Archives
-
The rise of the FemTech unicorn
Intersection Subject Line
Share this email 
DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION 
In this issue, we look at FemTech—the definition and the latest developments—as well as the mismatch between health investments and women’s health needs. THE FACTS The market is there 
More than $2.5 billion—that’s how much funding the world’s FemTech companies received last year (including all forms of capital raising). What do we mean by “FemTech”? Coined in 2016 by Danish entrepreneur Ida Tin, the term has grown to encompass a range of tech-enabled, consumer-centric products and solutions. These span menstrual health, pelvic and sexual health, contraception, fertility, maternal health, and menopause, as well as a number of health conditions that affect women disproportionately or differently, such as osteoporosis or cardiovascular disease. FemTech funding is surging, but this is just the beginning. McKinsey analysis shows that there are plenty of white spaces in the start-up landscape, particularly in areas beyond fertility and maternal health. Some companies have already branched out: Maven Clinic, for example, started in maternity care and then expanded across the reproductive life cycle. The company was recently valued at more than $1 billion. “Is there really still an unmet need in this area?” Although that attitude may be surprising, that’s the kind of question that some FemTech entrepreneurs continue to face, explains McKinsey senior partner Dr. Lucy Pérez. McKinsey research shows that the market is there—and some investors are taking notice.
THE TAKEAWAY 
Less than 2 percent—that’s the share of the global healthcare pipeline that’s focused on conditions beyond oncology that are largely specific to women. Remarkably, women’s health has been considered a niche market and a mere subset of healthcare—but that’s finally beginning to change. That means more research on conditions such as endometriosis, which affects one in ten women and girls of reproductive age—and can often take a decade to be diagnosed. It means that more providers may recognize possible signs that a woman is having a heart attack—such as nausea, shortness of breath, and general discomfort. And it means that more women will have their pain taken seriously and receive appropriate treatment for it. Here’s more from McKinsey on how modern medicine was developed with male physiology as the default, the consequences of women’s historical exclusion from medical trials, and the opportunities to better meet women’s healthcare needs. Essential to keep in mind: the conditions discussed in this piece don’t affect cis women alone; transgender and nonbinary people may also share some of these healthcare needs. — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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 Intersection newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:07 - 24 Mar 2022 -
Burned by higher prices? Here’s the best way to shrink costs and strengthen your business.
McKinsey&Company
Coping with costs In the news • ‘Shrinkflation.’ Check-processing fees, surcharges for materials, and charging for previously free services: companies are creating new ways to pass along cost increases to consumers, and often without changing the sticker price. Several industries have long employed what economists call “shrinkflation” during challenging times, downsizing packaged content to avoid conspicuous price hikes—for instance, selling cans of tuna with less meat. Hidden price increases may allow firms to pass along costs more easily, but consumers are also pushing back, forcing some businesses to cancel fees. [WSJ] • Pass the buck. Amid historically high inflation, more US small businesses are charging higher prices to account for rising costs, reveals a new survey. In January 2022, 47% of small-business owners said that they are passing costs on to consumers, compared with 39% last November. Another 32% said that if inflation persists, they’ll be forced to raise prices in the near future. Some small businesses are now unable to order supplies in smaller amounts, since vendors are favoring big clients that place high-volume orders. [CNBC] Companies need better tools to tackle rising prices. CEOs can look for them across their business operations. On McKinsey.com • Sticker shock. People everywhere are paying higher prices for materials, products, and services. At the end of 2021, Europe saw natural-gas prices rise to more than 12 times prepandemic levels, while in January 2022, the US consumer price index soared 7.5% over the previous year. For the first time since the start of the COVID-19 pandemic, executives consider inflation and supply chain disruption to be bigger threats to economic growth than the pandemic itself, according to a McKinsey survey. • Beyond the usual solutions. Raising prices and revisiting purchase agreements are typical ways of dealing with cost pressures that just won’t cut it these days. Leaders must look across the entire business, including every aspect of its operations, to reduce costs and protect the business from volatility. One electric-vehicle battery maker, by overhauling its production system, improved labor productivity by 75% and reduced defects by 80%. See our playbook for short-, medium-, and long-term ways to manage price increases. — Edited by Belinda Yu Control costs Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:17 - 23 Mar 2022 -
