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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
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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 —Tiffany Burns, McKinsey partner, on attracting talent and the future of stores in a new episode of the McKinsey on Consumer and Retail podcast
Chart of the Day 
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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
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This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to 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!
Hi MD,
Welcome to your March update from the team at Remote! We are thrilled to have you here. Read on for more about how Remote has mobilized to help those affected by the war in Ukraine; the latest from the blog, including details on the launch of our very own API; and the 2022 Remote Influencer Report.
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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 
See today’s chart
Also New 
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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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> - 06:40 - 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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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> - 06:32 - 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 -
New user help: all the ways to query your data
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by "Max from New Relic" <mfrancisco@newrelic.com> - 12:01 - 29 Mar 2022 -
Save your spot for Remote Connect 2022 - 1 week left!
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by "Remote" <hello@remote-comms.com> - 10:00 - 29 Mar 2022 -
A million women are still missing from the workforce. Here’s how to win them back.
McKinsey&Company
Parents stretched thin In the news • Protective policies. If you’re a mom, whether you have quit your job or kept it during the COVID-19 crisis may have depended in part on where you live. Many US moms have yet to rejoin the workforce, while UK employers in 2021 actually increased the percentage of mothers working for them. In Northern and Western Europe, men were more likely than women to exit the workforce during the COVID-19 crisis, while the opposite was true in the US. European benefits such as paid leaves of absence may have helped moms keep their jobs. [WSJ] • Forget about ‘balance.’ Working moms should give up on ever attaining work–life balance, advises a female partner at a venture-capital firm. Instead, she suggests, they should accept that “every day is about making trade-offs and finding comfort in the fact that a decision was made.” Parents with jobs will sometimes need to pay more attention to what’s going on at home, while at other times, work will be their primary focus. Particularly during the COVID-19 pandemic, “we simply cannot be everything to everyone all the time.” [Fortune] “In the early pandemic, almost 12 million women were pushed out of the workforce. The vast majority of those were working moms.” On McKinsey.com • Dwindling empathy. Millions of working moms have departed the workforce during the COVID-19 pandemic, essentially trading paid labor for unpaid labor, says Reshma Saujani, founder of Girls Who Code. What’s more, two years into the COVID-19 pandemic, more than a million women in the US are still missing from the workforce. At the same time, employer sympathy for the plight of working moms is dwindling, adds Saujani, author of Pay Up: The Future of Women and Work (and Why It’s Different Than You Think). • Who’s watching the kids? Fewer than 11% of US employers subsidize childcare. Yet multiple studies show that moms can’t get back to work until they have reliable, affordable childcare. “Childcare is an economic issue, not a personal issue,” says Saujani. “Offering childcare as a benefit is a way for companies to manage their attrition.” For more on what’s holding working moms back and what men can do to help, read the full interview, part of our Author Talks series. — Edited by Belinda Yu Get moms back to work Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:08 - 28 Mar 2022 -
[Webinar Invite] The Designer Series with SwaggerHub
Hey Abul,
Join us on March 29th for the newest installment of "The Designer Series", our monthly tutorial to highlight a specific SwaggerHub use case.
In this month's installment, we will be covering the value of SwaggerHub for development teams as well as tips for how to navigate onboarding new team members into SwaggerHub!
