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On Point

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

Advances in AI

In the news

•

State of the art. Visitors to online galleries of AI-generated art might notice themes that experts say appear repeatedly: often images feature psychedelic swirls reminiscent of 1970s album covers, while others are clearly influenced by Japanese anime. But not everyone is a fan. One human artist was banned from an online forum because his art looked like it was generated by AI. Even if art created by machine-learning technologies still can’t quite compete with human-made art, these technologies might become a useful tool for artistic innovation—or might inspire artists to react against it. [WIRED]

•

The latest gold rush. During this tech downturn, investors are clamoring to invest in generative-AI companies, pumping at least $1.37 billion into them in 2022 and stoking comparisons to the advent of the internet and mobile devices. The company behind one new generative-AI tool is reportedly in talks to complete a deal that would value it at more than double its 2021 valuation. After the economic downturn hit the tech sector, layoffs, sluggish tech stocks, and plunging crypto prices in 2021 created a lull among investors, which has been broken by the excitement about AI. Young AI start-ups are now seeing a rush of interest to back them. [NYT]

Rather than simply perceive and classify a photo of a cat, machine learning is now able to create an image or text description of a cat on demand.

On McKinsey.com

•

New capabilities. Until recently, machine learning could be used only to observe and classify patterns in content. Generative AI was a breakthrough, made possible only once models were trained using massive amounts of data such as the entire internet. Now, generative-AI models can answer nearly any question and create all types of content, from text and images to videos and simulations. But the technology often isn’t accurate: ask it to create an image of a holiday meal, and you might find an out-of-place bowl of guacamole next to the traditional dishes.

•

Putting AI to work. Generative-AI tools have the potential to change how many different jobs are performed. Despite the need to proceed with caution with this nascent technology, the opportunity for businesses is clear. After all, as McKinsey Global Institute partner Michael Chui and coauthors note, companies are seeing significant bottom-line impact from AI adoption. Learn about the problems generative AI can solve and why most companies will use out-of-the-box tools or fine-tune these models rather than develop their own.

Raise your AI IQ

— Edited by Heather Hanselman, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:38 - 15 Feb 2023

The latest on inflation, energy prices, and world economic performance

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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

What’s the latest on inflation, energy prices, and economic performance across the globe? The January update on McKinsey’s Global Economics Intelligence by McKinsey’s Sven Smit and his coauthors explores these topics and more with insights from the United States, Eurozone, the UK, China, India, Brazil, and Russia. Check it out—and for a more detailed look on macroeconomic data and analysis of the world economy and key insights on national and regional developments, download the full Global Summary Report and the Critical Trends and Risks .

Global Economics Intelligence executive summary, January 2023

Growth in most surveyed economies exceeds pessimistic expectations; inflation moderates but is still high, and central banks stay tightening course.

Get updated

Quote of the day

“So one thing about workplace tensions that arise from the fear of being a sucker is that they are often a little misdirected. You’re annoyed at someone at your job who’s going home earlier, and it means you have to do more of the work—but actually, the real problem is with the structure of the work overall.”

—Tess Wilkinson-Ryan, a professor at the University of Pennsylvania Carey Law School, on the fear of ‘playing the sucker’ in a recent Author Talks interview

Chart of the day

Chart of average annual investment needs for low-emission assets

See today’s chart

ALSO NEW

— Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:38 - 14 Feb 2023

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by "Sangoma Technologies" <webannounce@sangoma.com> - 05:17 - 14 Feb 2023

How are employees in the Middle East faring—and feeling?

On Point

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

Activate better health

In the news

•

Reflect on relationships. While there’s no easy solution to challenges of physical, mental, social, or spiritual health, the leaders of the world’s longest scientific study on happiness say investing in relationships with other people is the strongest predictor of both happiness and health for people through their lives. Self-reflection can be a powerful tool to help people prioritize spending time with loved ones. One suggestion is to regularly assess relationships by asking what you’re giving and receiving, and what you might wish to change. [The Atlantic]

•

Call your mother. Devoting time to relationships could mean connecting with family (your dad/aunt/grandpa/stepsister told On Point they love you and are proud of you; give them a call). However, Harvard researcher Robert Waldinger also said there are benefits from all relationships, even acquaintances. This “includ[es] the person who makes our coffee for us in the morning, includ[es] the person who delivers our mail. We get little hits of well-being in all these different kinds of relationships,” Waldinger stated. [NPR]

Our latest data finds that when employees rate themselves as happy at work, they often also indicate that they have relationships with colleagues or feel an overall strong sense of purpose.

