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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 —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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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:17 - 15 Mar 2022 -
Re: Adding Your First Employee to Remote
Hi MD-I’ve been trying to reach you regarding the account you set-up with Remote, but I haven’t heard back. Are you still interested in exploring how to use the Remote platform for your remote employment needs?If you need help getting started or have questions, I'd be happy to set-up a short call with one of our global employment advisors.What’s the best way to support you at this time?Best,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click hereOn Fri, Mar 11, 2022 at 4:30 pm, Neha Gupta wrote:Hi MD,Hope your talent search is going well!Now that you have an account with Remote, you'll easily be able to hire talent globally, even in countries where you don't have entities set-up. Have you already found your next remote hire?If you have found the right candidate, it's really easy to kickoff the onboarding process. Simply follow these instructions on how to add a team member.I'd be happy to walk you through this guide if you'd like. Would that be helpful?Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click here
by "Neha Gupta" <neha@remote.com> - 12:30 - 15 Mar 2022 -
Start monitoring critical workflows — choose your monitors
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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”
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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 
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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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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:43 - 14 Mar 2022 -
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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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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
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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 -
Next week only: Sumo Logic DevSecOps live demo series
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Cloud Security Monitoring and Analytics, March 22nd at 12pm AEDT Learn how to: - Analyse risk through through context awareness of firewall, CDN, and database data
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Register Cloud SIEM, March 23rd at 12pm AEDT Learn how to: - Automate alert triage and turn security alerts into actionable insights
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Register Software Development Optimization, March 25th at 12pm AEDT Learn how to: - Automate setup via Terraform for out of the box integrations across multiple software development tools (like Jira, GitHub, Jenkins, Bitbucket, PagerDuty, and OpsGenie)
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by "Sumo Logic" <marketing-info@sumologic.com> - 06:00 - 13 Mar 2022 -
The week in charts
the Daily read
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ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—during the pandemic and beyond. In case you missed them, this week’s graphics explored why 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 
See more
This week’s other select charts Socially conscious shoppers The growing education gap New York state of mind Pipe dreams no more
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:17 - 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 
McKinsey for Kids This interactive series tells stories about our work to help you understand what McKinsey does and why it matters, whether you’re 16 or 64. Get smart 
The Next Normal Leading executives and McKinsey experts conjure the future, one industry at a time. Explore all editions 
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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:24 - 12 Mar 2022 -
It's been 2 years since COVID-19 was declared a global pandemic; here's what matters now
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Where were you two years ago at this time? While it may have begun like any other day, March 11, 2020, is now a grim milestone: it's when the World Health Organization declared COVID-19 a global pandemic. In the words of Moderna CEO Stéphane Bancel, "One of the hardest things to deal with in this type of crisis is being able to go the distance." So, how's the world doing—and what comes next? A special feature takes stock of the pandemic's effects on business and society, plus where we're going as the transition toward endemicity continues. Don't miss it. — Torea Frey, managing editor, Seattle 
COVID-19: Where we've been, where we are, and where we're going It’s been two years since COVID-19 was declared a global pandemic. Here’s a look back—and a lens on what’s next. Explore the collection
Quote of the Day "By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles. This affects women’s lives and livelihoods and could create negative financial and cultural consequences for companies, since companies where women are well represented at the top earn up to 50 percent higher profits and share performance." —Learn about the gender gap for women in technical roles and what companies can do about it in “Repairing the broken rung on the career ladder for women in technical roles”
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Ten lessons from the first two years of COVID-19 On the second anniversary of the pandemic, we take stock. Look back
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
Author Talks: Forge your power Deepa Purushothaman pays homage to the women of color who cracked open corporate America and prepares the next generation to take their turn. Forge your power
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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> - 06:49 - 11 Mar 2022 -
Adding Your First Employee to Remote
Hi MD,Hope your talent search is going well!Now that you have an account with Remote, you'll easily be able to hire talent globally, even in countries where you don't have entities set-up. Have you already found your next remote hire?If you have found the right candidate, it's really easy to kickoff the onboarding process. Simply follow these instructions on how to add a team member.I'd be happy to walk you through this guide if you'd like. Would that be helpful?Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click here
by "Neha Gupta" <neha@remote.com> - 11:30 - 11 Mar 2022 -
A giant leap into outer space for governments and companies
McKinsey&Company
