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by "Remote" <hello@remote-comms.com> - 10:15 - 17 Mar 2022 -
Wish you a Happy Holi
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by "Team Infodriveindia" <crm@infodriveindia.com> - 08:44 - 17 Mar 2022 -
[Online training] Join free workshops to level up your observability skills
New Relic offers free online training to help level up your skills in observability and monitoring. This month, deep dive into error management and logs, or take our two-day Full-Stack Observability platform course.
Each hands-on, practical workshop is led by expert instructors. You will receive a link to the recording and full course notes and labs afterwards. Webinars typically run between 90 and 120 minutes and cover different levels of experience, from fundamentals to advanced.
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by "New Relic EMEA" <emeamarketing@newrelic.com> - 06:16 - 17 Mar 2022 -
The real-estate business is trending green. What will future portfolios look like?
McKinsey&Company
New developments In the news • Greener buildings, stronger portfolios. The idea that people are willing to pay more for sustainable buildings has often been debated. But according to a 2018 study, rental and sales prices included a 6.0% and 7.6% premium, respectively, for green-certified buildings. Moreover, 63% of leading investors agree that greening strategies can lead to higher occupancy, rents, and overall value. Consequently, more leaders are considering how the financial risks of inaction might affect future portfolio values. Vivid Economics, a McKinsey company, estimates it will cost $5.2 trillion over the next decade to decarbonize the built environment. [WEF] • Turn down the lights. In Asia, solutions for decarbonizing the industry are emerging from both the public and private sectors. In Hong Kong and mainland China, for example, one real-estate company is offering tenants free energy audits as a way to understand energy consumption better. In addition, one Asian country has launched a fund that provides businesses with incentives to make their industrial facilities more energy efficient, covering up to half of the qualifying costs. Such cross-stakeholder efforts could be key to helping the industry reach net zero. [Fortune] 
A study of a diversified equity portfolio found that climate risks could reduce annual returns toward the end of the decade by as much as 40%. Our insights • Reassessing value. Real estate drives approximately 39% of global emissions, largely from the manufacturing of materials used in construction (such as steel and cement) and the energy consumed by buildings. That carbon footprint, along with other factors—like the physical threats of storms, floods, fires, and extreme heat—has led to a reckoning on asset valuations. Several major real-estate companies have conducted internal analyses and found that potential losses for some debt portfolios could double over the next several years. • Reenergizing real estate. Decarbonizing existing buildings to meet new regulations can be costly. For example, it could take up to $24.3 billion to retrofit the 50,000 buildings covered by New York City’s decarbonization law. However, there’s an opportunity for real-estate leaders to both revalue and future-proof their portfolios while creating new sources of value—like outfitting buildings with solar arrays and batteries so properties can double as local sources of energy generation and storage. See three actions real-estate leaders can take to thrive during the climate transition. — Edited by Andrew Simon Get real 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> - 12:24 - 17 Mar 2022 -
How to inspire responsible tech product management
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Inclusion, privacy, and sustainability—these key aspects of responsible stewardship often trail behind performance as a priority during tech development. Innovating responsibly requires meeting evolving customer and regulatory concerns on data use, the planet, and combatting bias. It’s quickly becoming a core value of tech. But as critical as it is, the intangibility of ‘responsibility’ can make it difficult to facilitate. Don’t miss a new article on strategies product managers can take to instill values of responsible innovation, design, and management into their own organizations. — Sarah Skinner, digital editor, New York 
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 toward innovation 
Quote of the Day —Manish Chopra, senior partner, on his experience writing a book in the latest episode of My Rookie Moment
Chart of the Day 
See today's chart
Also New 
Health equity: Activating meaningful change The COVID-19 pandemic has highlighted longstanding health and social inequities in healthcare and raised the urgent question of how health equity can be achieved. Address the issues 
IoT comes of age McKinsey research shows that adoption of IoT technologies has increased exponentially the past five years—but successful implementation still eludes some. Here’s how to get it right. Connect physical and digital worlds
The mainstreaming of additive manufacturing After 40 years of development, what will it take for additive manufacturing to become more than a niche technology? Create a healthier planet
