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• US productivity growth has slowed. Can the nation realize a more prosperous future?

  On Point

  What seven states have in common ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Reviving US productivity In the news • Less productive. In the US, employee productivity dropped more than expected in the first three months of 2023, contributing to rising labor costs, government data show. For the first time in three quarters, nonfarm productivity declined, falling at an annual rate of 2.7% even as hours worked increased. At the same time, labor costs surged 6.3%. Companies typically launch new technological tools and upgrade equipment to make employees more efficient, but some have trimmed costs in the face of ongoing economic uncertainty. [Bloomberg] • What’s up with output. America’s output, or all of the things that workers make, increased in the first quarter of 2023, but productivity still decreased, according to the US Labor Department. Since productivity is a measure of output per hour, even if employees are working extra hours and producing more, they might not be functioning efficiently if it takes longer to generate incremental value, a senior economist said. Output is also weaker than it could be because there are so many vacant jobs, a labor economist added. [Marketplace] “We have a double problem. Not only has our productivity growth declined, but the US labor force participation rate is declining.” On McKinsey.com • Sluggish growth. US labor productivity has grown at a sluggish 1.4% since 2005. Returning productivity to its historical level would add $10 trillion to US GDP, explain McKinsey Global Institute (MGI) director Olivia White and McKinsey partner Charles Atkins. Only seven US states have had above-average productivity and above-average productivity growth for the past decade or so. That’s somewhat puzzling, since in a unified market, one might expect to see mobility of labor and the spreading of ideas and productive practices. • Productivity powerhouses. Individual companies within a given industry have widely varying levels of productivity and productivity growth, says White. In manufacturing, for instance, the most productive companies are five times more productive than the bottom decile of companies are. Recognizing how some companies can create business value from technology and skilled labor is the key to understanding what is happening in US productivity growth, Atkins shares. Learn how leaders can improve US productivity. Strengthen US productivity — Edited by Belinda Yu, editor, Atlanta 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:22 - 5 Jun 2023

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  by "Laura Jayne" <info@clickcreators.com> - 02:54 - 4 Jun 2023

• The week in charts

  The Week in Charts

  Ten shifts transforming organizations, commercial satellite constellations, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored ten shifts transforming organizations, commercial satellite constellations, consumers’ intent to splurge, and cooling natural gas demand in Europe. FEATURED CHART Ten shifts coming to your organization See more This week’s other select charts Reaching for the stars Splurging during uncertainty Mild winter, cooling gas demand Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:39 - 3 Jun 2023