Attributes—not skills—determine whether you ‘cut it’ or not
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Who are we at our most raw? Rich Diviney, retired Navy SEAL commander and author of the book The Attributes: 25 Hidden Drivers of Optimal Performance, has a view. According to him, attributes such as patience, situational awareness, and adaptability often inform the way we handle situations, especially stressful and challenging ones. In a recent Author Talks interview, he delves into the importance of assessing and developing our attributes—and explains how reflection, self-understanding, and a bit of vulnerability can give you a performance edge. You don’t want to miss this. — Katherine Tam, digital editor, New York 
Author Talks: Attributes—not skills—determine whether you ‘cut it’ or not Retired Navy SEAL commander Rich Diviney explains why we react to stressors the way we do and how to achieve optimal performance. Hone your attributes 
Quote of the Day —Check out what opportunities lie ahead in additive manufacturing (AM) in “The mainstreaming of additive manufacturing”
Chart of the Day 
See today’s chart
Also New 
Navigating the current disruption in containerized logistics Container freight rates will remain elevated throughout most of 2022 while the containerized logistics disruption persists. This article presents future scenarios that could help shippers in planning and offers levers to navigate through the disruption to emerge stronger. Bolster supply-chain resilience 
Global M&A market defies gravity in 2021 second half But what are the odds that M&A remains buoyant in the months ahead? Understand dealmaking trends
Generating real-world evidence at scale using advanced analytics As pharma companies apply advanced analytics to generate new types of evidence, how do they decide which use cases to target and how to scale them up across the business? Dive into the possibilities
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
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:47 - 23 Mar 2022 -
Are you ready to be a CEO?
Re:think
We interviewed 67 CEOs for our new book, CEO Excellence (which I wrote with Scott Keller and Vikram Malhotra), and many of them said they were surprised at how ill prepared they felt when they stepped into those shoes. And these are the cream of the cream! We looked at 20 years of data on more than 2,400 public-company CEOs to find the very top performers. These top execs went in thinking they knew what to do, but when we asked them to look back, almost all of them said that they were surprised by what the job actually was and what it took to do it well.
One part of the surprise is that you have so much more to do that needs doing all the time. There are so many elements to the job, both internally and externally, and you must be on top of all of them all of the time. The breadth and the complexity of the role are unique, you’re doing it under more scrutiny than ever, and your decisions have more ripple effects than ever.
All the external stuff is so new and challenging. For example, once upon a time CEOs might have come into the job thinking that they just had to manage the relationship with the board, keep it at arm’s length, and let the members do their thing. But these excellent CEOs have discovered that this isn’t true at all. They learn how much the board can really help the business. Getting that out of a board takes a lot of time: you want to help the board evolve so that it has the right talent to advise a changing business; you have to give the directors the information they need to see the full context; you have to be radically transparent with them. That takes time.
I want to note one crucial mindset: the best CEOs come to understand that they should concentrate on the things that only they can do. What is the work that no one else is equipped to do? What are the things that only you, as the ultimate point of integration, can do? Those need to be the focus of your time. Everything else must be pushed out to others because there just aren’t enough hours in the day.
This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this email because you subscribed to our McKinsey Quarterly alert list.
Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:32 - 23 Mar 2022 -
${mktmail.v_1}, join us for a magic show unlike any other!
Sumo Logic
Dear Mohammad,
Gather your family and join us for a 30 minute break full of fun and magical illusion with Mada’s Magical Marvels featuring “Mr. Magic,” Adam Mada.
Conjuring laughs from thin air and sharing the odd secret trick of the trade along the way this is a show like no other!