On McKinsey.com

•

Focus on employee health. In a new survey of 4,000 respondents in four countries (Kuwait, Qatar, Saudi Arabia, and United Arab Emirates), the McKinsey Health Institute (MHI) finds that 66% of the respondents report at least one mental-health challenge at some point in their lives. The good news: less than 20% report a social- or spiritual-health challenge, and the majority report happiness at work. Making the investment to employee health and well-being is a long journey, but it can pay off in productivity, write partner and MHI coleader Mona Hammami and colleagues.

•

Experiencing physical health. Poor physical health affects some respondents’ ability to work, our survey reveals. Overall, an average of about 42% of respondents report experiencing physical pain that prevents them from doing some work-related activities, while almost half of respondents say that the time they dedicate to their jobs curbs the time they have to care for physical health. See specific actions employers can take to improve employee health and well-being in the Gulf region.

Consider health in the Gulf region

— Edited by Elizabeth Newman, executive editor, Chicago

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:20 - 14 Feb 2023

Resilience in crisis: Perspectives from Davos

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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

Last month, leaders in government, business, and civil society convened in Davos, Switzerland at the World Economic Forum Annual Meeting . Every year, delegates from all over the world discuss the most pressing issues of the day and the urgent priorities for the year ahead. In a new video series, McKinsey leaders based in Asia talk about the themes that emerged from Davos this year, addressing topics such as sustainability, economic inclusion, diversity, and the importance of leadership. Tune in to see what Kweilin Ellingrud , Gautam Kumra , Joe Ngai , and Yuito Yamada have to say.

Resilience in crisis: Perspectives from Davos

Delegates from many sectors across the globe gathered at Davos this year to discuss a world affected by unprecedented crises and an uncertain future. What are the key themes that emerged?

Learn more

Quote of the day

“There’s nothing wrong with efficiency, but efficiency can lead to rigidity. We had to take a step back and say, ‘What is the cost of this hyperefficient supply chain if it limits my ability to react quickly, to be more agile?’”

—Karl Siebrecht, cofounder and CEO of Flexe, on how the pandemic affected Flexe and its customers in “Logistics Disruptors: Flexe’s Karl Siebrecht on battling uncertainty with flexible logistics”

Chart of the day

See today’s chart

ALSO NEW

Businesspeople walking in line across world map painted on asphalt

How our interconnected world is changing

What’s the fate of globalization? New research breaks down changes in the global flows that bind us together—and what those changes mean for our collective future.

Grasp the shift

Investing in a net-zero economy: Scaling blended finance

The scale of financing required for the transition to net zero is immense and the current financial gap substantial, making it vital to rapidly increase blended finance.

Stay vital

Logistics low poly wireframe on blue dark background. delivery truck consist of lines, dots and triangle. business worldwide shipping. cargo technology. - stock illustration

A balancing act: How trucking companies can find the optimal spot-contract mix

Road freight carriers and brokers could improve EBIT by 15 to 30 percent by leveraging data for decision making—here’s how.

Learn more

— Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:49 - 13 Feb 2023

The value of human capital: A leader’s guide to developing people

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Investing in people is a good strategy. By improving people’s health, skills, experience, and knowledge—their human capital—countries and organizations stand to benefit. But human capital investments are often uneven , leaving many workers unable to be fully productive and organizations struggling to find employees with the advanced skills needed to adapt to new technologies. Our research shows that the value of human capital represents roughly two-thirds of an individual’s total wealth. But what does investing in human capital do for a company? This week, we explore some perspectives on this question.

AN IDEA

**Focus on people and performance**

When companies invest in employees, the returns are not always quantifiable. Yet some organizations are much more effective than others at turning human capital into a tangible competitive advantage, according to new McKinsey research. The best companies are good at both developing their employees and turning in stellar financial performance. This subset of our respondents—companies that we call People + Performance (P+P) Winners—are more consistent and resilient performers than the rest; they also are better at attracting and retaining talent , an important advantage at a time of severe labor shortages. In addition to being heavily people-focused, P+P Winners emphasize organizational capital—the unique management practices, systems, and culture of each company. “This concept encompasses everything from training programs to workflows, department and team structures, employee communications, norms, culture, and leadership,” note the McKinsey researchers. “When these elements are effective, they can turn a collection of talented individuals into a cohesive team.”

A BIG NUMBER

59%

That’s the percentage of employees who report experiencing at least one mental-health challenge, according to the findings of a McKinsey survey of nearly 15,000 workers across 15 countries. “For leaders, that means that the vast majority of their employees are directly or indirectly affected by mental-health-related challenges,” write McKinsey’s Jacqueline Brassey , Erica Coe , Barbara Jeffery , and their colleagues in their report on the results. They urge employers to create a better workplace through a modern understanding of health that includes eliminating toxic behaviors, creating inclusive work environments, and holding leaders accountable for workforce well-being.