Soaring satellites The news • New weather satellite. From more than 22,000 miles above Earth, a new US weather satellite will beam back the most detailed images available of the planet’s Western Hemisphere, improving weather forecasting. The satellite’s advanced capabilities allow it to track and monitor tropical storms, hurricanes, wildfires, and other extreme events. It can also trace the path of lightning in real time. The satellite and its predecessor, which was launched in 2016, will together end up exploring over half of the Earth. [CNN] • Europe’s space plan. Europe has unveiled a $6.8 billion satellite communications plan, as it looks to become less reliant on foreign companies and ensure the security of its communications systems and surveillance data. The plan is to construct a connectivity system in space to provide protection against threats such as cyberattacks and make the region’s electronic communications infrastructure more resilient. [Reuters] “Some estimates suggest that the cost of inaccurate weather predictions is in the $2 trillion to $4 trillion range. That number will increase because of climate change.” Our insights • Tracking locusts. Satellites provide visual imagery and data that help industries around the globe, says Peter Platzer, CEO of Spire Global, a data and analytics company that operates more than 100 satellites. “A couple of years ago, a huge locust swarm was destroying crops in Africa. By combining our data with other information, such as rainfall levels, we could not just track but predict where the swarm would go,” explains Platzer. Governments also use data collected by “listening satellites”—which employ radio frequencies to observe the Earth—to develop increasingly accurate weather prediction models. • Less costly launches. In the past five to ten years, there’s been an explosion in the number of companies—especially start-ups—launching space-based applications, says Platzer. That’s largely because it’s now easier and cheaper to launch a satellite. For instance, launch costs for large structures are about half of what they used to be, he adds. Check out the full interview for what the future of space holds—and what it takes to succeed in an increasingly competitive space ecosystem. — Edited by Arshiya Khullar Look up 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> - 02:54 - 11 Mar 2022 -
Three years, seven attributes: The data-driven enterprise in 2025
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Our best ideas, quick and curated | March 4, 2022 View in browser
This week, we look at how the definition of “data driven” will change for companies by 2025. Plus, two experts on why the social contract needs to change, and a McKinsey partner on how US manufacturing can become more dynamic, and why it matters so much. What will the data-driven organization look like in three years? It’s a good bet that by 2025 smart workflows and seamless interactions among people and machines will be standard, and that most employees will use data to optimize nearly every aspect of their work. McKinsey put together a guide to seven characteristics that will define the data-driven enterprise, the capabilities they will enable, and how to embed them in your organization. Data assets as products. Today, an organization’s data function, if one exists outside of IT, manages data using top-down standards, rules, and controls. Data sets are stored across sprawling, siloed, and often costly environments, making it hard for users to find and assess. By 2025, one of the characteristics of a data-driven culture will be that data assets are organized and supported as products, regardless of whether they’re used by internal teams or external customers. These data products continuously evolve to meet the needs of consumers, leveraging DataOps (DevOps for data), and continuous integration and delivery processes and tools. The chief data officer drives value. CDOs and their teams function as a cost center responsible for developing and tracking compliance with policies, standards, and procedures to manage data and ensure its quality. By 2025, they will operate as a business unit with profit-and-loss responsibilities. This unit will be responsible for developing a holistic enterprise data strategy (and embedding it as part of a business strategy) and creating new sources of revenue by monetizing data services and data sharing. Everyday applications include healthcare CDOs working in partnership with business units to deliver new subscription-based services for patients, payers, and providers. Bank CDOs could commercialize internal data-oriented services, such as fraud monitoring and anti-money-laundering services, on behalf of government agencies and other partners. Data-ecosystem memberships are the norm. While data-sharing arrangements with external partners and competitors are increasing, they’re still uncommon. By 2025, large, complex organizations will use data-sharing platforms to collaborate on projects, both within and between organizations. Data marketplaces enable the exchange, sharing, and supplementation of data, ultimately empowering companies to build unique and proprietary data products and gain insights from them. For example, manufacturers could share data with partners and peers through open manufacturing platforms to build a more holistic view of global supply chains. It’s a short jump in years to 2025, and organizations should act now to make it an equally short leap in data-driven capabilities. New forms of data are giving organizations unprecedented speed and transparency. In “Five insights about harnessing data and AI from leaders at the frontier,” four CEOs describe what goes into turning our world of data into a data-driven world.
OFF THE CHARTS The talent within In a recent McKinsey survey, more than 50 percent of executives said the best way to address capability gaps was to develop the skills of their existing workforce, a higher percentage than those who cited hiring new workers, redeploying talent, or using contract workers. Check out our chart of the day here.
PODCAST It’s time to draw up a new social contract “Our social contract is broken, and that is at the heart of why our politics is so divided and so many citizens around the world are disappointed and frustrated,” said Baroness Minouche Shafik, the director of the London School of Economics and Political Science. In this Forward Thinking podcast from the McKinsey Global Institute, she and fellow guest Andrew Sheng, distinguished fellow at the Asia Global Institute at the University of Hong Kong, discuss how the pandemic exposed the deep vulnerabilities many people around the globe face, and how they hope it will lead governments, companies, and other stakeholders to address these gaps.