You’ll be on the edge of your seat, guessing what comes next!
Mada’s Magical Marvels
Thursday, March 31, 2022
4 p.m. AESTPlease confirm your attendance promptly to secure your seat and join Sumo Logic for some magical fun!
Take care,
The Sumo Logic TeamSumo Logic, Level 9, 64 York Street, Sydney, NSW 2000
© 2022 Sumo Logic, All rights reserved.Unsubscribe 
by "Sumo Logic" <marketing-info@sumologic.com> - 11:00 - 23 Mar 2022 -
How clean is that glass of water? The US is spending billions to fix aging H2O systems.
McKinsey&Company
Getting wise about water In the news • Salty water. Rising sea levels can not only cause floods and erode coastal communities but also, over time, cause salt water to leech into aquifers and contaminate drinking water. Academic researchers are looking closely at communities along the Gulf and Atlantic coasts to identify which water systems are most vulnerable to saltwater intrusion and how utilities might respond. “Smart” water systems, for instance, use wireless sensors to discover when salinity is high, enabling resource managers to shift to other water sources. [Scientific American] • Dried up. There’s no end in sight for the drought in the American West, which could potentially get worse over the coming months. A new US government forecast reveals “below-average precipitation is most likely” in the West. That’s more bad news for the region, where water shortages are already affecting many communities. Another study noted that between 2000 and 2021, the West was the driest it had been in 1,200 years. [CNN] Approximately ten million American households are without clean drinking water. On McKinsey.com • Pipes older than grandma. Much of the US’s water and wastewater infrastructure was built in the 1970s and 1980s. The average US water network pipe is 45 years old, with some cast-iron pipes more than a century old. And in certain communities, drinking water is unsafe because of lead and other contaminants. Throughout the nation, 400,000 schools and childcare centers don’t have access to clean drinking water. At the same time, US water systems lose six billion gallons of treated drinking water every day through leaks. • New funding flows. Over the next five years, the US Bipartisan Infrastructure Law provides a historic amount of new spending to update water infrastructure through two EPA programs. The approximately $30 billion allotted to the Drinking Water State Revolving Fund and the nearly $13 billion allocated to the Clean Water State Revolving Fund will help communities replace lead pipes, remove contaminants from water, and update water-treatment plants. Read the article for five ways government and business leaders can prepare for the incoming flow of capital. — Edited by Belinda Yu Care about clean water Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:50 - 23 Mar 2022 -
What has your employer done for you lately?
McKinsey&Company
Courting employees In the news • Ti amo, mon cheri. Amid a labor shortage, employers are attempting to motivate workers by offering them more than just a regular paycheck. That’s led employers to explore their employees’ “love languages,” or the forms of appreciation—such as praise, time off, or gifts—that mean the most to individual workers. Research indicates that workers who feel appreciated miss fewer days of work and are less likely to leave. [NYT] • Modern love. In industries where compensation is roughly equivalent among competitors, companies use benefits to lure talent. Employees today tend to characterize benefits packages that include remote-work options, unlimited PTO, and extensive healthcare coverage as “modern,” and traditional benefits (such as a set number of days off) as behind the times. About 80% of US workers say a flexible schedule is an important consideration when weighing a job offer. [Fortune] Those who voluntarily left their jobs cited experiences with uncaring leaders, unsustainable expectations of work performance, and lack of career advancement as factors in their decision. On McKinsey.com • Buh-bye. More than 4.3 million US workers voluntarily quit their jobs in December 2021—and many of them may not be that eager to return to the workforce. In a recent McKinsey survey of almost 600 workers who voluntarily left a job without another in hand, 44% said that they have little to no interest in returning to traditional jobs in the next six months. That’s a problem for businesses, since the number of current job openings exceeds the number of new hires by 4.6 million. • Love ’em or lose ’em. Reviewing compensation and benefits is just the first step to retain workers. Companies must also invest in building “sticky” workplaces by listening to employees, addressing their concerns, fostering a sense of community, and measuring outcomes. Find out why workers are leaving, why some are returning, and how to keep them for good. — Edited by Katy McLaughlin Show workers the love Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:14 - 22 Mar 2022 -
Transforming supply chains: Do you have the skills to accelerate your capabilities?
