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Do you feel confident in the economy? US consumers are looking to save and spend.
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:20 - 4 May 2023 -
Survey results: Expectations for company performance, by industry
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Survey results: Expectations for company performance, by industry
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Change in a time of uncertainty
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:15 - 3 May 2023 -
ลงทะเบียน! ร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค
Schneider Electric
Innovation Day:
Industrial Solutions, Lamphun 2023ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล
ไฮไลท์สำคัญ- เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ
- กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน
- ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย
- การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล
วันและเวลาวันที่ 1 มิ.ย. 2566
เวลา 8:30-16:00 น.
สถานที่จัดกิจกรรมห้องประชุมแกรนด์ ปา โรงแรมแกรนด์ ปา แอนด์ รีสอร์ท ลำพูน เชียงใหม่
© 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.
by "Schneider Electric" <reply@se.com> - 04:01 - 3 May 2023 -
Outwitting hackers has spawned a huge cybersecurity industry
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Digital danger. Cybersecurity—an industry estimated to reach $188 billion in 2023—is growing in the face of ballooning criminal attacks. Cyberattacks are on track to cause $10.5 trillion a year of damage by 2025. Attacks include malware, a category consisting of ransomware, whereby criminals demand payment in exchange for access to the system, and spyware, whereby information is covertly transmitted from the network. There’s also phishing—techniques used to get a victim to unwittingly install malware on their own network or give up personal details—and password attacks.
• Why now? Organizations may find themselves increasingly vulnerable to cyberattacks because of three major trends, McKinsey partner Jim Boehm and colleagues note. First, the growth of mobile platforms and the popularity of remote work mean that more large data sets are within reach of those with criminal intent. Second, many hackers no longer work alone; instead, hacking has become organized, institutional, and hierarchical. Third, many organizations lack cybersecurity expertise, as well as knowledge and talent. Learn what companies can do to mitigate cyberthreats.
— Edited by Katy McLaughlin, senior editor, Southern California
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:52 - 3 May 2023 -
Despite global GDP growth, net economic profit is shrinking. What’s going on?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Dwindling profit pools. Since global GDP has grown impressively over the past two decades, one might expect that companies’ aggregate economic profit has been growing, too. Yet over the past two decades, companies’ economic profits have, in the aggregate, been shrinking, explain McKinsey senior partner Marc de Jong and coauthors. Global economic profit halved from 2005 to 2019 and then rebounded in 2021, an analysis of the world’s top 4,000 companies’ economic-profit pools reveals.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:46 - 2 May 2023 -
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by "Jignesh Pardeshi" <official@uffizio.com> - 12:30 - 2 May 2023 -
Register | Join Cotton On and Econsultancy: Creating experiences for new levels of connection and advocacy
Adobe
Upcoming Webinar
In conversation with Cotton On
Keeping pace with content demands to create “wow” experiences
Wednesday, 17 May 2023
3pm AEST | 1pm SGT | 10.30am IST
At the heart of every standout customer experience, there’s an emotional connection, with great content playing a pivotal role. But according to the latest Digital Trends 2023 research, just 26% of CX practitioners in APAC think their organization is good at delivering content in the first place.
Join us for a fireside discussion on 17 May, with one of the fastest growing retail groups internationally — Cotton On. We'll learn why it's one of the exceptional few keeping pace with rising content volumes and complexity to create new levels of connection and advocacy.
In this 40-minute session, we will explore:
- What’s critical to meeting customer expectations in the face of mounting content demands?
- What does it take to align people, processes, and technology to drive collaboration and to deliver 'wow' experiences?
- How to apply technology to ignite creativity and to empower the future of work and innovation?
- What are the outcomes of accelerating content and production times to increase speed to market?
Speakers
Rob Hede
Head of Customer Experience
Cotton On Brands
Jim Clark
Research Director
Econsultancy
Mike McHugh
Senior Manager, Solution Consulting
AdobeCreativity for all.
by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:03 - 1 May 2023 -
A leader’s guide to instilling behavorial change
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Your organization is lavishing time and money on ambitious corporate transformation programs. Yet none of them have made a dent in employee behaviors, which will need to change for the organizational transformation to succeed. To effect visible change, leaders may want to take a closer look at behavioral science (also known as behavioral economics or behavioral insights), which applies findings from psychology, economics, sociology, and other disciplines to understand how people behave and make decisions in real life. An aspect of behavioral science called “nudging”—using subtle interventions to steer people in a specific direction without limiting their options—has been successfully applied in both public- and private-sector settings. Here are some perspectives on the subject for leaders to think about.
Most companies today have access to a wealth of data about their people and organizations but struggle to use it effectively. Metrics alone don’t tell the whole story: research led by McKinsey partner Davis Carlin and colleagues shows that a three-pronged behavioral-insights approach, which takes patterns of human behavior into account when analyzing raw data, may yield more tangible behavioral changes over time. An important aspect of this strategy is to formulate “end statements”—the questions that you want the data to answer—that are specific, exhaustive, and actionable. A company found that employees appreciated and valued its capability-building programs but were not necessarily changing their day-to-day behaviors as a result. Once the company formulated a clear end statement, it was able to gather information that enabled leaders to make better decisions about which obstacles they needed to remove to make the programs more effective.
That’s McKinsey partner Tim Koller and coauthors on one of the many cognitive biases that skew corporate decision making. “Important personal and professional choices are often subject to the halo effect, which is the tendency for individuals to make specific judgments based on overall impressions,” they say. They cite the case of a company that picked a favored candidate for CEO based on initial impressions of his good performance—only to be disappointed when the candidate did not fulfill expectations. Making conscious efforts to recognize and avoid biases can go a long way toward countering ingrained behaviors. And machines are just as prone to biases as humans—research shows a high prevalence of gender and racial stereotypes in AI algorithms.
