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• Are you still with us? - GPS Tracking Platform by Uffizio

  Hello Mr.Abul,

  
  This is Rakhi from Uffizio.

  
  I hope you are in good health.
  
  It’s been quite a long time since we didn't get in touch, so I wanted to kindly remind you about us: Uffizio is a telematics solution provider with almost two decades of experience in the market. We build products for GPS monitoring and one of the most flexible and easy-to-use fleet management software – Trakzee is used in various spheres and is trusted by 500+ partners worldwide.
  
  To know more about Uffizio platform and features of our advanced fleet management software, click on the link,
  
  Trakzee - Fleet Management Software - Features
  
  Uffizio Platform - Highlights
  
  Each day we are developing and innovating our platform to make the telematics space grow and have user-friendly access for all our users. We have a plethora of products that aid every industry use-cases.
  
  Do you want to know more? Let's jump on a quick call to explore mutually beneficial opportunities. Please find the Calendly link and feel free to book time: https://calendly.com/uffizio-official/uffizio-software-demo-call
  
  I would love to hear from you!

  
  Thanks & Regards,

  Regards,

  
  

  Rakhi Jaiswal Inside Sales +917283856363 www.uffizio.com

  

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  by "Rakhi Jaiswal" <rakhi.jaiswal@uffizio.com> - 02:18 - 8 Aug 2022

  1 replies 1 replies

  • Re: Are you still with us? - GPS Tracking Platform by Uffizio

    Hello Abul,

    
    

    I wanted to make sure you got my last email. 

    How does your schedule look for us to get you back on the calendar to discuss how Uffizio can help your team? 

    
    

    I look forward to hearing from you. So let’s plan some time to sync. 

    Does anytime this week work?

    
    

    This is one conversation you don’t want to miss.

    
    

    Thank you.

    
    

    Regards,

    
    

    Rakhi Jaiswal Inside Sales +917283856363 www.uffizio.com

    
    

    
    

    On Mon, Aug 8, 2022 at 11:48 AM Rakhi Jaiswal <rakhi.jaiswal@uffizio.com> wrote:
    

    Hello Mr.Abul,

    
    This is Rakhi from Uffizio.

    
    I hope you are in good health.
    
    It’s been quite a long time since we didn't get in touch, so I wanted to kindly remind you about us: Uffizio is a telematics solution provider with almost two decades of experience in the market. We build products for GPS monitoring and one of the most flexible and easy-to-use fleet management software – Trakzee is used in various spheres and is trusted by 500+ partners worldwide.
    
    To know more about Uffizio platform and features of our advanced fleet management software, click on the link,
    
    Trakzee - Fleet Management Software - Features
    
    Uffizio Platform - Highlights
    
    Each day we are developing and innovating our platform to make the telematics space grow and have user-friendly access for all our users. We have a plethora of products that aid every industry use-cases.
    
    Do you want to know more? Let's jump on a quick call to explore mutually beneficial opportunities. Please find the Calendly link and feel free to book time: https://calendly.com/uffizio-official/uffizio-software-demo-call
    
    I would love to hear from you!

    
    Thanks & Regards,

    Regards,

    
    

    Rakhi Jaiswal Inside Sales +917283856363 www.uffizio.com

    