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Supply chains are having a bit of a moment—are your company’s capabilities up to snuff? What will it take to accelerate them? Companies know they need workers who can manage today’s supply chains, bringing digital and analytics skills to bear, but it’s not always easy to find that talent. That’s where reskilling your company’s current employees could come in. A new article explores how to develop a robust capability-building program that aligns with strategic goals. Check out the formula. — Babi Oloko, digital editor, New York 
Transforming supply chains: Do you have the skills to accelerate your capabilities? Despite progress over the past several years, companies are still struggling to build the capabilities that their emerging digital supply chains will need. Keep up
Quote of the Day "Our allies are critical in transforming our workplace. Any women’s movement needs to have men that are standing side by side, demanding the same things that we need." —Reshma Saujani, founder of Girls Who Code, on what men can do to help working mothers in a new Author Talks interview
Chart of the Day 
See today's chart
Also New 
Beyond gender: Promoting diversity in French companies French companies want executives with diverse national origins and socioeconomic backgrounds. But they have had uneven success in achieving this goal. Work toward inclusivity
Responsible product management: The critical tech challenge Prioritizing privacy, sustainability, and inclusion will soon be essential to successful tech development. For product managers to make responsible innovation a core discipline, companies must first lay the foundation. Step towards innovation
The McKinsey Crossword: “Ouch!” | No. 68 Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Each puzzle is created with the McKinsey audience in mind, and includes a subtle (and sometimes not-so-subtle) business theme for you to find. Answers that are directionally correct may not cut it if you’re looking for a quick win. Play now
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
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:14 - 22 Mar 2022 -
Control the noise, set up intelligent alerts in New Relic
New Relic
Notify your teams
Configure an alert and we'll tell you when to worry. Define the conditions you want to know about and we'll notify you when something's wrong.
Configure an alert Why you should do this
To be alerted about performance issues before they impact customers. Prevent alert fatigue with intelligent incident management.What this does
Alerts let you set thresholds and receive notifications for changes in performance metrics across your entire stack.Common uses
- Email when a health ping fails
- Get a Slack message when response times increase
- Send a push notification when a host is running out of memory
Configure an alert If you have questions along the way, check our docs, community, or take a hands-on lab.
View in browser
Unsubscribe or Change Your Email Address and preferences at any time.
For information about our privacy practieces, see our Privacy Policy.
Need to contact New Relic? You can chat or call us at 888-643-8776.
New Relic, Inc. 188 Spear St, San Franciso, CA 94105.
© 2021 New Relic, Inc. All rights reserved.
New Relic logo are trademarks of New Relic, Inc.
by "Max from New Relic" <mfrancisco@newrelic.com> - 12:01 - 22 Mar 2022 -
Stick with the work you love
Subscribe to better business Who has time to look for new talent at every project turn? You don’t.
With Subscriptions, you can set your best business activities on repeat.
From content, graphic, and video creation to website maintenance, SEO, and more, get recurring services from an expert you already trust with your brand and business goals.
With Subscriptions you can: 
Set expert services on repeat
Skip the back-and-forth and make sure your seller carves out time for you in advance
Enjoy exclusive discounts
Many sellers thank subscribers for their loyalty with discounts on their services
Tailor your orders to your needs
Get high quality services that suit your individual needs working for you behind the scenesReach out to your expert of choice to set up Subscriptions every month, week, or day – whatever works best to get the important work done! Repeat What Works Not sure yet if you’re ready? No worries! Try it out for a month and cancel anytime. 
Privacy Policy | Support | Invite a Friend | Get Inspired
This email was sent to you by Fiverr International Ltd.
You are receiving this email because you signed up for Fiverr.