MORE ON MCKINSEY.COM Creating value, finding focus: Global Insurance Report 2022 | Where should insurers be active—regarding geography, lines of business, and position in the value chain—to renew value creation and themselves? Leadership teams need to capitalize on nine value levers. M&A and Asia: Learning from the best | Mergers-and-acquisitions activity—both in number and size of deals—is climbing sharply. Here’s how Asian companies can use the lessons of the world’s most effective acquirers to boost their odds of a successful deal. Five agility myths in energy and heavy industries | We explore five misconceptions associated with agility in these two sectors and look into how agility can drive value while addressing vital financial, operational, occupational, and environmental imperatives.
THREE QUESTIONS FOR Asutosh Padhi Asutosh Padhi, McKinsey’s managing partner for North America, helps companies with strategies related to technology and innovation, large-scale operating model redesign, and radical performance transformation. The decline of US manufacturing has hurt the country’s global competitiveness and contributed to rising inequality. How can its revitalization contribute to sustainable and inclusive growth? Long before COVID-19 came to dominate our lexicon and our lives, the United States’ growth model was showing signs of strain. With years of uneven growth across sectors and geographies, some industries have flourished while others have faltered. Major hubs have boomed, but countless smaller communities have fallen through the cracks. The labor market has become increasingly polarized, with the number of people in high- and low-wage jobs growing, while the number of people in middle-wage jobs has declined. These forces have stoked inequality, and the pandemic has served only to exacerbate this trend. Revitalizing US manufacturing—an industry that was once the beating heart of the country’s economy—could be fundamental to resolving these inequities while driving sustainable, inclusive growth. Despite its outsize contribution to the economy, manufacturing has not enjoyed the same prosperity as other sectors in recent years. While it has grown in absolute terms, its relative global share has dropped to 17 percent, from 25 percent, in the past two decades. Research from the McKinsey Global Institute found that restoring growth and competitiveness in 16 key manufacturing industries could boost annual GDP by more than 15 percent. Strengthening the sector could also address the pervasive supply chain issues wreaking havoc all over the world, easing short-term disruption caused by the pandemic while improving global competitiveness in the mid- to long term. How can manufacturing become more dynamic? The industry is undergoing seismic shifts toward a digital, automated, advanced, and sustainable future, but many smaller companies lack the tools they need to keep up. Private- and public-sector leaders can play a role in modernizing smaller manufacturing operations by offering financial programs and targeted business accelerators. There are a record number of open jobs in US manufacturing today. In October last year, that figure topped one million—the highest on record and more than the entire population of San Francisco. Attracting new talent will require strengthening the industry’s reputation among workers. To this end, companies should engage with schools and communities through university partnerships and trade school funding, which can help draw young people to viable jobs with opportunities for career progression. What can leaders in manufacturing do to shore up the industry? Leaders must focus their collective energy on three actions: urging investors and capital markets to turn their attention to manufacturing; enticing new talent and training the workforce for tomorrow’s jobs; and updating and digitizing the US manufacturing infrastructure. Renewing capital stock could help the industry realize its full potential and get billions of dollars of investment flowing. This would not only serve to modernize and digitize manufacturing infrastructure but also trigger a a virtuous cycle of increased economic activity in communities across the country. Reviving manufacturing could also add up to 1.5 million jobs, particularly among middle-skill workers, helping to tackle place-based inequalities, recalibrate the US labor market, and bolster the middle class. — Edited by Barbara Tierney Share this Q&A
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:26 - 11 Mar 2022 -
Why your boss may indeed be a psychopath
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Ever wondered if your boss is a psychopath? You’re not alone. But if it’s true that “bad, abusive people are disproportionately likely to seek power, disproportionately good at getting it, and likely to become worse once they wield it,” then what’s the solution? That is the loaded question Brian Klaas explores in his new book, Corruptible: Who Gets Power and How It Changes Us. In a new Author Talks interview, Klaas lends his insight on how companies can rethink traditional approaches and shift mindsets to get better leaders at the helm. Be sure to check it out. — Emily Adeyanju, digital editor, New York 
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
Quote of the Day “The overriding mindset, the kind of cut-through thinking of these 67 CEOs was all about doing what only I can do... It's whittling down the world of every limitless plate of things they could be doing into the things that they can uniquely add value.” —Carolyn Dewar, McKinsey senior partner and coauthor of forthcoming McKinsey book CEO Excellence, on how excellent CEOs ensure they are effective
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What technology trends will—and should—lead business agendas in 2022? We asked leaders in industry, academia, and at McKinsey to share their perspectives on the technology trends likely to headline business agendas this year, the ones that could—but shouldn’t—slip through the cracks, and what executives should think about when considering new technologies. Here is what they told us. Look to the future
Repairing the broken rung on the career ladder for women in technical roles Women in technical roles are less likely than men to win promotions early in their careers, and many are exiting the field. Companies can strengthen workforces and boost performance by reversing this trend. End inequality
Government transformation in times of great change Federal agencies are setting ambitious goals. What do agency leaders need to know about planning and directing successful transformations? Understand uncertain times
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Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:24 - 10 Mar 2022