A QUOTE

“Spiritual growth is an odd mandate for business schools preparing graduates to make manna in a secular world.”

Yet that’s precisely what one institution had in mind when it sent students to a monk in a remote village for guidance on ethical dilemmas, according to an article in the Economist. That’s a reflection of today’s shifting expectations for high-ranking executives. “Simply creating shareholder value no longer cuts the mustard,” the article observes. “Running a modern business requires an ever-expanding list of credentials and competencies.” These include spending considerably more time managing people—a shift in focus that is also changing traditional management education. For example, most MBA programs now offer courses on interpersonal skills, and interviewers may screen candidates for emotional traits such as empathy, motivation, and resilience.

A SPOTLIGHT INTERVIEW

Image of people eating food in an office

Remember virtual watercooler meetings and video cocktail hours? To some participants, those pandemic-era corporate rituals may have seemed like “forced fun.” But conducted properly, rituals can be powerful acts that help define company culture, state McKinsey talent leaders Bryan Hancock and Bill Schaninger in a recent episode of the McKinsey Talks Talent podcast. “As a leader, you’ve got to be thoughtful about how a ritual advances togetherness,” says Hancock. Whether you do that through team lunches, meditation breaks, or celebrations of birthdays or promotions, the goal should be to build a sense of purpose and connection at work—including face-to-face interactions. “Let’s remember that the majority of workers are not hybrid ,” Schaninger says. “And those folks desperately need rituals. There’s a huge swath of the workforce that does not feel respected or valued. So I would encourage us to keep thinking about rituals for people who still go to the workplace daily.”

OUT OF IT

The ‘quiet quitting’ trend has set off variations. People are showing their dislike for work in a growing number of ways. In fact, 38 percent of employees globally say that they wouldn’t wish their jobs on their worst enemies . More employees may be experiencing “resenteeism,” which describes workers who hate their jobs but stay in them resentfully for fear of not finding better alternatives. Or they could be displaying “digital presenteeism,” where they feel pressured to show constant online availability to bosses and colleagues to prove that they are working. (In traditional presenteeism, workers make sure to be seen sitting at their desks for the same purpose.) Leaders may want to try “career correction,” whereby employees work with their managers to help find different and potentially more interesting roles within the organization.

Lead by developing human capital.

— Edited by Rama Ramaswami, senior editor, New York

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:29 - 13 Feb 2023

People are still drawn to self-driving cars. Can leaders win the passenger car market?

On Point

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

Advancing autonomous driving

In the news

•

Simpler solutions. After the path to developing fully autonomous vehicles (AVs) has proven difficult and expensive, investors are targeting companies that offer simpler use cases, such as autonomous forklifts that are operated away from pedestrians and at lower speeds. In October through December 2022, venture capitalists funneled $1.4 billion into AV companies, down 47% from the previous year. However, one AV company that develops self-driving trucks for use on private roads received $500 million of that funding. [Reuters]

•

Auto accident accountability. AV makers confront a major challenge: to what extent will they be held liable when their vehicles are involved in a car accident? A new study reveals that even when self-driving cars do not cause the accident, people still tend to hold them responsible. Roughly 2,000 study participants viewed videos of common types of collisions. When participants believed that the not-at-fault car was an AV, they were likelier to blame the AV maker at least partly for the crash and to say they would sue the company. [WSJ]

About a quarter of respondents to a McKinsey 2021 survey said they were very likely to choose an advanced autonomous-driving feature when purchasing their next vehicle.

On McKinsey.com

•

Driving value. The dream of seeing fleets of driverless cars efficiently delivering people to their destinations has captured consumers’ imaginations and fueled billions of dollars in investment in recent years. Even after some setbacks, autonomous driving (AD) could create massive value for the auto industry, explain McKinsey senior partner Ruth Heuss and colleagues. Advanced driver-assistance systems (ADAS) and AD could generate between $300 billion and $400 billion in the passenger car market by 2035, McKinsey analysis finds.

•

Cautious consumers. Although consumers continue to be interested in AD, they are also adopting more cautious and realistic attitudes toward self-driving cars, shows McKinsey's 2021 autonomous driving, connectivity, electrification, and shared mobility (ACES) survey, which polled more than 25,000 consumers about their mobility preferences. For instance, trust in the safety of AVs decreased by five percentage points between 2020 and 2021. See our new report on autonomous driving, including three scenarios for sales in 2030 and 2035.