If you wish to unsubscribe from all future emails, please click here
Fiverr International Ltd. | 38 Greene St. | New York, NY 10013, USA
by "Fiverr" <no-reply@fiverr.com> - 10:06 - 22 Mar 2022 -
Remote Connect 2022 is only 2 weeks away!
Remote Connect 2022 is only 2 weeks away!
Hi MD,
Remote Connect 2022 is only two weeks away and this is just a sneak preview of some of the content you’ll find:
We’ll have a lot more episodes featuring answers to questions like:
- How to scale a Finance team when you’re experiencing hypergrowth?
- How to remove barriers for engineering teams to work better remotely?
- Hiring abroad from France
more event sessions
Gathering In the New World of Work
Priya Parker, author and host of the NYT podcast Together Apart will share practical guidance on how to rethink and rebuild a post-pandemic approach to gathering.
Unlearning, rethinking, and other new critical skills for leaders
Adam Grant, NYT best-selling author and one of Fortune’s 40 under 40 will share insights on how to build a better workplace culture.
Fostering well-being at work
Arianna Huffington, Founder & CEO of Thrive and one of Time’s 100 most influential people, will talk about the role and responsibility of leaders in improving the way we work.
CEO roundtable
This panel features Alex Stephany (Beam), Job van der Voort (Remote) moderated by Michael C. Bush (A Great Place to Work).
You received this email because you are subscribed to Events communication from Remote Technology, Inc.
Update your email preferences to choose the types of emails you receive.
Unsubscribe from all future emailsRemote Technology, Inc.
Copyright © 2022 Remote Technology, Inc. All rights reserved.
18 Bartol St. #1163 San Francisco California
by "Remote" <hello@remote-comms.com> - 10:02 - 22 Mar 2022 -
Join us tomorrow for our webinar, “Accelerating Digital Transformation with Observability”
Hi Abul,
We would like to invite you to our virtual event, “Accelerating Digital Transformation with Observability,” which will take place tomorrow at 14:00 CET.
We will begin the session with a discussion on the challenges that organizations face during a cloud migration—from building a CCoE to adopting a strong DevOps culture. We will also examine how these organizations must adjust their monitoring strategies for their new cloud environments, and how this transformation can impact their growth, costs, and assumed risks.
This discussion will be followed by a product demo and a live Q&A session.
We look forward to hosting you virtually!
Cheers,
Ali ShawTeam Lead, Sales Engineering
©2022 Datadog Inc, 620 8th Ave, 45th Floor, New York, NY 10018This email was sent to info@learn.odoo.com.
by "Ali Shaw" <events@datadoghq.com> - 04:02 - 22 Mar 2022 -
Health equity: A framework for the epidemiology of care
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Better healthcare is an absolute good. But whose health concerns have we been solving for? The analysis changes as we think through an equity lens. Indeed, health inequities manifest in a variety of ways: limited access to food, care, or medication; unmet needs, when innovation is misaligned with disease burdens; or underserved communities, when key actors fail to engage groups commensurate with their needs. Addressing the issues has obvious benefits for patients—and the pharmaceutical and life sciences companies that serve them. A new article outlines a framework to approach health equity, recognize its limits, and sharpen decision making. Don’t miss it. — Torea Frey, managing editor, Seattle 
Health equity: A framework for the epidemiology of care Pharmaceutical and life sciences companies can unlock new opportunities, help underserved patients, and build a cycle of trust. Understand the issues
Quote of the Day “Action to achieve sociocultural diversity—closely overseen by top management—must be part of a transformation project for the company as a whole. ... The mobilization of the management team and the whole organization must be strong and visible, both to employees and to external stakeholders such as consumers, investors, the media, and the general public.” —See what organizations can do to promote sociocultural-diversity initiatives in “Beyond gender: Promoting diversity in French companies”
Chart of the Day 
See today’s chart
Also New 
War in Ukraine: Lives and livelihoods, lost and disrupted As uncertainty weighs on decision making, scenarios can provide guidance. Understand the implications
Germany’s e-health transformation makes uneven progress Our eHealth Monitor report shows solid uptakes of telemedicine and consumer health apps. But e-prescriptions, health data exchange, and patient use of electronic health records are lagging behind. Understand the trends
Building next-generation B2B sales capabilities The pandemic has converted B2B buyers to e-commerce in a big way. B2B sellers need new capabilities to meet their new expectations. Deliver outperformance
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
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:10 - 21 Mar 2022 -
Here comes the 21st century’s first big investment wave. Is your capital strategy ready?