    ---

    by "Rakhi Jaiswal" <rakhi.jaiswal@uffizio.com> - 12:50 - 9 Aug 2022

• A leader’s guide to postpandemic innovation strategies

  Harmony Internal - McKinsey

  Creative thinking ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Rama Ramaswami   Senior Editor, New York It is the best of times and the worst of times for innovation. You’d think that remote work would stifle creative collaboration, but quite the opposite is true—thanks to virtual networks and bold adoption of technology, organizations have innovated and digitized at record speed, in some cases accelerating the creation of digital offerings by a stunning seven to ten years. At the same time, many leaders are preoccupied with the immediate fallout of the pandemic and are not confident that they have the resources and commitment to innovate for the long term. But it’s possible to combine speed and stability to create new approaches to innovation. This week, let’s explore some strategies that work even in uncertain environments. AN IDEA Find your focus and pursue it Innovation isn’t about playing it safe, but many companies have been doing just that since the COVID-19 crisis began. McKinsey research shows that organizations are deprioritizing innovation in favor of shoring up their core business, sticking with known opportunities, and waiting until “there is more clarity.” But they may be losing out on unconventional ways to grow. The pandemic set in motion far-reaching disruptions such as radical shifts in consumer behavior, changes to sales models, and the advent of unexpected competitors. For example, medical-device manufacturers suddenly had to contend with home appliance makers that began to produce ventilators. Such shifts represent major long-term opportunities for organizations, and savvy leaders know that historically, companies that invest in innovation during a crisis outperform their peers during the recovery. Not sure how to jumpstart your innovation plan? This framework may help. A BIG NUMBER 8 That’s the number of practices that contribute to high performance in innovation. In a multiyear, global study of organizations conducted in 2012, McKinsey found that high performers in product, process, or business-model innovation had eight attributes and behaviors in common—and managed them better than their peers would have. For example, most companies have high aspirations, but high-performing innovators combine aspirations with meeting quantitative financial-growth objectives. And most companies want to discover new things, but the best innovators collect and synthesize insights to identify problems and potential solutions. Follow-up research that we conducted in 2019 shows that mastering five or more of the eight innovation essentials correlates with strong financial results. A QUOTE “Sometimes I want to shake people and say, ‘Wait a minute, the world is a different place.’” That’s Jack Welch, the legendary CEO of GE, in an interview with the New York Times in 1985. Underlying Welch’s sweeping—and controversial—transformation of GE over several decades was a clear recognition that organizations must anticipate and keep pace with change—or be overwhelmed by it. “Change before you have to,” is a familiar Welch maxim. But even successful, well-managed companies can be blindsided by change and fail to make the strategic and cultural innovations needed to cope with it; in this Wall Street Journal article, a research scientist and former innovation leader at IBM explains why. A SPOTLIGHT INTERVIEW Innovation doesn’t have to be flashy to have a significant impact. Engineering and construction management company Bechtel focuses on innovation in everyday activities such as training, teamwork, and technology adoption to achieve its net-zero targets, according to Shaun Kenny, Bechtel’s global infrastructure leader. In this discussion with McKinsey’s Tony Hansen, Kenny describes how his company innovates to meet energy transition challenges. “For our industry, the key questions are ‘what’ and ‘how’—that is, ‘What types of major projects are being delivered and developed?’ and ‘How will we deliver them?’” he says. Innovations in various focus areas help address those questions: for example, improving cycle time for installations increases productivity, and mobile workstations and base camps in the field enable professionals to visualize what they are building. “Sustainability is about bringing innovation to the ways we work today to enable the needs of future generations,” Kenny says. INSIDE JOB If you want to innovate fast but without too much risk, “intrapreneurship”—acting as an entrepreneur within an established company—may be just the thing for you. Most large corporations have unused ideas that enterprising employees can turn into an innovation, which may even result in a new business or subsidiary for the company. A “skunk works” project is a variant of this. Derived from a secret program to develop a spy plane, the term now refers to any unit within an organization that works on confidential or advanced projects, with little or no interference from the parent company. The advantage of these models is that even if your venture fails, you have a safety net. Lead innovatively. 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 Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:10 - 8 Aug 2022

• Most popular recent issues—and a brief pause

  Harmony Internal - McKinsey

  On Point is taking a break ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Thanks for your continued interest in On Point, and we hope you find it helpful in connecting the daily news to your business. On Point will be taking a break for the next two weeks, but we’ll see you back in your inbox on August 22. In the meantime, you can always browse through past issues here, and below are three of our favorite recent issues featuring some of our most-read articles. Take a look in case you missed them the first time around. And if you have friends or colleagues you think might enjoy On Point when it’s back, we hope you’ll consider forwarding this email or sharing it on LinkedIn, Twitter, or Facebook. If they want to get future issues in their inbox—or to see our 40+ other free email products—they can sign up at mckinsey.com/subscriptions. (You might want to check it out, too, to revisit your subscriptions or find out about new publications.) How is the war in Ukraine changing the world? See the effects in 12 charts. How to handle the jerk at work Do you know your work persona? Why that should matter more than ever to employers. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:01 - 7 Aug 2022

• The week in charts

  The Week in Charts

  Generational perceptions of the metaverse, work experience, 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 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 generational perceptions of the metaverse, work experience, Europeans shifting to discount retailers, mental health and burnout, and why nurses are considering changing positions. FEATURED CHART Let’s meet in the metaverse See more This week’s other select charts Should I stay or should I go?  A worker’s worth Affordability is top of mind The burnout continues 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007 This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:10 - 6 Aug 2022