Get up to speed on AD

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:10 - 13 Feb 2023

The week in charts

The Week in Charts

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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—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored investments in robotics and automation, in-car entertainment, corporate longevity, the working preferences of tech workers in the US, and Vietnam’s potential to generate renewable energy.

FEATURED CHART

Hi, robot

Chart showing the likelihood of automation adoption by task

This week’s other select charts

Infotainment superhighway

Volatility is the new norm

Flex, please

Vietnam’s potential for renewables

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:39 - 11 Feb 2023

¿Hacia dónde va el mundo a partir de ahora?

Harmony Internal - McKinsey

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Destacados mensuales, febrero de 2023

El primer mes del nuevo año está ya en el retrovisor y no hemos tenido el comienzo fresco que esperábamos. Entre la tensión geopolítica, el cambio climático y la incertidumbre macroeconómica —temas centrales en la reunión anual del Foro Económico Mundial en Davos—, el entorno empresarial sigue siendo turbulento en 2023. ¿Hacia dónde se dirige el mundo a partir de ahora? Nuestras dos historias destacadas de este mes pretenden aportar algo de claridad. En un nuevo artículo, los socios sénior Michael Birshan, Homayoun Hatami, Ida Kristensen, entre otros coautores, ofrecen escenarios potenciales para ayudar a los líderes empresariales a establecer sus principales prioridades y prosperar en un mundo 3 × 3 en el que las incertidumbres se multiplican. Otros temas destacados en la edición de este mes son los siguientes:

•

Por qué ahora es el momento de elegir una nueva cartera de innovación

•

Cómo los líderes pueden aprovechar al máximo la tecnología

•

Dónde la IA y las herramientas de análisis avanzado pueden aportar un valor enorme

•

Cómo las tecnologías seleccionadas pueden ayudar a expandir y diversificar las fuentes de ingresos en el sector de la movilidad

La selección de nuestros editores

Illustration of a businessman balancing on a tightrope tied between two peaks of a graph

2023, un año de prueba: ¿Se ampliará o reducirá el rango de los macroescenarios?

Las estrategias ganadoras comienzan con una visión clara de la inflación, los mercados laborales y las implicaciones de los futuros escenarios económicos.

Establezca sus prioridades

LOS DESTACADOS DE ESTE MES

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Innovación: Su solución para superar la incertidumbre

Cuando los tiempos se ponen difíciles, los más resistentes se vuelven innovadores y crean caminos hacia el crecimiento futuro.
Haga evolucionar las necesidades de su empresa

Stock photo of the number 2023, with the 0 represented as a lightbulb

Propósitos de año nuevo para la tecnología en 2023

Los líderes de McKinsey Technology ofrecen sus perspectivas sobre cómo los líderes empresariales pueden aprovechar al máximo la tecnología este año.
Lidere en tecnología

La inteligencia artificial en la estrategia

Las herramientas de IA pueden ayudar a los ejecutivos a evitar sesgos en las decisiones, extraer información de océanos de datos y tomar decisiones estratégicas más rápidamente. Y eso es solo el comienzo.
Sintonícese

El metaverso: Impulsar el valor en el sector de la movilidad

Aunque todavía faltan años para crear un metaverso totalmente inmersivo e interconectado, las partes interesadas en la movilidad ya pueden capturar el valor comercial real de las tecnologías diseñadas para hacerlo posible.
Cause impacto

El nuevo modelo operativo de RRHH

En entrevistas con McKinsey, más de 100 directores de recursos humanos y líderes de personas revelan cómo el modelo operativo de recursos humanos está cambiando para generar valor en un entorno empresarial volátil.
Ponga a la gente primero

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Cerrar la brecha digital en la América negra

Cinco pasos podrían ayudar a llevar la banda ancha y la equidad digital a todos los hogares negros los Estados Unidos —urbanos y rurales—, mientras se impulsan los esfuerzos para crear una economía más inclusiva.
Cerrar la brecha

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

How ambidextrous leaders manage through volatile times

Why Davos matters more than ever

Five Fifty: Employee well-being: The holistic way

Developing dual awareness

Sporting Goods 2023: The need for resilience in a world in disarray

What is Davos?