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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> - 06:20 - 16 Mar 2022 -
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by "Sumo Logic" <marketing-info@sumologic.com> - 05:00 - 16 Mar 2022 -
Grow your team with confidence 🌏
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by "Remote" <hello@remote-comms.com> - 05:10 - 16 Mar 2022 -
Why you should care about quantum computing
McKinsey&Company
A quantum leap The news • Speedy and secure. There are two big reasons leaders should care about quantum computing. The first: quantum computers are much faster than conventional ones at solving problems. For instance, a typical computer would take billions of years to figure out the prime factors of large numbers, but a quantum computer takes only a few days. The second reason: since prime factorization underpins a great deal of today’s IT infrastructure, quantum computing will put an end to our present-day cybersecurity systems, which means companies that don’t update their IT systems will be powerless against cyberattacks. [HBR] • With great power. When a commercial-grade version of a quantum computer arrives, it will deliver an explosion of computational power that will enable the world to do what it has only imagined before. Quantum computers can run simulations that could help companies speedily develop new medications and materials, for example. However, quantum computers could also be used to design bioweapons and hack into communications systems. Strong governance is therefore needed to manage the risks and maximize the benefits. [WEF] Our research indicates that the value at stake for quantum-computing players is nearly $80 billion. Our insights • Young and growing. Quantum computing is a nascent field, but it’s growing fast. Public funding still accounts for the majority of global investment dollars, but private investment in quantum-computing technologies is rising, reveals McKinsey’s biannual publication, The Quantum Technology Monitor. In 2021, public funding for quantum computing reached $30 billion, while private funding for start-ups totaled $3.5 billion. Nearly 200 start-ups are working to develop quantum technologies. • Where the talent is. Asia is leading the world in quantum-computing innovation and talent, McKinsey analysis reveals. China and Japan both hold 27% of global patents, compared with the US’s 19% and the EU’s 16%. Of the global pool of about 526,000 people with quantum-computing skills, nearly 30% reside in India. For examples of what the business world can achieve with quantum computing, visit our collection page, “The Rise of Quantum Computing.” — Edited by Belinda Yu Discover quantum computing 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> - 12:27 - 16 Mar 2022 -
On the cusp of stardom: opportunities in addictive manufacturing
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Additive manufacturing (AM), more commonly known as 3-D printing, is one of the most dynamic and revolutionary technologies in manufacturing. It’s now a €13.4 billion (or $14.7 billion) industry, and it’s growing quickly. But even while rapid innovation is driving its use, AM is still considered mostly a niche technology with limited large-scale adoption in real-world production applications. A new article explores how manufacturers can take AM technologies to the next level through a holistic approach. See what opportunities lie ahead. — Joyce Yoo, digital editor, New York 
The mainstreaming of additive manufacturing After 40 years of development, what will it take for additive manufacturing to become more than a niche technology? Understand new technologies
Quote of the Day "We’ve seen lots of examples where people buy a new piece of technology and it’s used for the first week and then sits idle. And it’s through uniting the business side and the technology side and changing the day-to-day ways of working that you get to real change for companies." —McKinsey partner Michael Chui on what companies get wrong when they try to use Internet of Things in a new episode of The McKinsey Podcast
Chart of the Day 
See today's chart
Also New 
Women in insurance: Leading voices on trends affecting insurers As part of our celebration of International Women’s Day 2022, female McKinsey partners offer insights into the latest in insurance: new technologies, new services, and new customers. Their expertise covers all relevant topics, functions, and lines of business. Browse the posts
How business operations can respond to price increases: A CEO guide Companies need better tools to tackle rising prices. CEOs can look for them across their business operations. Understand inflation
The McKinsey Crossword: Excellence | No. 67 1 across: ___ Excellence (book by Carolyn Dewar, Scott Keller, and Vikram Malhotra). Can you solve it? Play now
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:17 - 15 Mar 2022 -
Start monitoring critical workflows — choose your monitors
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Ensure everything's working as expected by proactively detecting outages and poor performance. Use our suite of automated, scriptable tools to synthesize user behavior and get alerted when something goes awry.