• Employees are still quitting; here’s how employers should respond

  McKinsey&Company

  Plus, inflation is flipping the economic script ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, August 2022 Much has changed in the business world since the onset of the COVID-19 pandemic, but one trend has persisted: people keep quitting their jobs. Of workers McKinsey recently surveyed, 40 percent say they’re thinking about leaving their positions in the next three to six months—but companies are still relying on traditional levers to attract and retain talent. This month, our featured stories look at the five crucial employee personas that companies must understand to solve the attrition and attraction problem for the longer term, as well as the value of internal mobility among workers. Other highlights in this month’s issue include the following topics: the strategic implications of inflation how US companies can survive a downturn how to support individuals who want to help solve society’s most complex challenges when it comes to office space, what workers want, what employers need, and how workplaces will need to change Editor’s choice The Great Attrition is making hiring harder. Are you searching the right talent pools? People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs. Reassess now   Learning and earning: The bold moves that change careers McKinsey’s report on human capital highlights the importance of internal mobility in organizations. Here’s how to encourage your employees to try more new things. Enhance knowledge   THIS MONTH’S HIGHLIGHTS How inflation is flipping the economic script, in seven charts The troubling trend is spilling over into every corner of the global economy, with dramatic effects. McKinsey Global Publishing looks at the latest data. Get ready Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle Leaders can both shore up defenses and prepare for growth—if they heed the call for transformational change. Make bold moves How can individuals use their influence for positive change? Collaborative action across multiple sectors could help solve society’s most complex challenges. Download the full report Choosing to grow: The leader’s blueprint Driving sustainable, inclusive growth requires the right mindset, strategy, and capabilities. Here are some steps that could help foster successful growth. Double down on growth investments The office of the future: A whole new (floor) plan Revisiting your talent strategy for a hybrid world? Think hard about the purpose and design of your office space. Embrace change Spotting green business opportunities in a surging net-zero world Explore how 8 industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way. Be bold ALSO NEW Voices of CEO excellence: Morgan Stanley’s James Gorman In sickness and in health: How health is perceived around the world Five trends shaping tomorrow’s luxury-car market Author Talks: Quiet! Forward Thinking on people, places, and the revenge of places that don’t matter with Andrés Rodríguez-Pose How can CFOs rebrand themselves as innovation allies? European consumers increasingly react to the stress of rising prices Charting the global energy landscape to 2050: Sustainable fuels Five Fifty: Travel takes off Cloud in China: The outlook for 2025 Five ways to increase your board’s longterm impact Your questions about automation, answered Black beauty brands and consumers: Where do we go from here? SPECIAL FEATURES Space junk—it’s out of this world Find your flight suit and buckle up for a closer look at the future of space with the latest edition of McKinsey for Kids. Shoot for the stars Author Talks Discover our latest interviews with authors of books on business and beyond. Smarten up My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch the latest episode The McKinsey Crossword Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Play on McKinsey Classics Of the practices that influence an organization’s productivity, talent management is often the one most in need of improvement. Read our 2011 classic “How the best labs manage talent.” Rewind Mind the Gap Read a sample of our Mind the Gap newsletter, and sign up for it or any of our 40+ free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

                                                             

  

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:34 - 6 Aug 2022

• Americans' views on economic well-being, global mental health, and more essential reads: The Daily Read weekender

  Harmony Internal - McKinsey

  Highlights for your downtime ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York We’ve made it to the weekend and it’s time to get caught up on this week’s big reads. From the adoption of cloud in the financial-services sector to mental health around the world, here are some of the key insights from this week. Psychiatrist and Harvard professor Shekhar Saxena talks to McKinsey Health Institute's Kana Enomoto about why mental health is a borderless, global issue. Understand the connections Explore how Americans feel about employment, inflation, childcare, and physical and mental health with host André Dua in a new episode of McKinsey’s Future of America podcast. Explore the key findings See how financial institutions can capture the business value of cloud. Shift your strategy Our weekly briefing note on sustainable and inclusive growth takes a look at the challenge of creating growth that leaves no one behind including frontline workers, urban vs. rural America, and the perils of the “mini-me” mindset in apprenticeship. Get the latest update Quote of the day “Before, climate change was about doing the right thing. Now it’s just good business, whether you’re thinking about share valuation or moving your business toward building a new, green infrastructure.” —Ram Ramachander, CEO of Hitachi ZeroCarbon and chief digital officer of Hitachi Europe, on building net-zero businesses in Launching net-zero businesses: Lessons from a digital leader Chart of the day See today’s chart ready to unwind? Developing pharmaceutical launch leaders and company-wide capabilities at scale By building certain functional and leadership skills, pharma companies can not only improve the odds of a successful launch but also strengthen their organizations for the future. Tailor with care   Rules of the road: Equitably serving Black automotive consumers Black consumers’ automotive spending is projected to grow, and companies have opportunities to create more equitable experiences. Drive equitable service  57-Across: 1992 picture book by Audrey Wood in which the title character “went to town, walking backwards, upside down” Know the answer? Test yourself with the latest McKinsey Crossword, "Wise" Titles | No. 87. Get wise  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 Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 06:52 - 5 Aug 2022

• We’ll see you August 19

  Harmony Internal - McKinsey

  The Shortlist is taking a break ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Thanks for your ongoing interest in The Shortlist and for helping make it one of our longest-running and most popular longform newsletters. The Shortlist will be taking a two-week break, but we’ll be back in your inbox on August 19 to continue delivering our weekly sampling of need-to-know McKinsey insights. In the meantime, you can always browse through past issues here, and below are three of our favorite recent issues featuring some of our most-read articles. Take a look in case you missed them the first time around. And if you have friends or colleagues you think might enjoy The Shortlist when it’s back, we hope you’ll consider forwarding this email or sharing it on LinkedIn, Twitter, or Facebook. If they want to get future issues in their inbox—or to see our 40+ other free email products—they can sign up at mckinsey.com/subscriptions. (You might want to check it out, too, to revisit your subscriptions or find out about new publications.) Too many meetings, too few decisions: How “being busy” gets in the way The quitting trend just won’t quit. It’s time for companies to update their talent strategy. What can CEOs do to tackle inflation? A lot, actually. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:53 - 5 Aug 2022

• Air travel is back—but can airlines win over consumers before the ‘honeymoon phase’ ends?