What to expect in US healthcare in 2023 and beyond

Cooking up extraordinary growth for restaurants during a downturn

The China imperative for multinational companies

Battery 2030: Resilient, sustainable, and circular

Asia’s top CEOs embrace change with boldness and resilience

Toward a more orderly US energy transition: Six key action areas

COVID-19 learning delay and recovery: Where do US states stand

Special features

McKinsey and the World Economic Forum 2023

As a strategic partner to the World Economic Forum, McKinsey engaged with Davos 2023 participants to identify impact-oriented solutions that can help contribute to a better world.
Explore the key themes

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McKinsey Explainers

Find direct answers to complex questions, backed by McKinsey’s expert insights.
Learn more

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McKinsey on Books

Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by NPD.
See the list

Charting the Path to the Next Normal

Our daily chart helps explain a changing world—as we strive for sustainable, inclusive growth.
Dive in

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McKinsey Classics

Get the logic and the math right for a successful customer experience transformation program with “Linking the customer experience to value.”
Rewind

The Daily Read

Our must-read insights of the day, delivered to your inbox Monday through Friday—read a sample and sign up for it or any of our 40+ free email subscriptions.
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— Edited by Eleni Kostopoulos, managing editor, New York

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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:20 - 11 Feb 2023

Global flows, China’s meat market, US semiconductor fabs, and more: The Daily Read weekender

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CURATED PICKS FOR YOUR DOWNTIME, FROM 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 weekend is here and it’s time to unwind by diving into this week’s essential insights on globalization and our interconnected world, China’s growing meat market, building US semiconductor fabs, and more.

Overheard image of a line of people walking on a map of the world

In a new episode of The McKinsey Podcast, McKinsey Global Institute’s Olivia White talks about the fate of globalization and the forces that drive global integration.

Grasp the shift

Image of chopsticks being used to pick up meat

McKinsey senior partners Sheng Hong, Roberto Uchoa de Paula, and their coauthors discuss the meat purchasing and eating habits of Chinese consumers and the five trends executives should understand.

Consider your strategy

Image of a woman holding a tablet and a man with a checklist, both wearing different color-coded work jackets standing in a control room

McKinsey senior partner Bill Wiseman and his coauthors explore strategies to help accelerate progress for building semiconductor fabs in the United States.

Increase collaboration

Our weekly briefing note on sustainable and inclusive growth explores whether products that make claims related to environmental, social, and governance (ESG) sell better than products that don’t, actions that could help close the Black tech talent gap, and more.

Get updated

QUOTE OF THE DAY

“We examine the period from the first time we engage with a candidate to the time we decide to hire. We analyze the funnel: when we first engage them, where they are during each step, and when we hire them. That way, we can tweak the funnel to eliminate any roadblocks and modify or optimize each step.”

—Tirayu Songvetkasem, head of Maknet and chief digital officer of Siam Makro, on Maknet’s funnel-based approach to attracting talent in a recent episode of The Venture podcast

chart of the day

Map of Vietnam's potential for wind and solar power

See today’s chart

Ready to unwind?

What is an EV?

EVs are vehicles powered by electricity and an electric motor rather than a conventional gasoline-fueled internal-combustion engine.

Understand the developments

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Data Points: Your weekly quiz

How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out.

Take the quiz

Author Talks: Think you’re foolproof? It could be hurting your decision-making

Penn’s Tess Wilkinson-Ryan explains how to quell hypervigilance about “playing the fool” for a more cooperative society.

Be explicit

— Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:27 - 10 Feb 2023

How our interconnected world is changing

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How our interconnected world is changing

What’s the fate of globalization? New research breaks down changes in the global flows that bind us together—and what those changes mean for our collective future.

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Global flows: The ties that bind in an interconnected world

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by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 12:15 - 10 Feb 2023

You're invited 🎙 Webinar: Mass-quitting in 2023 - How to be an outlier company

Hi MD 👋 you are exclusively invited to join us to our upcoming webinar..

Webinar: Mass-quitting in 2023 - How to be an outlier company

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Join this special online event from some of Remote's foremost experts on global employment. In this hour-long talk with a live Q&A, you will learn everything you need to know about why employees are leaving; signs to recognize resignations before they start; and how to make your company one they'll never want to leave.

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Employment markets continue to experience massive upheaval. Is your business prepared to break the trend and retain your best employees in 2023 and beyond?

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by "Remote" <hello@remote-comms.com> - 07:00 - 10 Feb 2023

Harness the power of generative AI

The Shortlist

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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

Hello, Shortlist readers! We’re back with another edition in our new format. We know it’s hard to sort through all the information out there to find the articles and reports that spark new ideas. 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. We hope you enjoy them.

— Liz and Homayoun

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What’s new

There’s more to generative AI than pictures of puppies underwater. DALL-E, ChatGPT, and other new products have set the world on fire, triggering starry-eyed visions of the future (and much hand-wringing among content professionals). Many people have a basic question: what the heck is generative AI ? But some execs are looking beyond the basics to the potential business uses for generative-AI models—from marketing to IT to risk and legal.