Highlights of the upcoming session include:- How to integrate SwaggerHub into your team's development workflow
- How to foster incremental growth while balancing organizational change
- How to position & introduce SwaggerHub to your team
- How to reinforce the value of a design-first approach to API development
To join us for this session, you can register here: "The Designer Series: Crawl, Walk, Run with SwaggerHub"
Hope to see you there,
Molly Farmer,
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by "Molly from SmartBear" <swaggerhub-team@smartbearmail.com> - 09:03 - 28 Mar 2022 -
Forging your own path: Sandra Horbach on building a career in private equity
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
There’s been a ton of growth in private equity over the past couple of decades. Technology has been a driving force in accelerating change, and this has allowed for more interesting and transformative investment opportunities. One area that could use even more change is a focus on diversity, especially for senior leaders, according to Sandra Horbach, managing director and cohead of US buyout and growth at Carlyle. “We really think diverse teams result in better investment decisions. I’ve seen it over and over again: when we bring in diverse perspectives, we just come out with a better outcome. That’s true of investment decisions.” Get her perspective on the state of private equity today, the path forward on diversity and inclusion, and more in a new interview. — Joyce Yoo, digital editor, New York 
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
Quote of the Day “One of my hopes for the book, in addition to its being a fun read, is a benefit I’ve also seen for myself: it helps us shift away from our natural tendency to focus on the negative and actually begin to appreciate some of the other stuff that’s much more positive that happens all the time, even in difficult times.” —Catherine Price, author and science journalist, on the power of fun in a new Author Talks interview
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Cracking the complexity code in embedded systems development How to manage—and eventually master—complexity in embedded systems development. Take a 360-degree perspective
The flip side of large M&A deals Research shows there is a 50-50 chance that companies pursuing large M&A deals will outperform industry peers. Here are the four actions executives can take to increase those odds. Take a chance
Seven steps to help protect your ERP system against cyberattacks Many companies’ enterprise resource planning systems, which house their most valuable data, are still too vulnerable. Reduce the threat
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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> - 06:31 - 28 Mar 2022 -
activpayroll March Newsletter
activpayroll NewsletterMarch 2022Welcome to our first Newsletter of 2022.
There’s a lot of change happening at activpayroll - and one small example of that is from now on every Newsletter will feature a Guest Editor to help you navigate the content we have curated for you each quarter.So, I am your Guest Editor this quarter - my name is Claire Stewart, and I joined activpayroll as Service Delivery Manager 5 months ago. I love the family culture here, and how it is so uniquely balanced with a huge ambition to be the best that we can be for our customers. There is an exciting wind of change in the air.
As a relatively new employee, I was encouraged to watch the video “activpayroll: new chapter”. It was great to hear our Chief Executive Officer, Jason Allen, and our business leaders talk about the change that I feel every day in our working environment. I really enjoyed hearing about where we are on this journey of change, and the future for the company.
I also enjoyed reading the International Women’s Day article. It was truly empowering to hear the advice from some my strong, and independent female colleagues. As a mum of two boys, the piece on raising children, and being superwoman really resonated with me. We can successfully be a parent and build a career, although it is not always easy. I am sure all of us mums fall foul at some point to the "failed superwoman" syndrome mentioned in the article! It’s great to work for a company who recognises the importance of getting this balancing act right (for both mums, and dads!).
But of course our newsletter is really designed to benefit you, not talk about our exciting journey. So the latest news section is full of articles to keep you informed about changes in the world of payroll, whether that’s happening in Singapore, Lithuania, Indonesia, or Malaysia!
Let our teams know your thoughts. We love to hear your feedback.Latest News
New Opportunities - Building a global powerhouse
Over two decades of hard work have brought activpayroll to the industry’s cutting edge. We now serve over 1200 clients, in 154 countries, with an offering that includes global payroll, global mobility and global HR. In 2021, we opened offices in Dublin, Manchester, and Orléans, and launched a suite of global HR compliance, support, and advisory services.
We’ve charted new frontiers in every corner of the world, and created new opportunities in an array of markets - but our journey is only just beginning.
International Women’s Day
At activpayroll the success of women in the workplace really matters to us, and we have just wrapped up two workshops where female employees from our offices across the world talked about their thoughts pertinent to International Women’s Day.
Singapore Budget 2022 Highlights
Singapore’s Finance Minister Lawrence Wong announced the country’s 2022 budget on 18th February 2022. After the 2021 budget focused on financial resilience to the coronavirus pandemic, the 2022 budget shifts that focus to recovery. Driven by strong manufacturing, finance, insurance, and trade sectors, Singapore’s economy grew by a better-than-expected 7.6% in 2021, with a growth forecast of 3 to 5%.
Lithuania Raises Minimum Monthly Salary
In October 2021, the Lithuanian government agreed to a proposal to increase the country’s minimum monthly salary by almost 14% - from €642 to €730. The wage increase came into effect on 1 January 2022 and represented one of the most significant wage rises in Lithuania in almost a decade.
Alternative Ways to Celebrate Your Staff
The first Friday in March has become known as Employee Appreciation Day - and as the world finds its feet again, what better time to celebrate the contribution their employees have made to their businesses? Of course, as an employer, there are plenty of simple, tried-and-tested gestures you could make to show employees what they mean to you: everyone enjoys the traditional box of chocolates, afternoon off, or end-of-day drinks - but what if you wanted to think a little differently this year?