  On Point

  Four key areas to reboot travel ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Kanika Punwani   Senior Copy Editor, Southern California Travel takes off The news • Path to profitability. As travelers take to the skies, global airlines are expecting to post a much lower loss in 2022 than was estimated in 2021: $9.7 billion instead of the forecasted $42.1 billion, with profitability possible by 2023. But while customers are eager to travel and willing to pay more as a result, some airline leaders have expressed concern that demand may fade as airfares continue to rise. Carriers are highly indebted and struggling with cost pressures such as higher salaries and increasing fuel prices. [Reuters] • Why fly? Wi-Fi. While you might still have to deal with lost luggage, at least one aspect of air travel is getting better and cheaper: onboard connectivity. Some carriers are offering Wi-Fi at greatly reduced prices, while others are testing providing it for free. In response to passengers’ soaring use of streaming content and online apps, airlines are rolling out major upgrades to their Wi-Fi services, including adding new hardware and improving bandwidth. That’s welcome news for passengers who complain that Wi-Fi on planes is slow, spotty, and seriously expensive. [WaPo] The current upswing in air travel presents an opportunity for companies to promote a travel industry recovery while also improving their customer experience game. Our insights • Changing consumer loyalties. People are increasingly returning to air travel, with domestic and international business travel increasing by double digits between February and April 2022. But despite steady satisfaction ratings, negative sentiment among travelers is on the rise, reveal McKinsey senior partners Kevin Neher, Jules Seeley, and colleagues. Recent flight cancellations and staffing shortages could result in a wave of customer dissatisfaction, leaving loyalty up for grabs. • Flight shaming. As airline leaders look to the future, addressing sustainability concerns could become a priority. Younger customers are particularly concerned about their carbon footprint. Senior partner Tomas Nauclér and colleagues find that 32% of travelers age 18 to 24 report experiencing “flygskam,” or shame of flying—and nearly 50% say that they would be willing to pay for carbon-neutral flights. See four key areas airlines can focus on to regain their footing in the latest edition of the McKinsey Quarterly Five Fifty. Navigate trends in air travel Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:54 - 5 Aug 2022

• Transitioning to a net-zero world with green businesses

  Harmony Internal - McKinsey

  Be bold ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Joyce Yoo   Digital Editor, New York As the world moves toward achieving net zero by 2050, what does the future look like for eight industries including steel, power, food & agriculture, forestry and more? What are the green business opportunities that create value and what does going green mean for spending, output, and jobs? In a series of interactive timelines from McKinsey Quarterly, Hamid Samandari, Humayun Tai, and their coauthors explore what a net-zero transition could look like for each industry in five-year increments, starting with actual figures from 2020. See what the future holds and seize the opportunities. Spotting green business opportunities in a surging net-zero world Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way. Be bold Quote of the day “One of the core tenets of apprenticeship is that it is nonhierarchical. It doesn’t have to be a senior person apprenticing a junior person. . . . The person who has the skills should embrace the responsibility, the obligation, and the opportunity of helping other people get the same skills they have.” —Lisa Christensen, director of learning in McKinsey’s Learning Design Center of Excellence, on what apprenticeship looks like in today’s organizations in a recent episode of The McKinsey Podcast Chart of the day See today’s chart ALSO NEW The power of proposition: An interview with AIA’s Alice Liang The chief proposition officer of AIA Hong Kong & Macau offers insights on how products, ecosystems, and planning tools can drive innovation and transform the customer journey. Discover more insights  Germany’s 9€ ticket: A potential solution for urban-mobility issues What could other countries learn from Germany’s current discounted flat rate travel pass to increase ridership on public transit? See the survey results  Should US banks be moving to next-generation core banking platforms? Banks today urgently need a new core platform, but building one is time-consuming, expensive, and uncertain. It may help to think strategically and pursue a two-track process. Operate with agility   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 Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 06:33 - 4 Aug 2022

• [Online workshop] Maximising Observability with New Relic Logs

  New Relic One weaves all of your logs and events data into a single, comprehensive view to empower you to easily correlate log data with APM, infrastructure, and error data. Leverage Logs in Context where a trace and span ID is automatically applied to your Full Stack Observability content, enabling you to get to the root cause of problems quickly, without losing context switching between tools. Register for this free online workshop to get a comprehensive introduction to understanding and working with logs in New Relic. Explore the different ways to bring your log data to New Relic, the fast and easy to use UI, as well as how to parse, filter, or drop logs to match your needs. Register now   FOLLOW US: New Relic, Inc.  31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland | +353 (01) 687 6808 Unsubscribe or change your email address and preferences at any time. For information about our privacy practices, see our Privacy Policy. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, In  View this online

  

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  by "New Relic" <emeamarketing@newrelic.com> - 04:28 - 4 Aug 2022

• Companies face talent gaps. How can apprenticeship deliver needed expertise?