For more details—and the risks to watch out for—read Generative AI is here: How tools like ChatGPT could change your business by Michael Chui , Roger Roberts , and Lareina Yee .

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What’s now

Remember ‘software is eating the world’? Guess what: the world is biting back. Software companies have had a lock on the market for years. Now companies in every sector are embedding a software mindset at the core: they’re turning themselves into coders and developers, building new businesses, and spinning off proprietary software assets. It’s an exciting new matchup: Main Street versus Silicon Valley.

To get the download, read Every company is a software company: Six ‘must dos’ to succeed by Chandra Gnanasambandam , Janaki Palaniappan, and Jeremy Schneider .

What’s next

The future is here; it’s just unevenly distributed. The metaverse is popping up everywhere. By 2030, we estimate the metaverse could generate up to $5 trillion in value. Risk, you say? Sure, there are risks—but the biggest one is missing the boat. Proponents see the metaverse not as a fad but as the next iteration of the internet. We outlined a path for cautiously optimistic CEOs to follow into the future.

Update your avatar, and read A CEO’s guide to the metaverse by Homayoun Hatami , Eric Hazan , Hamza Khan , and Kim Rants.

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What’s needed

When will the workplace go back to normal? Executives are clamoring for answers. But according to McKinsey senior partner Katy George, “if by normal, they mean ‘2019,’ the short answer is ‘never.’ And that might be a good thing.” The worker–employer contract is changing—fundamentally and permanently—and both sides are benefiting. People don’t want to do boring or pointless tasks; they want work that is meaningful, exciting, and personally sustainable. When employers deliver the goods, they get high-performance results. To get to the next level in the new normal, companies should adopt six changes. Which have you taken up?

Harvard Business Review shares the findings in Competing in the new talent market by Katy George .

We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.

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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:38 - 10 Feb 2023

Investors have an opportunity to lift up Black communities. Our road map reveals how.

On Point

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

Boosting Black-owned businesses

In the news

•

Flagging investment. Black entrepreneurs often have a tough time finding investors to back their companies. Roughly 2% of overall venture capital funding typically goes to Black-led enterprises, according to a US-based company that provides information about businesses. Black women founders receive even fewer VC dollars, attracting just 1% of funding. The racial-justice movement prompted a wave of investments to Black business founders in 2021, but much of that support fizzled out by late 2022, data reveals. [CNBC]

•

Black American net worth. US Black families are making progress on closing the racial wealth gap, but they still have a long way to go before reaching parity with other groups. The net worth for Black American households increased by an average of 32% from late 2019 to the third quarter of 2022, according to a US financial-services company. But even with these recent gains, Black US families lag behind their non-Black peers in terms of actual dollars. Each Black household is worth roughly $340,000 on average, compared to $1.1 million for others. [Bloomberg]

To date, US investors have committed more than $350 billion to promote inclusion and economic mobility for Black Americans.

On McKinsey.com

•

Interest in impact investing. A recent McKinsey survey on ESG and impact investing has found that the majority of investors now consider ESG factors as part of their investment and portfolio management decisions, notes McKinsey senior partner Shelley Stewart III and coauthors. The groundswell of interest in ESG and impact investing dovetails with the elevation of Black economic mobility as a prominent issue. Economic mobility—and, by extension, the experiences of Black Americans—is a critical component of the S in ESG.

•

Elevating Black communities. In response to 2020’s racial reckoning and the COVID-19 pandemic, private-capital investors have begun prioritizing opportunities to promote economic mobility for Black Americans. To better understand how investors can support Black economic mobility, we analyzed data on existing racial disparities that affect Black people and explored potential investment opportunities to address them. See eight socioeconomic pillars that can support the growth of Black-owned businesses.

Understand the investment landscape

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:52 - 10 Feb 2023

How carve-outs can unleash value

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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

What’s the most value-creating support structure for each business in a larger company’s portfolio? Too often, the default assumption is “mini me.” But the ideal model is typically not the familiar one. In a new McKinsey Quarterly article, McKinsey partner Anna Mattsson and her coauthors state that “separations present an unrivaled opportunity for both transacting and transforming—by anchoring in the question ‘what is most value creating?’” Give it a read and understand the benefits of building the right support structure that is unique to the specific needs of the newly divested businesses and the five steps that will help get you there.

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The power of goodbye: How carve-outs can unleash value

Separations can be a once-in-a-lifetime opportunity to create value for the remaining and separated companies. The secret? Get granular about support costs and personal about talent.