• Ushering in a new era of leadership

  Plus, the CEO’s guide to generative AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, June 2023 What does leadership look like in an era where turbulence and disruption are the norm? It’s not the model we’re used to. In this month’s first featured story from the McKinsey Quarterly, Aaron De Smet, Arne Gast, Johanne Lavoie, and Michael Lurie dive into the transition from an era of individual leaders to an era of networked leadership teams that steer the organization, as well as the five fundamental evolutionary shifts leaders are called to make in their mindsets and ways of working. In our second featured story from the Quarterly, Blair Epstein, Caitlin Hewes, and Scott Keller define what it means to operate as one firm—that is, hearing “we, us, and our” language versus “me, mine, and theirs,” and fostering one brand identity and a “firm way” of doing things—and discuss what it takes to overcome entrenched identities and power dynamics to successfully shift to a one-firm operating model. Other highlights in this month’s issue include the following topics: • how CEOs and their teams can reflect on the value creation case for generative AI • what the future might hold for the world’s balance sheet • why companies that adopt a continuous-listening strategy stand to build a distinct competitive advantage • what a healthy life span can mean in a world that is growing older Editor's choice New leadership for a new era of thriving organizations Five leadership shifts can unleash an era of sustainable, inclusive growth for companies looking to outperform in this era of disruption. Unlock new value  Capturing the value of ‘one firm’ Our proprietary research across 2,000 companies shows that it pays to operate as “one firm.” Here’s how top-performing organizations make it work. See what it takes  THIS MONTH's HIGHLIGHTS What every CEO should know about generative AI Generative AI is evolving at record speed while CEOs are still learning the technology’s business value and risks. Here, we offer some of the generative AI essentials. Learn the essentials The future of wealth and growth hangs in the balance The past two decades have generated $160 trillion in paper wealth but sluggish growth and rising inequality. What comes next? 4 scenarios The next competitive advantage in talent: Continuous employee listening People analytics can provide real-time insights. Here’s how leaders can use them to identify critical needs, make decisions more quickly, and strengthen their employee value propositions. Leverage the power of people Age is just a number: How older adults view healthy aging The results of a survey from the McKinsey Health Institute shed light on the health perceptions and priorities of people aged 55 and older. Read more The beauty market in 2023: A special State of Fashion report The glow of the beauty industry has proved hard to resist, attracting many new companies and investors. Brands must make differentiating choices to find success in this shifting and increasingly competitive landscape. Develop tailored strategies Looking within: How Walmart in Mexico changed everything for an omnichannel future The executive committee at Walmex had to lead differently to take the company into the digital age. They reflect on the changes in the organization and in themselves. Reinvent yourself ALSO New AI-powered marketing and sales reach new heights with generative AI Nursing in 2023: How hospitals are confronting shortages A monthly update on the state of the US consumer: May 2023 Staying ahead: How the best CEOs continually improve performance Survival through purpose: How Ukrainian businesses endured amid extreme uncertainty Deciphering the economy’s mixed signals Ready, set, go, and keep going: Why speed is key to a successful transformation How to revive US productivity Five Fifty: Got resilience? It’s (past) time to get strategic about DEI Six secrets of unleashing the power of retail media Forward Thinking on the rollercoaster of central banking with Hans-Helmut Kotz The art of data: Empowering art institutions with data and analytics Top trends in global private markets Outlook for China tourism 2023: Light at the end of the tunnel OUT NOW: NEW ISSUE OF THE McKinsey Quarterly Sign up for a free membership to start reading the latest digital issue of the McKinsey Quarterly, focused on transformation in a time of disruption. Start reading  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics For ways businesses can identify risk aversion and root out the biases that can stymie potential investment projects, read McKinsey partner Tim Koller’s 2012 classic “Overcoming a bias against risk.” Rewind Get your Daily Read Our must-read insights of the day, delivered to your inbox Monday through Friday. Subscribe now —Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:15 - 3 Jun 2023

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  by "Laura Jayne" <info@clickcreators.com> - 05:04 - 2 Jun 2023

• Start strong; stay strong

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. In this edition, we look at staying strong midway through a stint as CEO, how to parse economic data, and more. We hope you enjoy the read. —Liz and Homayoun What’s new Tarot cards, a crystal ball, a Ouija board—what will it really take for business leaders to understand the economy’s viciously mixed signals? Our experts have a better way. Join them in the strategy room as they parse the various indicators. Even a small edge on insights can be helpful in this topsy-turvy world. One truth stands out: scenario planning is still the way to go. Sign up for our Inside the Strategy Room podcast and get busy Deciphering the economy’s mixed signals, by Michael Birshan, Ezra Greenberg, and Ida Kristensen. What’s now Pace yourself. Starting strong as a new CEO is no walk in the park. Even harder? Staying focused and competitive three to five years into your tenure. The comfort zone is the area to avoid. Take it from someone who’s been around the block: “The big lesson I learned: don’t get complacent,” said JPMorgan Chase CEO Jamie Dimon, after a crisis triggered by a $6 billion trading loss. Get up off those laurels and read Staying ahead: How the best CEOs continually improve performance, by Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink. What’s next For the past half century or so, organizations were designed mainly for shareholders. That just won’t fly in today’s multivalent social and economic environments. Working cultures that are more open, collaborative, and fluid than before are ushering in a new era of sustainable, inclusive growth—and creating value for all their stakeholders. But it can’t happen without a radical reimagining of what leaders do. This kind of change calls for a mindset shift—five of them, actually. Find out how these critical shifts can lead to lasting growth with New leadership for a new era of thriving organizations, by Aaron De Smet, Arne Gast, Johanne Lavoie, and Michael Lurie. What’s needed Are we there yet? With digital transformation, the work is never done. Technology changes too quickly; the power to transform is a muscle that needs to be strengthened constantly. That’s just one of the insights from the new book Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI. McKinsey senior partners Eric Lamarre, Kate Smaje, and Rodney Zemmel have reverse-engineered successful digital transformations to break down what works and what doesn’t. For a sneak peek at the playbook, check out Author Talks: What is the key to unlocking digital transformation? (And click here if you’d like to preorder the book.) Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 04:20 - 2 Jun 2023

• Simplify the Development and Deployment of AI Models using Deep Learning Workbench

  Simplify the Development and Deployment of AI Models using Deep Learning Workbench