  On Point

  Four techniques of apprenticeship ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta The art of apprenticeship The news • From trades to tech. Tech apprenticeships get a lot of attention these days, but such arrangements have a long history. During the Middle Ages in Europe, workers could learn a trade such as blacksmithing from a master craftsman. In return for labor, apprentices would receive food, shelter, and skills. The upshot of this is that European apprenticeships are strictly regulated. In the US, however, they’re more decentralized. To determine if a buzzy apprenticeship is worth pursuing, find out if it has produced full-time hires. [Fast Company] • To retain, train the brain. It’s no secret that employers are trying to retain workers amid the Great Resignation. That’s leading to a renewed focus on prepping employees for better-paying internal roles that often require more advanced technical skills. Globally, 46% of learning and development leaders say that reskilling and upskilling are top priorities for their companies, reveals a 2022 survey. In June 2022, one US-based upskilling platform raised $175 million to expand its career services for in-demand fields such as financial services. [Fortune] “One of the biggest future organizational challenges we have is encouraging experts to train others so that their knowledge becomes institutional knowledge.” Our insights • Apprenticeship in action. Organizations are under pressure to develop and retain employees. More than 80% of companies say that they are either facing critical skills gaps or expect to face them within the next few years, previous McKinsey research has shown. By allowing workers to transfer expertise to colleagues, regardless of rank, apprenticeship can help employees rapidly build skills and increase collaboration at a time when more work is done remotely, say McKinsey’s Lisa Christensen and Tony Gambell. • Everybody learns. Suppose a manager is reviewing a team member’s report. One opportunity for apprenticeship would be if, rather than rewriting the document, the manager explained the thinking behind each change. The team member would therefore become more capable, saving time in the long run. Expertise doesn’t always have to flow from the top down. Organizations can start with setting the expectation that everybody learns and everybody teaches. Discover the four techniques of apprenticeship. Learn about apprenticeship Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:32 - 4 Aug 2022

• Register Now | What’s New in Acrobat Pro Live Webinar

  Adobe

  You are invited for the coming webinar on Aug 16

  Live Webinar What’s New in Acrobat Pro Tuesday, 16 August 2022 • 11am SGT Register now In our “work anywhere” world, your team needs access to their tools from any place, at any time. Advanced document capabilities are essential to both ensuring productivity with a hybrid workforce, and meeting customer expectations. On Aug 16, join us for our What’s New in Acrobat Pro webinar. Our expert will take you through the highlights, walking you through significant enhancements on: Guided demos and best practices on unlimited request signatures and bulk send capabilities Show you how to create, send, sign, track, and manage the document flows critical to key functions such as sales and HR. Learn how e-signatures smoothly integrate with Microsoft 365, enabling teams to work seamlessly within their existing software workflows. From sales contracts to onboarding, IP to inventory, obtaining signatures efficiently and securely is critical for every part of an organization. When you use a comprehensive tool like Acrobat Sign — which has delivered an overall ROI of 519% and reduced e-signature costs by 25%* — every department wins. Join us on Aug 16 to learn how this single trusted tool — which is part of the Adobe Document Cloud — can strengthen and unify your organization’s work.    * A commissioned Total Economic Impact™ study conducted by Forrester Consulting on behalf of Adobe, January, 2022. Register now Speaker   Rajesh Patil Head - Territory & Channel Sales Adobe   Keep work flowing     Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand South-East Asia India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe" <demand@info.adobe.com> - 10:02 - 3 Aug 2022