Reap the rewards

Quote of the day

“Increasing Black representation in technology jobs isn’t just about bridging wage gaps. It means improving the lives of those who are regularly othered, diminished, and discounted in workplaces where they may be the only Black person.”

—Understand the importance of developing inclusive technologies and bridging the wage gap in “How to close the Black tech talent gap”

Chart of the day

Chart detailing that the key use cases for automation in industrial companies include material handling, palletization, and sorting

See today’s chart

ALSO NEW

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A guide to impact investing in Black economic mobility

Eight socioeconomic pillars can support the growth of Black-owned businesses and increase opportunities for Black communities.

Download the full report

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Five ways biopharma companies can navigate the deal landscape

The biopharma investment landscape is changing. Companies that grasp recent macro trends in dealmaking and how they affect deal success could position themselves well for attractive opportunities.

Read more

Introducing the Australian Consumer Loyalty Survey

Consumer-facing organizations in Australia can overcome declining consumer sentiment by investing in their loyalty programs.

Focus on the customer

— Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:37 - 9 Feb 2023

New for 2023, discover the opinionated guide to API management

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by "Budhaditya Bhattacharya" <budha.b@tyk.io> - 11:00 - 9 Feb 2023

Why great health may be within reach

On Point

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 secret to great health

In the news

•

Hack your goals. Just over a month into 2023, many people may already be struggling to maintain their New Year’s resolutions. Some ideas to help keep them going include making a list of activities that bring you joy, setting a goal, homing in on small wins, adding a new habit to a current one that you enjoy doing, turning to people for support, and bringing along a friend to encourage you. In addition, one US resident, at the age of 66, set a goal of learning to play the piano. Her advice: don’t be afraid to try something new. [WaPo]

•

Minding mental health. Taking better care of your health also means taking care of your mental health. This includes watching for burnout and its physical symptoms, understanding how burnout is different from depression, finding an enjoyable workout, and spending more time outdoors. An additional tip is to find ways to use anxiety in your favor. As an example, feeling anxious might be a sign that there’s a problem in your life and that something needs to change. Through facing one’s fears, embracing anxiety might also encourage personal growth. [NYT]

Most drivers of health sit outside conventional healthcare systems and are modifiable.

On McKinsey.com

•

Greater control over great health. As McKinsey Health Institute coleader Lars Hartenstein and his coauthor ask in a recent article: “If changing an aspect of your life within your control decreased the odds of acquiring dementia by 25%, would you want to know about it?” Currently, more than 90% of all healthcare expenditures are spent on treating physical disease or physical symptoms. Meanwhile, less than 5% of modifiable drivers of health are defined consistently or at all, captured systematically, and made broadly available as data.

•

Look closer. McKinsey has identified 23 drivers of health—with many of them sitting outside of conventional healthcare systems. Among the arguments that McKinsey research supports are that mental, social, and spiritual health are as important as physical health and are deeply interconnected; that health is mostly about the ability to function, and not just death and disease; and that people are more than patients, deserving to be empowered with greater health literacy. Learn about the drivers of health, and break out of the healthcare matrix.

Explore our health research

— Edited by Katherine Tam, editor, New York

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:21 - 9 Feb 2023

Consumers care about sustainability—and back it up with their wallets

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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

Do consumers really care about buying environmentally and ethically sustainable products? Turns out, the answer is yes. According to a joint study by McKinsey and NielsenIQ, there is a clear link between environmental, social, and governance (ESG)-related claims and consumer spending. Products that claimed to be environmentally and socially responsible averaged 28 percent cumulative growth over the past five years, compared to 20 percent for products that made no such claims. For more on how to develop a consumer-centric ESG strategy that could benefit your company’s financial performance as well as the planet, check out this new article by McKinsey partner Jordan Bar Am , senior partner Steve Noble , and their coauthors.

Green cover and blue waters in the shape of a bottle

Consumers care about sustainability—and back it up with their wallets

A joint study from McKinsey and NielsenIQ examines sales growth for products that claim to be environmentally and socially responsible.

Embrace it

Quote of the day

“If you look at 20- to 29-year-olds, they have a very strong preference for having at least two, three days a week on site. Strategically, as a company, if you want to hire people like my students from Stanford, it’s not that appealing being fully remote.”

—Nicholas Bloom, Professor of Economics at Stanford University, on the downside of fully remote work in a recent episode of the Forward Thinking podcast

Chart of the day

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ALSO NEW

Car Factory: Team of Automotive Engineers Working, Using Computers to Design Advanced 3D Models for High-Tech Engines. Automated Robot Arm Industrial Assembly Line Manufacturing Electric Vehicles - stock photo

Indirect manufacturing costs: An overlooked source for clear savings

Indirect operations functions make up a significant share of total operations—and optimizing them can deliver sizeable bottom-line impact.