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To detect and resolve problems before your customers notice.What this does
Simulates user traffic to detect and resolve outages and poor performance of websites, user flows, and API endpoints.Common uses
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by "Max from New Relic" <mfrancisco@newrelic.com> - 12:00 - 15 Mar 2022 -
Join Datadog for our virtual event, “Accelerating Digital Transformation with Observability”
Hi Abul,
We would like to invite you to our virtual event, “Accelerating Digital Transformation with Observability,” on Wednesday, March 23 at 14:00. During this webinar, we will share some tips on how Datadog’s unified monitoring platform can help businesses accelerate their cloud migrations.
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by "Ali Shaw" <events@datadoghq.com> - 04:02 - 15 Mar 2022 -
Purposeful work is important, but how do companies go beyond buzzwords?
McKinsey&Company
Finding purpose The news • What’s your ‘why’? If your image of a purpose-driven employee is someone who wants to make the world a better place and is preoccupied with legacy, it might be time to broaden your view. What motivates one worker often differs from the next, so bosses should take care not to project what they believe to be meaningful onto their employees. For example, some people love to learn new skills, while others might find specific types of responsibilities meaningful. [Economist] • Know thy staff. Many of us are reexamining our lives and priorities amid the ongoing COVID-19 pandemic. As a result of that reevaluation, six employee archetypes have emerged in today’s workplace: ambitious employees, who rolled up their sleeves during the pandemic; “double-duty professionals,” who struggle to balance their job with their family life; “work-to-live advocates,” for whom work isn’t a priority; employees looking for human connection; “zest for lifers,” who don’t need a paycheck but find work rewarding; and new hires, who are still lost and confused because their entire experience with the company has been virtual. [WSJ] “A recent study found that 29% of companies now include various ESG metrics in their incentive plans, up from 22% a year ago.” Our insights • Shift in attitudes. The COVID-19 pandemic has prompted companies to rethink their purpose, responsibilities, and roles in society. There’s been an across-the-board shift in stakeholder attitudes on environmental, social, and governance (ESG) issues and purpose, says McKinsey partner Robin Nuttall in an interview with Oxford University’s Rupert Younger. Among employees, “70% now demand purposeful work. They want the company they work for to take a strong position on social issues,” says Nuttall. • Purpose versus performance. “Purpose does not come at the expense of profitability but, in many cases, drives outperformance,” says Younger. “Companies on the NYSE and Nasdaq that had strong ESG records at the start of the pandemic … outperformed those with low records.” Listen to the full podcast for a five-part framework that can help leaders link purpose to actions and outcomes. — Edited by Katrina Parker Embrace your purpose 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> - 12:39 - 15 Mar 2022 -
Life lessons and advice for aspiring writers
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Writing is a big part of many jobs. But it’s often a challenging endeavor that requires time, effort, passion, and perseverance in order to do well, even for the most accomplished scribes among us. In the latest episode of My Rookie Moment, seven McKinsey leaders—including Scott Keller, whose latest book, CEO Excellence, will publish tomorrow—walk us through their journey to authorship and offer tips for writing (and life). Whether you’re exploring the idea of writing a book or curious about the creative process, be sure to check it out. — Joyce Yoo, digital editor, New York 
My Rookie Moment: Authorship The process of writing a book is no easy feat. It’s often a journey that involves years of preparation, multiple iterations, and constant refinements—much like what it takes to become a good consultant. In this episode, Manish Chopra, Scott Keller, Tim Koller, Johanne Lavoie, Martin Hirt, Jonathan Woetzel, and Rodney Zemmel share stories about the first time they wrote a book and what inspired them to take the leap into authorship. They also offer advice to aspiring writers. Watch episode 7
Quote of the Day "You will put more emphasis on different things at different points in your career, and that might change over your career. And also in similar situations might be different depending on the CEO. So what we found is that there aren't huge patterns on what should you focus on year one, versus year five, versus year ten." —Scott Keller, senior partner and coauthor of forthcoming McKinsey book CEO Excellence, on whether excellent CEOs have to do all things well all the time
Chart of the Day 
See today’s chart
Also New 
Ten lessons from the first two years of COVID-19 On the second anniversary of the pandemic, we take stock. Look back
Author Talks: Why your boss may indeed be a psychopath Brian Klaas, who spoke to some of the world’s most corrupt people, says we need to rethink the way we select our leaders. Be incorruptible
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
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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> - 06:43 - 14 Mar 2022 -
[Webinar] Factors to consider when calculating compensation for your globally distributed remote team
[Webinar] Factors to consider when calculating compensation for your globally distributed remote team
How do you practice fair equity?