McKinsey&Company
Share this email New from McKinsey Quarterly 
Here comes the 21st century’s first big investment wave. Is your capital strategy ready? A surge of investment in hard assets will pressure already strained supply chains and project delivery systems. CEOs who transform their capital strategy fast—and first—may win a competitive edge. Prepare for big changes Related Reading 
The CEO: Architect of the new operations agenda 
CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest 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 subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:52 - 21 Mar 2022 -
Putting the ‘success’ in succession planning: A leader’s guide
Leading Off
Share this email
ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Replacing top leaders isn’t always a smooth process for organizations. Many a CEO exit has been marked by power struggles, scandals, and dips in the company’s stock price. Now, as record numbers of employees leave the workplace, companies are hard-pressed to find replacements for any job, let alone leadership roles that require years of coaching and experience. Crafting a succession plan may be the last thing on leaders’ minds as they manage the daily upheavals of the postpandemic era. Yet without one, the company risks going rapidly downhill during a changing of the guard, losing revenue and market share. This week, let’s explore some strategies that make it easier to prepare for both planned and unplanned leadership departures. AN IDEA 
Ensure that your candidates can navigate future trends In today’s unpredictable environment, leaders at all levels must be prepared to adapt quickly. When evaluating potential successors, consider how swiftly your preferred candidates are likely to respond to trends that the pandemic has accelerated and that will shape the future. Sustainability, for example, is no longer just a nice-to-have: it is as vital to competitive advantage as agility or digital transformation. So is the ability to develop talent and ensure that people have a sense of purpose in their work. Other priorities include speeding up operations and deploying cloud capabilities to advance innovation and productivity. Do your prospects for leadership roles have the mindset to embrace these challenges and come up with creative solutions? The answer to this question can help you separate the best candidates from the rest.
A BIG NUMBER 86 That’s the number of women promoted to manager for every 100 men, according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org. This “broken rung” in the corporate ladder results in fewer women reaching the leadership level. Both women and minorities continue to be underrepresented on corporate boards. Given the recent exodus of employees and increasing public calls for diversity in the workplace, it’s shortsighted to overlook these sources of leadership talent—whether internal or external—as well as previously untapped candidate pools such as differently abled professionals. And with workplaces becoming more remote, virtual, and flexible, your talent search can now extend across geographical boundaries.
A QUOTE “It does not do to leave a live dragon out of your calculations, if you live near him.” Wise words for Bilbo and company in J.R.R. Tolkien’s fantasy classic The Hobbit, and this sage advice applies to anyone undertaking a venture that may hold hidden risks. Many traps lie in wait for companies that do not have a robust succession plan in place. Disability or illness may strike top leaders suddenly, throwing organizations into chaos, exposing critical strategic gaps and endangering their market position. Internal bickering and controversies could ensue if leaders are not transparent about their succession plans and if they do not consider a range of candidates—in age, gender, ethnicity, and background—to fill prominent roles. As such, it’s essential for any succession plan to be legally and ethically watertight.
A SPOTLIGHT INTERVIEW 
If you’ve watched the popular TV series Succession, you know the trouble that can break out when a founder prepares to leave the business. Well-crafted succession plans fall apart as family members and outsiders battle for control. But that wasn’t the case at online real-estate marketplace PropertyGuru, whose cofounder Steve Melhuish implemented a meticulous three-step plan to ensure an orderly transition to a new CEO. In the process, he gathered six key succession planning insights, which he shares in an interview with McKinsey. “The candidate profile we developed placed a heavy emphasis on culture, values, and talent development, as well as experience in building fast-growing businesses,” Melhuish says.