Find hidden savings

Focusing on developer experience and embedded security for cloud

Asurion’s CIO explains how the company’s timely decision to go cloud-first allows the company to move fast, drive value, and stay competitive.

Move quickly on cloud

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European Transformation Summit: Fresh leadership perspectives

European transformation leaders share fresh perspectives based on their real-world experiences. A unifying principle to drive change and a structured approach to execute and sustain it can boost success.

Continue the journey

— Edited by Katherine Tam, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:15 - 8 Feb 2023

What do finance chiefs view as the top risks to company growth?

On Point

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

Crunching the numbers

In the news

•

Zero-based budgeting. CFOs began turning to zero-based budgeting in the early days of the COVID-19 pandemic. This accounting method is one that finance leaders are considering to reduce expenses in a world of rising costs. The approach requires finance executives to interrogate and explain every line item in a new budget period. Traditional budgeting techniques rely on modifying the previous year’s spending. Finance leaders in sectors ranging from consumer goods to automotive industries are adopting the practice. [WSJ]

•

Out the door. At the end of 2022, more CFOs were stepping down from their jobs, according to a US-based executive-search firm. This may be because CFOs come under closer scrutiny as businesses evaluate their year-end performance or because the CFOs who led during boom times may not be equipped with the skills necessary to tackle a recession. Plus, for the first time in three years, the share of CFOs who are retiring is increasing. [Fortune]

Forty-six percent of CFOs say rising interest rates pose the biggest potential risk to their companies’ growth over the next 12 months.

On McKinsey.com

•

CFO check-in. CFOs appear to be spending less time on long-term strategic goals, such as building capabilities and pursuing organizational growth, as they focus on tackling macroeconomic headwinds that are challenging the bottom line, according to the findings of the first McKinsey CFO Pulse survey, developed by McKinsey partner Ankur Agrawal and coauthors. For CFOs, the biggest risks to future growth include rising interest rates and inflation, our survey reveals.

•

The price is right. Financial leaders are increasingly interested in making sure products and services are priced properly, spending more of their time focused on this priority than on areas like M&A, according to the survey. Looking ahead, CFOs ranked financial risk management, long-term planning and resource allocation, and cash management and capital structure as their top priorities in the next 12 months. See the full survey results for how finance leaders are thinking about and setting priorities.

Discover CFO priorities

— Edited by Alexandra Mondalek, editor, New York

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:31 - 8 Feb 2023

Author Talks: How to stay healthy no matter what

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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

What does health mean now? In the past, we’ve thought of health as simply the absence of disease. But for father-daughter duo Alex Jadad and Tamen Jadad-Garcia, that’s an outdated definition. For them, a doctor and healthcare entrepreneur, health is instead the ability to adapt to inevitable physical, psychological, and social challenges we face throughout our lives. “Without adaptability,” says Dr. Jadad in a new McKinsey Author Talks, “it’s not possible to feel healthy.” To learn more about why adaptability is key to good health no matter what—and why the doctor prescribes having plants in your house—check out the interview.

Image of Tamen Jadad-Garcia and Alex Jadad

Author Talks: How to stay healthy no matter what

A father–daughter duo of health experts redefines what it means to be healthy—and it has a lot to do with where you spend your time.

Embrace health

Quote of the day

“Having developers who understand how that business works, who can go in and analyze the data coming out of their systems and put in new capabilities or fixes, just pays for itself tenfold.”

—Casey Santos, the CIO of Asurion, on hiring good developers in “Focusing on developer experience and embedded security for cloud”

Chart of the day

Chart detailing corporate longevity is declining: The share of top 500 global companies has fallen and accelerated amid disruption.

See today’s chart

ALSO NEW

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Disrupting Thailand’s B2B food marketplace: A conversation with Maknet’s Tirayu Songvetkasem

The chief digital officer of a Thai incumbent catering to the food services sector explains how the company’s B2B spin-off combines the best of the start-up and enterprise worlds.

Listen to the episode

Fueling the Hungarian start-up ecosystem

Cooperation among all stakeholders would help the country create a start-up culture that could generate some 30,000 high-value-adding jobs and up to €1.3 billion in additional direct local spending.

Be strategic

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Why the economics of electrification make this decarbonization transition different

The economics of decarbonizing fleets are demonstrably viable. Now commercial transport operators need to identify the best way to capture value.

Deliver real benefits

— Edited by Stephanie d’Arc Taylor, editor, Southern California

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:09 - 7 Feb 2023

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