Join our free webinar event and learn:
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by "Remote" <hello@remote-comms.com> - 12:45 - 14 Mar 2022 -
Welcome to New Relic One — simple steps to instant visibility
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Understand your system
Now that you've collected some data in New Relic, you can visually explore your entire stack and discover emerging issues in real time. Use our curated views to quickly identify issues then drill down to understand the root cause.
Explore your data 
Why you should do this
To get instant visibility into all your telemetry data. Discover emerging issues in real time, without relying on pre-configured thresholds or dashboards.What this does
New Relic Explorer lets you visually navigate data from all the applications you’ve connected to New Relic. You’ll quickly identify problem entities and see performance data.Common uses
- Research the state of your systems
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by "Max from New Relic" <mfrancisco@newrelic.com> - 12:01 - 14 Mar 2022 -
Creating an enduring vision: A leader’s guide
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
The failure of a company is often attributed to its leader’s lack of vision. Focusing on the long term may seem impossible in our unsettled times, when many leaders are overwhelmed by the fallout of COVID-19 and scrambling just to manage day-to-day operations. Yet having a vision of the end goal is particularly important during a crisis—in fact, it may be the key factor that motivates managers and employees to keep going. This week, let’s explore some strategies to develop an enduring vision that offers both stability and the flexibility to pivot as circumstances change. AN IDEA 
Set a clear direction—and don’t play it safe Whether or not you’re new to a leadership role, setting and communicating a clear direction should be a priority. In this video on CEO excellence, McKinsey’s Scott Keller uses the analogy of a captain assigned to command a $10 billion ship with 200,000 people on board. Given the extent of this responsibility, most skippers would tend to be cautious and steer the ship in the same direction as before. But while interviewing the best CEOs, “that’s not the mindset we saw,” says Keller. “It’s the mindset of ‘fortune favors the brave.’” For example, the captain might decide to install faster engines or replace the sails and might need to explain to a skeptical crew that this would let the ship travel faster, in a different direction, and to a better destination. “That boldness mindset is definitely what characterizes direction setting,” says Keller. Research shows that only 22 percent of employees believe that their leaders have a clear direction for the organization, one reason that strategic plans often fail.
A BIG NUMBER 48 That’s the percentage of executives in a McKinsey survey who rank presenting an inspiring vision as the most important individual leadership behavior during a crisis; 45 percent rank it as most important after a crisis. Inspirational leadership and clear direction—articulating where the company is heading and how to get there—top the list of organizational capabilities considered most important for managing performance, chosen by 42 percent and 39 percent of respondents, respectively.