  Deep Learning Workbench: Simplifying the Development and Deployment of AI Models Thursday, June 22, 2023 8‌:30‌am - 9‌:30‌am PDT Register Now Profile and optimize your neural network on various Intel® hardware configurations hosted in the cloud environment without any hardware setup at your end and integrate the optimized model in the user-friendly environment of JupyterLab*. Session will cover: Introduction to the Deep Learning Workbench (DLWB) and its features Best practices for Optimizing AI models using DLWB New version Deep Learning Workbench - Cloud Register Now Speaker Monique Jones Developer Cloud for the Edge - Technical Product Manager Intel Corporation Meet Monique, a passionate technical product manager for Intel Developer Cloud for the Edge with 10+ years of experience in AI and cutting-edge technology. She brings a unique blend of technical expertise and product management skills to solve complex business challenges and drive innovation. Prior to her current role, as a senior software engineer and team lead at Intel. Monique developed end-to-end AI solutions and optimized AI models for Intel hardware, resulting in multi-million dollar design wins. Her experience and technical proficiency make her a sought-after speaker at worldwide conferences and events. Monique holds a Bachelor of Science in Electrical Engineering/Computer Engineering from Texas State University and is dedicated to staying current with the latest technology to leverage AI solutions for transformative change. View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

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  by "Intel Corporation" <intel@plan.intel.com> - 12:05 - 2 Jun 2023

• Global business is changing. What should you know?

  On Point

  Ten big shifts transforming organizations ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The dynamic organization In the news • Getting hybrid right. Postpandemic, it’s clear that hybrid work is not a passing phase. But as companies attempt to standardize work practices, how can leaders ensure that they benefit from a flexible workforce? While many individual tasks can be done remotely, more in-depth team strategy conversations may be best suited for in-person meetings, says one global tech executive. Leaders now have “to think about asynchronous communication—how to coordinate work, how to trust but verify, and how to do outcome-based instead of output-based work,” he adds. [MIT] • Man plus machine. Sixty percent of workers will need additional job training in the next four years, according to a global survey of roughly 800 firms that employ more than 11 million workers. Tech-related jobs—especially AI and machine learning specialists—are some of the fastest-growing roles. Identifying similarities between existing roles and future ones can help companies plug skills gaps and retrain current employees. Machine learning performs some tasks well, such as looking at medical imaging, but human creativity and emotional intelligence will continue to be in demand. [WEF] Only 5% of organizations say their companies already have the capabilities that they need. On McKinsey.com • Reshaping work. Between the COVID-19 pandemic, geopolitics, and the rapidly changing tech landscape, organizations operate differently than they did even just a few years ago. McKinsey senior partner Michael Park and colleagues surveyed more than 2,500 business leaders around the world to gauge organizations’ readiness to tackle a range of shifts that significantly affect structures, processes, and people. These include how leaders can balance hybrid with in-person work and use applied AI to boost operations and build better talent pipelines. • Organizing for speed. Global business today is fast moving, highly interdependent, and complex. Organizational resilience combined with speed can help to determine whether companies succeed and survive. Yet McKinsey analysis finds that only half the organizations surveyed feel prepared to handle external shocks. Read The State of Organizations 2023 report to explore ten shifts that are transforming organizations, along with how CEOs are navigating a changing world. Learn how companies are changing — Edited by Gwyn Herbein, editor, Atlanta 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:21 - 2 Jun 2023

• Your help can save lives over here

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  by "Julian Hague" <hello@chatterbuzz.com> - 11:31 - 1 Jun 2023