• Race in the workplace: The frontline experience

  Harmony Internal - McKinsey

  Get new DEI insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Joyce Yoo   Digital Editor, New York Front line workers represent about 70 percent of the total US workforce and are the lifeblood of nearly all sectors of the economy from healthcare to transportation and logistics to foodservice. While their contributions are vital, the momentum around diversity, equity, and inclusion efforts in recent years have largely overlooked frontline employees, who are nearly 20 percent less likely than corporate employees to believe that DEI policies are effective. People of color, who represent a huge chunk of the frontline workforce, face even greater challenges moving up the ladder than their White counterparts. In a new report, Bryan Hancock, Monne Williams, Lareina Yee and their coauthors delve into the experiences of frontline workers of color and examine the issues they face, pathways to careers advancement, and the actions companies can take to improve job quality and better support them. Be sure to check it out and download the full report.  Race in the workplace: The frontline experience Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers. Get new DEI insights   Quote of the day “We’ve had a generation now entering the workforce who is used to accessing everything, all the time, anywhere, except for project work, as a solo endeavor. A huge portion of what we’re doing at work is not a solo endeavor. It requires working with others.” —McKinsey senior partner Bill Schaninger on attracting employees back to in-person work in a recent episode of the McKinsey Talks Talent podcast Chart of the day See today’s chart   ALSO NEW The Great Attrition in frontline retail—and what retailers can do about it New research reveals which aspects of the employee experience matter most to US frontline retail workers. Retailers must pay attention and act quickly or risk losing more than half their store staff. Understand and empower   Apprenticeship gets a makeover It may sound like an outdated term, but apprenticeship remains a powerful tool in today’s businesses for building skills, increasing collaboration, and retaining talent. Share the knowledge   Growing and sustaining prosperity for small-town Americans The divide between rural and urban communities has widened as the COVID-19 pandemic pushes rural communities’ economic recovery further behind. How can leaders put rural regions on track to thrive? Density matters   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 Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 05:10 - 3 Aug 2022

• Workers are resisting a return to the office. Can leaders make workplaces more magnetic?

  On Point

  Two tools for workplace design ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Rebooting the office The news • So long, cubical farms. With greenery, better technology, and access to the outdoors, today’s offices have come a long way from the cubicle farms of yesteryear. Many employers are struggling to get people back into buildings and modifying layouts to be more enticing. Modern workplaces offer added areas for collaboration and plenty of amenities, such as healthy meals, to promote greater employee satisfaction and well-being. One global real estate firm says that 80% of its biggest clients report updating offices to reflect changing work models. [Fortune] • Work from anywhere. The workplace of the future will be much more flexible overall, declares one organizational expert. By then, companies will have figured out some of the growing pains of using the technology and coordinating work in a hybrid office. Soon, people will be able to live and work wherever they want. But before embracing the concept of working from anywhere, people should consider the potential unintended consequences—such as if companies were to use the opportunity to move jobs overseas to cut costs. [FT] “We’re seeing an explosion of available work spaces of even more shapes, sizes, feeling, and locations than any one employer could ever provide.” Our insights • Make it magnetic. Managers want employees back at the office, but many workers, hooked on flexibility, are resisting the return. With the average cost of having an office about $10,000 to $15,000 per person each year, stakes are high for rebooting the office, McKinsey senior partner Bill Schaninger and colleagues say. One way to make the workplace “really magnetic”? Have a community manager there that brings “a sense of surprise and delight” through, for example, buying hot chocolate for everyone on a cold day, says McKinsey’s Phil Kirschner. • The future office. The office of the future can be dynamic, inspiring, and even play a role in accelerating learning, says Kirschner. Employers can shift training rooms from a windowless basement to attractive nooks and alcoves. They can also open the door to the community, bringing new ideas and people into the building. Shifting from reservation-only spaces to more natural “centers of gravity” where people tend to gather can also make it likelier for workers to meet and interact. See two simple, cost-effective ways to experiment with workplace design. Explore how offices may change Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:50 - 3 Aug 2022

• Purpose, strategy, and culture: The why, the what, and the how

  Harmony Internal - McKinsey

  Design matters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Emily Adeyanju   Digital Editor, Charlotte Do you read up on a company’s culture before accepting a job offer? You’re not alone—90% of employees research workplace culture before joining an organization. Clearly, culture is important to employees, but what is it exactly and how can it be embedded in the work that we do everyday? Melissa Daimler, chief learning officer of Udemy, says culture is not what happens in an office, but how work happens between people, and the observable actions that exemplify a company’s values. Be sure to check out the latest Author Talks interview to get insight on how employee interactions have become increasingly important in a world of remote work, and how your team can build a work model that honors your company’s beliefs and values. Author Talks: Don’t skip the ‘soft stuff’ No more Ping-Pong breaks or office happy hours? No matter. Melissa Daimler shares how workplace culture can still thrive without an office. Drive culture change Quote of the day “[We] also have to work really hard to overcome the strange narrative that just because you live in a rural place, you can’t code. Or just because you’re in a smaller community, you can’t come up with a new, innovative way to solve a big automation problem or a tech problem or creating rockets that work better.” —Matt Dunne, founder and executive director of the Center on Rural Innovation, on shifting the narrative on rural America in a recent episode of McKinsey’s new Future of America podcast Chart of the day See today’s chart   ALSO NEW From saving to spending: A second front emerges in the US retirement challenge While accumulation has long been a focus for pre-retirees, ensuring a consistent and sufficient stream of income through retirement is now a pressing need for many. Improve readiness  Digital health: An opportunity to advance health equity Digital health solutions have the potential to make healthcare more equitable. Here’s how innovators can deliver on that promise. Make it fair   The office of the future: A whole new (floor) plan Revisiting your talent strategy for a hybrid world? Think hard about the purpose and design of your office space. Embrace change   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 Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 06:07 - 2 Aug 2022

• Join me tomorrow to learn how to manage errors with New Relic

  Hi MD

  
  

  Phil Weber, senior technical training specialist at New Relic University, here. I'm checking in to invite you to the online workshop I'll host at 10 am BST tomorrow, 3 August: Error management in New Relic. The 90-minute hands-on workshop will walk you through the many ways New Relic can help you to manage errors in your applications.