A QUOTE “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to Earth.” President John F. Kennedy’s iconic declaration from 1961 is certainly visionary and inspiring. But it is also grounded in reality: at the time, Kennedy was grappling with the political implications of the space race and sought to galvanize public support to increase funding for the Apollo program. Similarly, in today’s organizations, leaders must balance aspirations with practical considerations: what are the odds of success within five, ten, or 15 years? Consider reframing your vision so that the reference point for success is different, even if it departs from traditional leadership models. For example, the CEO of a manufacturing company that aspires to be the industry leader (the conventional approach) can broaden the objective to be in the top quartile among all industrials. Such a reframing acknowledges that companies compete in a bigger arena than just their industry.
A SPOTLIGHT INTERVIEW 
A single differentiator led to the explosive growth of ride-sharing company Grab from a 40-driver operation to the leader in Southeast Asia within eight years. In this interview with McKinsey, Grab cofounder Hooi Ling Tan attributes the company’s success to its empathy for customers. “It is important to clearly identify and believe in the one single factor that is the stable core of your initial and future success,” she says. Tan and her cofounder, Anthony Tan, implement their vision of elevating the quality of life in Southeast Asia by serving local communities, employing a diverse workforce, and building ecosystems and partnerships to help the region thrive. “We as a leadership team embody our values,” Tan says.
I CAN SEE CLEARLY NOW 
You may not have a crystal ball, but there are ways to gain greater clarity about the future and shape a vision in sync with it. One systematic approach involves dedicating between 10 and 20 percent of your time every week to envisioning your organization’s future. Work backward from that point to today and reverse engineer the tasks to perform and investments you’ll need to make along the way. Learn, adjust, and revisit and rally your team around your vision—and you’ll find that your organization has a renewed sense of purpose. Lead lucidly. — 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> - 03:33 - 14 Mar 2022 -
Today’s best CEOs lead with empathy and humility
McKinsey&Company
Honcho handbook The news • Going rogue. CEOs losing jobs because of workplace misconduct happens surprisingly often for such a smart cohort. The job itself can enable bad behavior by isolating leaders, who can become entitled, overawed by their own supposed importance, and unwilling to admit mistakes or recognize competition. The word hubris comes to mind. [WSJ] • Be a rock. Strong leaders of hybrid workforces strive to create stability when everything is in flux. They do this in three main ways: first, by clarifying the company’s policies, priorities, job descriptions, and anything else shrouded in doubt. They also focus on top-notch written and verbal communication. Last, they manage conflict calmly—for example, by inviting a colleague to meet one-on-one rather than sending an angry email. [Fast Company] “Humility helps you to recognize that you don’t know everything, so in moments of crisis you reach out for help; you learn. That’s quite different from the charismatic I-know-everything CEO of popular myth.” Our insights • Master class. In their upcoming book, CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest, McKinsey senior partners Carolyn Dewar, Scott Keller, and Vik Malhotra offer leadership lessons from 67 CEOs of some of the world’s most successful companies. The CEOs interviewed were “amazing at setting the direction and having a bold vision” for their companies but had to course-correct when something would inevitably go wrong. • Chief cup washer. The CEOs of companies including Mastercard, Lockheed Martin, and Dupont have faced tough obstacles over the years. Many of the best CEOs dig deep into traits including empathy, resilience, and humility to steer their companies. In a moving tale, Netflix’s Reed Hastings told of learning, as a young engineer, that the person who washed his coffee cups every morning was the CEO of the company. Read on for more surprising examples of the best leadership traits and tactics. — Edited by Katy McLaughlin Learn from the best CEOs 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> - 12:27 - 14 Mar 2022 -
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by "Sumo Logic" <marketing-info@sumologic.com> - 06:00 - 13 Mar 2022 -
The week in charts