Indonesia: New Progressive Income Tax Rates for 2022
From January 2022, new progressive income tax rates come into effect in Indonesia. The changes include a new top individual income tax rate of 35% on income over IDR 5 billion, in addition to an increase in the upper threshold for the 5% rate from IDR 50 million to IDR 60 million.
Malaysia: 2022 Budget Offers
The Malaysian government delivered its 2022 budget in October 2021 with a range of measures intended to foster the country’s economic recovery in the wake of the Covid-19 pandemic. Themed as “Keluarga Malaysia, Makmur Sejahtera” (“A Prosperous Malaysian Family”), the budget is worth around RM332.1 billion, with expected revenues for the government reaching RM234 billion in 2022.
Zalaris and activpayroll Unite to Provide a new standard in integrated Global Payroll Solutions
activpayroll today announced its partnership with Zalaris, supporting medium and large size organisations with cloud based payroll and HR BPO services globally. Together, the two companies will provide a new standard of truly global payroll offerings for mid-enterprise, multi-country customers.
Thank you for taking the time to read our newsletter.
If you have any questions regarding the content of this newsletter, please email: pr@activpayroll.com
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by "activpayroll" <PR@activpayroll.com> - 05:53 - 28 Mar 2022 -
A leader’s guide to personal development
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Are perfect leaders born, rather than made? That’s what some research tells us. It can be disheartening to learn that only 10 percent of people have the natural talent to become great managers. But the more challenged 90 percent can cultivate many leadership competencies, mindsets, and skills if they invest in improving their capabilities. Lifelong learning and growth are prerequisites to survive in any executive job, and given today’s flatter hierarchies and increasing turnover, more professionals are likely to take on leadership roles at some point in their careers. This week, let’s explore some self-improvement techniques that may take you closer to the top. AN IDEA 
Listen to your ‘inner voice’ Often inundated with the advice and demands of others, leaders may let their personal goals and motivations languish. But your own instincts may be the best guide during times of conflict or crisis. In this interview, Jennifer Pharr Davis, founder and owner of the Blue Ridge Hiking Company, tells McKinsey the compelling story of how she overcame self-doubt, physical setbacks, and disparagement from others to set a record for the fastest time to hike the Appalachian Trail. “I faced a lot of criticism, so it was important to be in touch with what I felt and what my motivations were,” Davis says. “Everyone has that inner voice and inner drive, but it often gets muscled out. People need to carve out time to listen to that inner voice because it’s an important resource.” On the trail, Davis fashioned a unique program for herself to get through each day, including setting small goals, learning from failures, and playing to her strengths. Consider leadership a developmental journey, not a static role, and create practices for yourself to stay fresh and vital along the way.
A BIG NUMBER 160,000 That’s the extra annual cost in dollars for managing just one nasty leader who indulges in personal insults, sarcastic jokes, withering emails, and other displays of hostile behavior. Besides extracting a significant financial toll—such as the cost of anger management or other counseling, settling litigation by victims, and reorganizing departments or teams—workplace bullies inflict considerable human damage, driving employees out of organizations and increasing anxiety, stress, and burnout among those who remain. As they move up the corporate ladder, senior executives run the risk of becoming insensitive and unkind to others. Strive to treat people with dignity and respect, and establish workplace policies that prohibit abuse and aggression.
A QUOTE “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” That’s the historian Will Durant paraphrasing Aristotle in his book The Story of Philosophy. Good leaders make excellence a habit in their daily lives, whether it’s being organized, keeping mentally and physically fit, managing stress, or staying current with the skills they need on the job. But the best leaders go above and beyond that. To them, excellence is never an accident: they approach challenges in creative and innovative ways and infuse even routine tasks with energy, positivity, and humanity. Learning from the strategies of highly successful CEOs helps leaders at all levels up their game personally and professionally.
A SPOTLIGHT INTERVIEW 
For some executives, the most difficult postpandemic lesson may be learning a different leadership style. Trained in traditional top-down management, these leaders are “in the last gasp of that form of control,” says McKinsey’s Bill Schaninger in this podcast on keeping top talent in the fold. “Now, they have this little inconvenient problem of their employees not playing ball. Leaders might want to reconsider the actual nature of their relationship with those employees.” That means adopting an egalitarian, connected, and empathic approach to managing people; making the workplace less transactional; and creating tailored, multifaceted employee experiences. Leaders who don’t do these things “will have a completely mercenary workforce,” Schaninger says. “And that will all be because they’ve had a death grip on what they thought control was. It’s not going to work.”