  
  Register for the workshop to learn how to configure and manage errors in APM, browser, and mobile applications. You will also learn how to use New Relic Errors Inbox to proactively detect, triage, and act on errors across your application stack, all in one place. While I recommend attending the live workshop, you can also register to be emailed the recording. 

  
  Best,
  
  Phil Weber
  

  Senior Technical Training Specialist
  

  New Relic

  
  

  
  
  

  
  
  

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  by "Phil Weber, New Relic" <emeamarketing@newrelic.com> - 04:28 - 2 Aug 2022

• Which attributes determine how well you perform?

  On Point

  Five qualities that inspire a following ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta All about attributes The news • Sibling rivalry. Older siblings don’t necessarily develop stronger leadership qualities than their younger siblings: just different ones, says one psychologist. Basking in their parents’ attention helps firstborns develop self-reliance and confidence. With youngest children, parents may be more relaxed, exposing them to a variety of experiences earlier in life. In response, these kids can become enthusiastic explorers. Meanwhile, middle children—who sometimes feel overlooked—often grow up to be strong, effective communicators. [CNBC] • No crying in business? Don’t be vulnerable, stop oversharing, and definitely don’t cry at the office, conventional wisdom goes. But after two years of weathering a global pandemic and blending our personal and work lives, employers can't expect employees to keep their emotions out of the workplace. Indeed, today’s workers want their managers to show empathy, according to a recent survey of 23,000 workers. Companies are looking for leaders with softer qualities like the ability to inspire teams, one executive reveals. [Fortune] “Empathy, selflessness, authenticity, decisiveness, and accountability are behaviors that typically cause other people to say, ‘That is someone I would like to follow.’” Our insights • Attributes, not skills. When faced with stress and uncertainty, who is the “real you” who shows up? How people perform in any given situation comes down to their attributes, not just skills, says retired Navy SEAL commander Rich Diviney. Characteristics like adaptability and situational awareness are innate to humans, but developing any attribute is possible. It takes placing yourself into environments that test that trait. To become more patient, go drive in traffic, or pick the longest line to wait in at the grocery store, Diviney suggests. • Being vulnerable is key. The highest-performing teams are surprisingly vulnerable with one another, Diviney, author of The Attributes: 25 Hidden Drivers of Optimal Performance, tells McKinsey. The best SEAL team members are all “incredibly open” to sharing individual strengths and weaknesses so that everyone understands exactly when they need to lean on one another. Read the full interview, part of McKinsey’s Author Talks series, to explore five categories of attributes that affect performance. Learn about attributes Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:36 - 2 Aug 2022

• Closing the geographic gap in the US

  Harmony Internal - McKinsey

  Density matters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Joyce Yoo   Digital Editor, New York There’s a huge economic divide based on geography in the US—cities are thriving but rural communities are struggling to recover from the 2008 recession and COVID-19 pandemic. While urban areas are benefiting from automation and globalization through the creation of millions of jobs—especially in technology—rural areas are experiencing population loss and a decline in entrepreneurship. Right now, rural America represents 13 percent of the nation’s workforce but only 5 percent of the computer and math jobs. What can be done to close the gap and invest in these communities? Be sure to tune into a recent episode of McKinsey’s Future of America podcast and join the conversation. Growing and sustaining prosperity for small-town Americans The divide between rural and urban communities has widened as the COVID-19 pandemic pushes rural communities’ economic recovery further behind. How can leaders put rural regions on track to thrive? Density matters Quote of the day “[Compensation] isn’t enough to keep frontline employees. They have more options. If compensation becomes table stakes, employees look for all these additional pieces—like well-being and flexibility—to stay at a job versus go look for a new one.” —McKinsey associate partner Annie Valkova on how retailers can offer flexibility for frontline workers on a recent episode of the McKinsey on Consumer and Retail podcast Chart of the day See today’s chart ALSO NEW When will the COVID-19 pandemic end? Europe and the United States have entered the endemic stage of the COVID-19 outbreak: the virus is widespread, is significantly less fatal than it was in 2020, and is spurring only limited changes in public behavior. These endemic conditions are likely to continue through the summer and autumn, unless and until immunity-evading new variants emerge. As immunity wanes, however, the next stage remains highly uncertain. Prepare yourself   Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle Leaders can both shore up defenses and prepare for growth—if they heed the call for transformational change. Make bold moves   How green can green growth be? The transition to net-zero greenhouse-gas emissions will take trillions of dollars and several decades. Here’s how B2B leaders can extract maximum value from the journey. Extract value from sustainability   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 Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | 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> - 06:16 - 1 Aug 2022