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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 nurses are ready to resign, what’s shaping the purchasing decisions of inclusive consumers, the state of education inequities, the behavioral health needs of New York City’s racial and ethnic minorities, and aging water systems in the US. FEATURED CHART I quit 
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:17 - 12 Mar 2022 -
Cómo lideran los mejores CEOs
McKinsey&Company
Comparte este email Destacados mensuales, Marzo de 2022 Cuando usted es el capitán de un barco, tanto la nave como el viaje descansan sobre sus hombros, ya sea que las aguas estén tranquilas o agitadas. Lo mismo ocurre con los CEOs e, invariablemente, una crisis exigirá corregir el rumbo, recuperarse y aprender. Este mes, nuestro artículo destacado ofrece lecciones de liderazgo de 67 CEOs de algunas de las empresas más exitosas del mundo y expone los rasgos de carácter compartidos que permiten a los mejores líderes sortear las inevitables tormentas. Otros temas destacados en el número de este mes son: - El necesario cambio de las medidas defensivas y los objetivos a corto plazo para un programa de crecimiento sostenible e inclusivo
- Las lecciones que los líderes pueden tomar de la pandemia de los últimos años para obtener más éxito en 2022
- El potencial de la FemTech para ayudar a adecuar mejor los recursos, el talento y el capital a las necesidades sanitarias insatisfechas de las mujeres
- La manera en que las empresas B2B pueden cambiar su participación de forma significativa a través de una mayor orquestación, integración y personalización
La selección de nuestros editores 
Lecciones de liderazgo de los mejores CEOs del mundo Los autores del nuevo libro CEO Excellence, que han entrevistado a docenas de los mejores directores generales, comparten sus encuentros e historias más memorables. Conozca la primicia LOS DESTACADOS DE ESTE MES 
Tres claves para una recuperación pospandémica resiliente El camino hacia un crecimiento sostenible e inclusivo pasa por desarrollar la resiliencia ahora. Mire al futuro 
De ida y vuelta: El impacto de la COVID-19 en las empresas en 2021 y en la actualidad La pandemia de años persiste. ¿Cómo pueden seguir adaptándose las empresas? Piense más allá 
Los albores de la revolución FemTech A medida que se aceleran las oportunidades en el ámbito de la salud de las mujeres, la FemTech está ayudando a adaptar el capital y el talento a las necesidades insatisfechas, con resultados iniciales prometedores. Abra nuevos caminos 
La nueva ecuación de crecimiento B2B Los clientes quieren una experiencia omnicanal, personalizada y siempre activa. Los mejores vendedores del mundo se las están dando. Cambie su participación de manera significativa 
Para mejorar su cadena de suministro, modernice la TI de su cadena de suministro Los problemas de distribución global y las cadenas de suministro cada vez más complejas están obligando a las empresas a modernizar las herramientas que utilizan para prever la demanda y planificar cómo satisfacerla. Siga el ritmo de los tiempos 
Crear valor, encontrar el enfoque: Informe Global de Seguros 2022 El sector de seguros lucha por crear beneficios económicos. Pero en medio de los cambios duraderos causados por la COVID-19, aguardan oportunidades. Descargue el informe Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO NEW New variant, new challenges: How are we coping with Omicron? Author Talks: Hacking into humanity How good are your internal operations—really? Talent at a turning point: How people analytics can help Fostering an inclusive urban-transit system How AI-driven nudges can transform an operation’s performance US wealth management: A growth agenda for the coming decade Author Talks: Don’t call it diverse Creating good packaging for packaged goods Lockheed Martin’s Joe Landon on the emerging space economy Addressing the state of behavioral health in New York City Author Talks: Building consumer trust with Google’s Neil Hoyne SPECIAL FEATURES 
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The Next Normal Leading executives and McKinsey experts conjure the future, one industry at a time. Explore all editions 
McKinsey on Books Explore this month’s best-selling business books, prepared exclusive by NPD BookScan. See the lists 
My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch episode 6 
McKinsey Classics Scenario planning can broaden the mind but can fall prey to the mind’s inner workings. Learn how to control them with “Overcoming obstacles to effective scenario planning.” Rewind Readers & Leaders Read a sample of Readers & Leaders and sign up for it or any of our more than 40 free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest
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