THREE CUBED 
You may not have time for standard classroom learning, but a simple heuristic—3x3x3—can help you achieve your development goals quickly and effectively as well as replicate the process throughout your career. The idea is to define three goals over a three-month period and round up three other people to support and hold you accountable for achieving them. Setting these parameters forces learners to be concrete and specific in their goals—factors that are critical to goal attainment—and to understand the kind of support they need. The 3x3x3 approach is a part of intentional learning, in which every project, meeting, or conversation becomes an opportunity to grow and improve. Lead better by improving yourself. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office
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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 Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:37 - 28 Mar 2022 -
What can the Internet of Things do for you?
McKinsey&Company
Transformational IoT In the news • The perfect powder room. After a stressful few years, some US consumers are adding high-tech gadgets to make their bathrooms more relaxing. More than one-third of washroom renovations involve adding high-tech faucets and self-cleaning toilets with bidets or heated seats, a 2021 survey found. One smart shower on the market produces a 20-minute spray using only two gallons of water. Another connected bathing system lets users control the water’s volume and temperature through an app. [WSJ] • Safeguard privacy. Smart home devices can make our lives easier, but with more connected appliances also come added privacy concerns. Consumers often have to provide personal information to manufacturers when installing new devices. To protect themselves, users should consider limiting data access to the minimum amount required to run a device, say security experts. Consumers should also check regularly for software updates, and if a smart appliance seems unsecured, power it off and unplug it. [WaPo] “It’s so important to think about who the IoT champion is within your company. Who is the person that’s going to take on this mantle and lead forward?” On McKinsey.com • The connected home. Over the past few years, consumers have embraced Internet of Things (IoT) technologies in a remarkable way, McKinsey research shows. “Five years ago, the average American house had one connected device in it,” says McKinsey partner Mark Collins on an episode of The McKinsey Podcast. “Fast forward five years, and homes have over five connected devices on average.” Consumers are more interested in internet-connected physical devices after a prolonged time sheltering at home and after seeing improvements in smart speaker technology, Collins adds. • Mistakes were made. One thing that companies get wrong when implementing IoT is that the machines they buy aren’t always connected to each other, says McKinsey Global Institute partner Michael Chui. That can be a problem, since “well over 50% of the value that IoT can provide requires interoperability,” says Chui. For more on what companies are getting wrong about IoT and how connected devices are transforming fields from healthcare to manufacturing, listen to the full podcast. — Edited by Belinda Yu See what IoT can do Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:54 - 28 Mar 2022 -
Top 10 articles this quarter
McKinsey&Company
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Top Ten Newsletter | First Quarter 2022 Most popular with McKinsey.com readers 
1. If we’re all so busy, why isn’t anything getting done? With endless meetings, incessant emails, and casts of thousands, companies have mastered the art of unnecessary interactions. Winning in the next normal requires much more focus on true collaboration. Collaborate and innovate
2. A military veteran knows why your employees are leaving She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan. Understand the Great Resignation
3. Leadership lessons from the world’s best CEOs The authors of the new book CEO Excellence, who interviewed dozens of the top-performing chief executives, share their most memorable encounters and stories. Get the scoop
4. The data-driven enterprise of 2025 Rapidly accelerating technology advances, the recognized value of data, and increasing data literacy are changing what it means to be “data driven.” Increase data literacy
5. The role of ESG and purpose Answering three questions about purpose and environmental, social, and governance issues can help business leaders zero in on what matters most for their organizations.Pursue purpose
6. The state of burnout for women in the workplace Women are doing more to support employee well-being but face higher stress levels as a result. Here’s how leaders can help. Listen up
7. The new B2B growth equation Customers want an always-on, personalized, omnichannel experience. The world’s best sellers are giving it to them. Shift share meaningfully
8. Bias busters: A better way to brainstorm Structured conversation during brainstorming sessions removes some of the risks that can thwart honest discussion. Look at it this way
9. Gone for now, or gone for good? How to play the new talent game and win back workers 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
10. Ten lessons from the first two years of COVID-19 On the second anniversary of the pandemic, we take stock. Look back
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Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 11:33 - 27 Mar 2022