• Sangoma Webinar: PBXact Reports for Decision Making

  Sangoma Webinar: PBXact Reports for Decision Making

  Sangoma invites you for an exclusive webinar to take a tour of the call center reports that PBXact offers for decision making

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  Sangoma invites you for an exclusive webinar to take a tour of the call center reports that PBXact offers for decision making   Register Now

  Discussion Topics   In this webinar we will take a tour of the call center reports that PBXact offers for decision making, with practical use cases such as scheduling reports and how to view metrics that allow us to measure: Agent productivity SLAs of technical support areas Performance of call campaigns

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  Register Now for a live webinar on Aug 4th, at 2 pm IST

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 05:46 - 1 Aug 2022

• A leader’s guide to the new talent pool

  Harmony Internal - McKinsey

  Employee types ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Rama Ramaswami   Senior Editor, New York If you were marketing a brand, you’d spend considerable time and money on identifying and segmenting your customers and creating personas for various categories of buyers. The changing nature of today’s workforce demands a similar approach to “selling” potential candidates on your organization. People’s expectations of their employers, jobs, and career prospects are higher than ever before, but understanding the new talent pool is about more than offering flexible hours or personalized benefits. A better approach is to take a tip from successful marketers and segment your target audience—your employees—carefully. Defining the needs of different groups of people makes it easier to hire the right talent as well as ward off attrition. Here are some strategies to get started. AN IDEA Explore nontraditional ways to attract talent The pandemic has led many people to reassess their priorities and deal with employers on their own terms, turning the Great Attrition into the Great Renegotiation. But organizational talent strategies haven’t caught up—employers still rely on outdated compensation, titles, and advancement opportunities to lure candidates. In this article based on a McKinsey global survey, our experts identify five critical employee personas that leaders must understand to meet the challenge of hiring and retaining talent. For example, “traditionalists” are career-oriented people who are mostly satisfied with attractive pay, perks, and career advancement prospects, whereas “do-it-yourselfers” value autonomy, flexibility, and meaningful work as much as or more than compensation. Evaluating employee personas enables you to analyze what different segments of workers want and figure out how best to engage them. A BIG NUMBER 46% That’s the average percentage of skills that come from work experience, which adds to the value of human capital—the collective knowledge, attributes, skills, experience, and health of the workforce. A McKinsey study of more than a million workers in the US, the UK, Germany, and India shows that the best organizations help individuals continuously upgrade their skills, earn more, and build track records that translate into value. The most effective way for workers to maximize the “experience effect” is to join an organization that recognizes their potential, embraces mobility—internal and external—and offers opportunities to learn. A QUOTE “Many countries have now put the legal framework in place to hire and relocate global talent at a cost and speed that is broadly comparable with hiring domestically.” That’s from a survey of 12 countries that shows the world becoming mostly “flat” for people who wish to work across borders. Some nations still have immigration restrictions, but many have introduced visas to attract skilled talent to their shores. In the next ten years, more than 260 million university graduates are expected to hit global labor markets. Increasing numbers of workers seek global mobility as a lifestyle choice, and the popularity of remote work means that leaders have ample flexibility to hire people from anywhere in the world. “Try before you buy” is an increasingly popular strategy: one firm begins onboarding workers remotely and then decides whether to transfer them to larger hubs to work in hybrid setups. A SPOTLIGHT INTERVIEW “It’s the boldness of role moves that’s a really important part of the story of possibility,” says McKinsey partner Anu Madgavkar in this podcast on encouraging employees to try new things. “It’s important to enable more workers to break out of what they might have thought was their destiny simply because of the level of education that they had.” Employees who make bold role changes by taking on stretch jobs or assignments tend to have had exposure to healthy and supportive organizations early in their careers, enabling them to become upwardly mobile. While individual initiative is an important factor, the onus is “equally on employers to create the conditions that help and enable the whole process of learning through work experience,” Madgavkar says. USE AND CARE No time to create worker personas? Try writing a “user manual” about yourself, and encourage your team to do the same. The concept of a personal user manual—a document outlining the best way for others to work with you—caught on in the early 2000s when executives found that providing a quick-start guide to themselves, and encouraging their coworkers to follow suit, helped colleagues adapt to one another quickly and avoid conflicts on the job. Popularized in the media and adopted by some organizations, personal user manuals reveal individual quirks, habits, preferences, and working styles. For example, you might indicate that you favor early-morning meetings or prefer face-to-face contact rather than email. Beware, though, of revealing too much information, as oversharing in the workplace is never a good idea. Lead with talent. 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 Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:11 - 1 Aug 2022