More than a decade after academics Cass Sunstein and Richard Thaler introduced the concept of nudging to the corporate world, they have updated the idea in a revised version of their book, Nudge: The Final Edition (Penguin Books, August 2021). “The basic theory is similar, though I think we understand it better now than we did then,” says Sunstein in this conversation with McKinsey partner Julia Sperling-Magro. “We know that good nudges still make the chooser’s life better, and bad nudges don’t.” Technology enables good nudges: connectivity devices such as fitness bands and smartwatches “allow people to nudge more efficiently and effectively,” says Thaler. But look out for the increasing spread of “sludge,” which may be defined as “frictions or burdens or barriers that make it hard for you to get where you want to go,” Sunstein says. “It’s like a wall between people and something that can make their lives much better.”
Is your nudge more like a shove? Any hint of aggressive “behavior modification” may meet with resistance from customers and employees alike. Nudge theory proponent Richard Thaler himself acknowledges the danger of “evil nudging,” including misleading claims and lack of transparency. Recent research questions whether nudging has any effect on behavior at all. Leaders may want to consider using a light touch in behavioral interventions, beginning with small changes that slowly shift habits by targeting one behavior at a time.
Lead by nudging gently.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 01:18 - 1 May 2023 -
The duties of the CEO have changed, so how you prepare for the role looks different too
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Executive readiness. Nowadays, CEOs need to focus on more than the bottom line: they also need to consider employee health and well-being and the ability to manage through uncertainty. Since the role has evolved, so have the best ways to prepare for it. McKinsey senior partner Celia Huber and colleagues distill lessons learned from the McKinsey Leadership Forum, attended by about 300 C-suite leaders since 2006, with 88 participants becoming CEOs. These include how to measure CEO readiness against six key elements of the job, such as setting the company’s direction and engaging the board.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:42 - 1 May 2023 -
โอกาสดีที่สุดแห่งปี! เชิญท่านร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค
Schneider Electric
Innovation Day:
Industrial Solutions, Samut Prakan 2023ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล
ไฮไลท์สำคัญ- เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ
- กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน
- ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย
- การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล
วันและเวลาวันที่ 15 มิ.ย. 2566
เวลา 8:30-16:00 น.
สถานที่จัดกิจกรรมห้องธราดล แกรนด์ บอลรูม ชั้น 2 สนามกอล์ฟซัมมิทวินด์มิลล์ กอล์ฟคลับ จ.สมุทราปราการ© 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.
by "Schneider Electric" <reply@se.com> - 09:00 - 30 Apr 2023 -
The week in charts
The Week in Charts
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Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:33 - 29 Apr 2023 -
Poet Maggie Smith on dealing with adversity and embracing possibility
Readers & Leaders
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THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND
Have you ever looked back on your life and asked yourself, “How did I get here?” In this edition of Readers & Leaders, poet Maggie Smith makes an argument for possibility after loss, former Apple VP Don Norman uncovers how humanity-centered design can change the world, and tech venture capitalists Freada Kapor Klein and Mitchell Kapor discuss how a bold experiment became a successful formula for closing gaps in access for vulnerable communities. Catch up on new conversations from Author Talks, plus this month’s top bestselling business books, prepared exclusively for McKinsey by Circana. Itching for more great reads? Preorder Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI by McKinsey senior partners Eric Lamarre, Kate Smaje, and Rodney W. Zemmel for a playbook on what it takes to build the capabilities to continually create great customer experiences, lower costs, and build value.
IT BEARS REPEATING
“We all have disappointments. We all have relationships, whether personal or professional, that didn’t work out the way we wanted. We all have to reappraise things in life every now and then, and look around and think, “OK, this is where I’m at. Now, what do I want to do? What’s not really doing it for me right now? Where do I want to refocus energy?” Change is the only constant, and we’re all human beings, and we’re all dealing with that in various ways in our lives.”
— Poet Maggie Smith in a recent edition of Author Talks.IN CASE YOU MISSED IT
Former Apple VP Don Norman explains why leaders should take the “humanity-centered” approach: “Humanity-centered design builds on the principles of human-centered design, except it expands them. We must think about all living things and about the environment. We must realize we are part of a complex system, so what we do here can impact people all across the world and have a long effect.” Watch the full interview.
Tech venture capitalists Freada Kapor Klein and Mitchell Kapor share how their equity-focused approach creates opportunity for vulnerable communities: “What they haven’t done is hold up a mirror and look at the ways in which they are merely reflecting their own biases.… For a long time, Silicon Valley venture capital firms have confused pedigree and privilege with merit. So you need a new yardstick.” Watch the full interview.LOOKING AHEAD
Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI
Business leaders will be digitally transforming their companies for the rest of their careers. From McKinsey senior partners Eric Lamarre, Kate Smaje, and Rodney W. Zemmel, Rewired is the reference manual they need for the journey.
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—Edited by Eleni Kostopoulos, a managing editor in McKinsey’s New York office
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by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 10:07 - 29 Apr 2023 -
A new issue of the McKinsey Quarterly is here
The newest issue of the McKinsey Quarterly examines how organizations are transforming themselves and their industries to reckon with this world of disruption. Explore our cover story to learn how multinational companies are navigating the current risks and opportunities in China—and don’t miss a discussion of the rise of chief transformation officers, a look into the future of mobility, and more.
This edition is available in a new, immersive online reading experience we’ve recently unveiled for our flagship publication. Sign up for a free digital Quarterly membership to access it.A membership to the digital edition of the McKinsey Quarterly also includes downloads of our top 100 reports in the McKinsey Insights Store as well as access to the previous digital issue of the Quarterly.
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 07:24 - 29 Apr 2023