• Meet New Relic Grok–your GenAI assistant

  New Relic

  May 2023 Master the art of log management: tips for handling high-volume logs Discover expert tips and tricks to level up your log management game with invaluable insights from New Relic. Learn how to harness the power of logs for better troubleshooting, faster incident response, and improved performance. Read the blog now and revolutionize your logging strategy! Learn More Meet New Relic Grok: Your GenAI assistant for observability Using New Relic is now as easy as asking, “What’s wrong with my app?”. By combining OpenAI’s large language models (LLMs) and the New Relic unified telemetry data platform, New Relic Grok turns tons of telemetry data into instant insights. You can chat with New Relic Grok using everyday language, and it will help you find root causes, fix issues, set alerts, manage users, and more. Learn More  Ready to Grok? Get Early Access  From 10 monitoring tools to 1 with plentymarkets For Plentymarkets, real-time monitoring is essential to ensure high website performance, especially during peak seasons. Learn how New Relic helped Plentymarkets process millions of orders, optimise their user experience and employee happiness through observability. Check out the blog post Useful Reads Level up your observability knowledge with our learning paths and badges New Relic University has launched a new site with learning paths and badge credentials to help you build and uplevel your observability knowledge. Start with the Observability Foundations path, then progress to the Observability Practitioner. Learn more in the blog  User Groups New Relic meetups are back! Join us to talk about all things observability and distributed tracing. New Relic User Meetup: Amsterdam 14th June, 2:00 pm - 5:30 pm CEST. Register here. New Relic User Meetup: Manchester 20th June, 2:00 pm - 5:30 pm CEST. Register here. New Relic User Meetup: London 21st June, 2:00 pm - 5:30 pm CEST. Register here. Find all upcoming user group sessions here. Upcoming Webinars Real-Time Business Performance Monitoring: Surfacing the Metrics That Matter Join our Field CTO and a panel of New Relic experts on 7th June at 10 am (BST), to discover how to connect business and software performance and get real-time insights on your organisation.  7th June, 10:00 am -11:00 am BST/ 11:00am- 12:00pm CEST. Register now   New Relic University [Webinar] Getting Started with Dashboards & NRQL 8th June, 10:00am-12:00pm BST/ 11:00am- 13:00pm CEST [2 Day Workshop] New Relic Platform Fundamentals 14th- 15th June,,10:00am-3:00pm BST/ 11:00am- 4:00pm CEST [Webinar] New Relic Alerts Fundamentals 28th June, 10:00am-12:00pm BST / 11:00am- 13:00pm CEST Find all upcoming NRU training sessions here New Relic in the News Eliminating peak billing and enhancing efficiency How to Get Instant Access to Performance Data Managing the Growing Complexity of Multi-Cloud Environments in App Development Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190. Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

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  by "New Relic" <emeamaketing@newrelic.com> - 05:36 - 1 Jun 2023

• Many companies aren’t making much progress on DEI. How can leaders realize bold DEI ambitions?

  On Point

  Five steps to DEI success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Make progress on DEI In the news • Embracing belonging. A new acronym is making its way into corporate lexicon: DEIB, or diversity, equity, inclusion, and belonging. Some companies are focusing on training that helps employees identify the origins of their bias to create a sense of belonging. This approach allows people “to make mistakes, say the wrong thing sometimes, and be able to correct it,” says one diversity leader. While some critics feel that focusing on belonging doesn’t do enough to challenge traditional power structures, others think that it can counter people’s natural defensiveness and bring them into the DEI conversation. [NYT] • DEI disconnect. Corporate DEI efforts may be wavering, as a workforce intelligence company found that attrition rates for DEI roles have been increasing over the past six months and are outpacing attrition for non-DEI roles since the latter part of 2020 at about 600 US companies. There’s a disconnect among public statements and a willingness to invest in the necessary tools to make DEI a priority, a former DEI leader said. While measuring and analyzing the success of diversity efforts, in particular, can be difficult, younger workers are likely to continue pressuring companies to honor their DEI commitments, a US business school professor shared. [WaPo] In our experience, it is best to target a few large, mutually reinforcing DEI initiatives rather than pursue many smaller, stand-alone initiatives that will compete for resources and leaders’ attention. On McKinsey.com • Regaining momentum in DEI. Companies ramped up commitments to DEI in the wake of George Floyd’s murder in 2020, but progress has been slow. In 2022, McKinsey’s annual Women in the Workplace research found that 87 women are promoted from entry-level to manager positions for every 100 men. Many DEI initiatives lack a clear quantitative and qualitative baseline against which progress can be measured, McKinsey senior partner Dana Maor and coauthors explain. Others lack adequate resources, which can happen if leaders treat DEI tasks as a “passion project” rather than reconfiguring roles to prioritize DEI. • Progress in five steps. The first step to adopting meaningful DEI initiatives is to set a bold (but achievable) aspiration. Companies that can connect their desired outcomes with an existing mission, develop and communicate a clear plan for roll out, and commit to a concrete way to measure results are more likely than others to be successful. As an example, leaders at Nike set specific, measurable DEI goals for 2025 and connected them to the company’s executive compensation. Learn about five critical steps companies can take to set and achieve successful DEI strategies. Get strategic about DEI — Edited by Gwyn Herbein, editor, Atlanta 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:41 - 1 Jun 2023

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  by "Alison McLean" <info@digiorbite.com> - 06:32 - 31 May 2023

• What matters most to older adults as they age?