HOUSTON, WE HAVE A PROBLEM 
Your star protégé has finally made it to a leadership role, but it just isn’t working out. This is a fairly common scenario: McKinsey research shows that between 27 and 46 percent of executive transitions are viewed as failures or disappointments after two years. Newly appointed leaders rarely see value in standard training approaches such as “buddy” networks and orientation programs, but they can take steps in five focus areas to ensure a better transition. To improve the chances of a successful executive transition, consider setting up a formal capability-building program to develop staff for future leadership roles. It also helps if outgoing leaders take an active and structured approach to their last days on the job, leaving things in good shape for their successors. Lead successfully. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office
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
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:32 - 21 Mar 2022 -
Offices aren’t going away—but they’re looking quite different
McKinsey&Company
The office, redux In the news • Rethinking where we work. While many employees are still working from home, companies are considering what to do with their existing offices. Some are downsizing. Others are redesigning their offices into spaces where employees collaborate and work together, versus perform individual tasks 9-to-5 style. And still other organizations are building new offices, including elaborate showplace headquarters. More than half—57%—of a global architecture firm’s current 2,300 projects, for example, were started last year. [Fortune] • Lobby makeover. Office lobbies across the US are undergoing renovations—but they may not be as noticeable as some of the security-inspired additions of the past, such as cameras and extra security guards. These latest updates, prompted by a focus on health and safety, are meant to streamline entrances and reduce direct contact. Workers can potentially expect air sensors and body scanners, as well as mobile apps that replace manual check-in processes and ID badges. [NYT] “Research reveals that workers with unassigned office space are among the most dissatisfied in the workplace and the least effective.” On McKinsey.com • New working models. The role of the workplace has dramatically shifted over the past two years, during which 42% of the US labor force (making up almost two-thirds of US economic activity) began working from home. Now, as offices look to reopen after multiple stops and starts, organizations are thinking about how work is—and can be—done. The stigma around remote-working models is mostly gone; certain studies also show that remote-working options don’t negatively impact productivity and may even give more workers better opportunities to thrive. • Reinvented workplaces. For Diane Hoskins, co-CEO of global design and architecture firm Gensler, well-designed workplaces—ones that optimize performance and keep employees safe—have always been top of mind. And now that COVID-19 has disrupted workplace norms for good, she’s considering how to address organizations’ new needs, including employees who want flexible working models and are willing to switch jobs to get them. Hoskins spoke with McKinsey about how organizations can reinvent their workplaces after two years of pandemic-induced disruption, and why she believes that human-centric workspaces will help organizations emerge stronger. — Edited by Justine Jablonska Design for the future Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 21 Mar 2022 -
Make humans more efficient with SOAR
Sumo Logic
Join Sumo Logic tomorrow for a 30-minute session on Cloud SOAR with live Q&A. Register now and get the recording after the session.
Cloud SOAR, March 29th at 12pm AEST Sumo Logic’s Cloud SOAR boosts the effectiveness of security analysts by providing automated real-time incident management responses, immediate and customisable incident reports, and invaluable insights regarding incoming alerts, ultimately enhancing the accuracy and speed at which SOC teams respond to threats. Register We look forward to you joining us for a live demo with the experts. Please let us know if you have any questions ahead of time.
Sumo Logic
I'm not interested in this series.
Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000
© 2022 Sumo Logic, All rights reserved.Unsubscribe
by "Sumo Logic" <marketing-info@sumologic.com> - 06:00 - 20 Mar 2022 -
The week in charts
the Daily read
Share this email
ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—during the pandemic and beyond. In case you missed them, this week’s graphics explored why companies should upgrade their supply-chain-planning systems, chronic absenteeism in schools, the growing disconnect between patients and physicians when it comes to telehealth, how the pandemic triggered a jolt of growth in the net worth of US households, and how implementing safety and accessibility initiatives can improve urban transit systems. FEATURED CHART Spreadsheet jockeys, hang up your spurs 
See more
This week’s other select charts Cutting class—often IRL versus URL A good year for shareholders Mapping public transportation’s pain points
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
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:46 - 19 Mar 2022 -
The future of global economic growth
McKinsey&Company
Share this email
McKinsey Classics | March 2022 
The future of global economic growth In 2014, to celebrate McKinsey Quarterly’s 50th anniversary, the McKinsey Global Institute (MGI) examined the future prospects for economic growth throughout the world. Economic growth depends on two things: population and output per worker, or productivity. From 1950 to the mid-1980s—the golden years following World War II—population rose strongly, and output per worker rose even more strongly. Productivity, therefore, generated an ever-rising proportion of an ever-rising global GDP. But by 2014, population growth had slowed or ended in most countries outside Africa. Rates of economic growth seemed poised to falter. MGI, however, pointed out that economies and industries could still raise their GDP growth by raising their labor productivity. The chief opportunities to do so all involve encouraging competition: regulatory changes to promote it; reduced barriers to global trade and foreign direct investment, which have the same effect; and innovative private-sector companies that force their industries to change. Will the world economy make good on these opportunities? That depends on the ingenuity of managers and engineers and on the willingness of policy makers to undertake reforms, particularly in countries and sectors with big productivity gaps. Read “A productivity perspective on the future of growth.” — Roger Draper, editor, New York Understand productivity’s importance
Related Reading 
Will productivity and growth return after the COVID-19 crisis?
Solving the productivity puzzle
Getting tangible about intangibles: The future of growth and productivity?
Did You Miss Our Previous McKinsey Classics? 
How to make scenario planning more effective As a classic article put it in 2015, “Scenario planning can broaden the mind but can fall prey to the mind’s inner workings.” Learn how to control them: read “Overcoming obstacles to effective scenario planning.” Develop effective scenarios
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 our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:55 - 19 Mar 2022 -
War in Ukraine: Lives and livelihoods, lost and disrupted
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Russia’s invasion of Ukraine has caused the greatest humanitarian crisis in Europe since World War II. Uncertainty is high. How can leaders get to grips with the dynamics of this unfolding crisis? A new article provides perspective on the war’s short- and midterm disruptions and frames scenarios to understand the potential impact on livelihoods in the eurozone. Stay informed as the world navigates this challenging period. — Joyce Yoo, digital editor, New York
War in Ukraine: Lives and livelihoods, lost and disrupted As uncertainty weighs on decision making, scenarios can provide guidance. Understand the implications
Quote of the Day “One of our tenets of health equity is the diversity of our employees, which we see as a strength. We aim to hire from the communities we serve—they look like the members they serve or speak the language—there’s a trust factor there.” —Errol Pierre, senior vice president of state programs at Healthfirst, on working with diverse communities in a new episode of the McKinsey on Healthcare podcast
Chart of the Day 
See today’s chart
Also New 
2022 and beyond for the packaging industry’s CEOs: The priorities for resilience The revolution sparked by two megatrends—sustainability and digital—is unprecedented in the packaging industry. We highlight six priority moves for industry participants as they seek to build their resilience. Understand key strategies
COVID-19: Where we’ve been, where we are, and where we’re going When lockdowns began in early 2020, few of us imagined the long road ahead. While progress in protecting lives and livelihoods was swift, new variants and other factors have since meant that there have been times when the virus has seemed to be one step ahead of every countermeasure. Explore the collection
ICE businesses: Navigating the energy-transition trend within mobility Electric vehicles are gaining market share, but ICE-component suppliers can still create significant value while advancing sustainability. Understand industry shifts
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
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 18 Mar 2022
