. Social, emotional, and technological skills will become more important." —McKinsey partner Julia Sperling-Magro on how insurers will work in the future in "Women in insurance: Leading voices on trends affecting insurers" Chart of the Day See today’s chart Also New My Rookie Moment: Authorship McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch episode 7 Cybersecurity trends: Looking over the horizon McKinsey examines three of the latest cybersecurity trends and their implications for organizations facing new and emerging cyberrisks and threats. Protect your tech   From risk management to strategic resilience Senior executives at leading companies reveal their commitment to move from defensive risk management to a forward-looking stance based on strategic resilience. Plan for success   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:09 - 17 Mar 2022

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