  On Point

  Activities that boost perceived health  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities A long and happy life In the news • New and old friends. Although the bank teller, dog sitter, or restaurant server you interact with might not seem important, chatting with acquaintances can promote emotional health. Weak-tie connections, characterized by low-stakes conversations with people you don’t know well, increase positive feelings and decrease negative ones. A study of about 800 older adults in a US metropolis has found that over a period of 23 years, the number of people’s weak-tie relationships predicted well-being even more strongly than close-tie relationships did. [NYT] • Aging well. “Active aging” refers to the opportunities that older people have to participate in activities that enhance mental, physical, and spiritual health, according to the WHO. Choosing a healthy lifestyle and partnering with healthcare providers can improve quality of life and prevent decline. Research has shown that adopting a positive attitude may increase longevity. Older people who viewed aging more optimistically lived an additional 7.5 years compared with those with more pessimistic views, per a study by Miami University and Yale University researchers. [Fortune] Respondents living in high-income economies describe substantially lower levels of societal participation compared with their counterparts in other economies. On McKinsey.com • Perceptions of health. How do older adults view healthy aging? A new McKinsey Health Institute (MHI) survey of more than 21,000 adults aged 55 and older in 21 countries finds that respondents largely agree about the importance of having purpose, managing stress, enjoying meaningful connections, and preserving independence, McKinsey senior partner Hemant Ahlawat and coauthors share. On other topics, responses vary widely. For instance, respondents in high-income economies aren’t necessarily thriving more than their counterparts elsewhere. • Power of participation. Isolation is a widespread problem for many older adults. What may help is participating in society. Survey respondents who work, volunteer, further their education, and join in community activities report being in better overall health than those who don’t, MHI analysis reveals. In fact, volunteering boosts perceived health by an average of eight percentage points. Consider what factors matter most to overall health for older adults and how every stakeholder can become a part of transforming how people age. Learn what older adults want — Edited by Belinda Yu, editor, Atlanta Out now: New issue of McKinsey Quarterly Sign up for a free membership to start reading the latest digital issue of McKinsey Quarterly, focused on transformation in a time of disruption. Start reading. 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:31 - 31 May 2023

• เชิญเข้าร่วมงาน Innovation Summit Bangkok 2023

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  by "Schneider Electric" <reply@se.com> - 10:01 - 30 May 2023

• Staying ahead: How the best CEOs continually improve performance

  Achieve sustained success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The role of the CEO is certainly no easy feat. Becoming a successful CEO is hard, but staying successful throughout one’s tenure? That is even harder. Complacency is a challenge even the most savvy CEOs grapple with, especially during the midtenure years. In a new McKinsey Quarterly article, senior partners Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink explain how CEOs can sustain high performance, stay focused, and avoid complacency using real-life insights from successful leaders. Give it a read and see what it takes to stay on top in your leadership journey. Staying ahead: How the best CEOs continually improve performance After the heady first years in the job, CEOs must sustain momentum and high performance. Here are four ways to avoid complacency and create even more value. Achieve sustained success   Quote of the day “Understanding the dynamics at a firm level, how some firms can take technology, and skilled labor to drive business benefit from it, is actually the key to understanding what is happening in productivity growth in the US economy.” —McKinsey partner Charles Atkins on the productivity of individual companies in the US in a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW Making government an even better place for women to work Women are better represented in the US public and social sectors than in corporations. But these sectors lag behind others in areas that could make it hard to recruit and retain tomorrow’s women leaders. Secure tomorrow's leaders   Lifting the design potential of Japanese companies Japanese organizations are using real-world product development projects to hone critical design skills. Master good design   Advanced chip packaging: How manufacturers can play to win As the benefits of Moore’s law reach their limits, advances in chip performance rely more on the back end of production, including packaging. Seize the opportunities  — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:35 - 30 May 2023

• An approach to boosting US labor productivity

  Grapple with challenges ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute New from McKinsey Global Institute An approach to boosting US labor productivity In a virtual roundtable discussing the latest McKinsey Global Institute research, McKinsey leaders and industry executives explore what it will take to achieve a potential $10 trillion boost to the American economy. Boosting the economy Related Reading How to revive US productivity  What is productivity?  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 04:39 - 30 May 2023