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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 
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 21 Mar 2022 -
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by "Sumo Logic" <marketing-info@sumologic.com> - 06:00 - 20 Mar 2022 -
The week in charts
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ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—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 
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This week’s other select charts Cutting class—often IRL versus URL A good year for shareholders Mapping public transportation’s pain points
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:46 - 19 Mar 2022 -
The future of global economic growth
McKinsey&Company
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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
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Will productivity and growth return after the COVID-19 crisis? 
Solving the productivity puzzle
Getting tangible about intangibles: The future of growth and productivity?
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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
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by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:55 - 19 Mar 2022 -
War in Ukraine: Lives and livelihoods, lost and disrupted
the Daily read
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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 —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
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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
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 18 Mar 2022 -
Climate change: How we can prevent the worst effects
The Shortlist
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Our best ideas, quick and curated | March 18, 2022 View in browser
This week, we look at what it will take for the world to transition to net-zero greenhouse-gas emissions. Plus, the latest trends in packaging, and a bold new strategy for European software. 
Our changing climate. Lethal heat waves, hurricanes migrating beyond the tropics, droughts that last for decades: the world is seeing the effects of climate change ever more clearly. Amid climate risks that are expected to grow more frequent and extreme, countries and companies worldwide are calling for net-zero emissions. It’s a huge undertaking, but here are some ways that governments, businesses, and individuals can prepare. Trillions to transform. As much as $3.5 trillion in additional spending on physical assets will be needed each year from 2021 to 2050, a McKinsey analysis reveals. During the transition, substantial amounts of capital will also have to be reallocated from high-emissions assets to low-emissions ones. Financial institutions are likely to play a key role in reallocating capital on a large scale. Millions of jobs gained and lost. A fundamental transformation of the global economy would have profound implications for the world’s labor markets. About 200 million jobs may be gained and 185 million lost by 2050 in the transition, based on an analysis of sectors that produce about 85 percent of global emissions. Businesses can help make the case for change and help workers build new capabilities. Companies are also likely to need new data, talent, and infrastructure. For example, using digital platforms may enable firms to better track greenhouse-gas emissions embedded in their operations and supply chains. Leaders will also need to build climate considerations into frameworks for making key decisions. A looming materials shortage. The transition to net-zero emissions by 2050 would open up new markets for low-emissions products and services. Decarbonizing processes and products can make companies more cost-effective, in some cases. But companies are also facing looming shortages of low-emissions resources. Green materials are needed to reduce emissions from supply chains, but demand for some low-emissions materials may far exceed supply by the next decade, McKinsey research shows. For instance, in 2030, Europe’s demand for green steel could be two times the amount that’s available. Using digital modeling tools to understand various supply and demand scenarios and implications for pricing may enable companies to better cope with green-materials shortfalls. Governments’ role. Similar to businesses, governments can develop decarbonization plans and use policy, fiscal, and regulatory tools to create incentives. Since the net-zero transition would unevenly affect countries and sectors, governments would also need to manage the varying effects on communities and industries. Public-sector organizations can develop social-support programs that help citizens acquire new skills and jobs , and provide economic relief for lower-income workers. They can also hasten research and development that would lower the cost to acquire clean technologies. It’s on us. Finally, individuals can keep learning about climate change and how the net-zero transition might affect consumers and workers. People may need to adopt new habits and behaviors. For example, consumers might eat less beef, drive electric cars, and improve the energy efficiency of their homes. The journey to a net-zero future may be risky, but it’s also full of opportunity. More important, we’ll have helped the planet become a more hospitable place not only for humans but for all creatures on earth.
OFF THE CHARTS In the US, students in majority-Black schools fall further behind School closures, quarantines, and lagging attendance: sadly, students in majority-Black schools have fallen even further behind their peers in majority-White schools. Before the COVID-19 pandemic, US elementary-school students in majority-Black schools had nine months of math curriculum still to learn when compared with other students. That gap has since widened to a year. 
Check out our chart of the day here.
PODCAST Wrapping it up: What’s new in packaging In this edition of the McKinsey on Consumer and Retail podcast, Ron Delia, CEO and managing director of global packaging company Amcor, reveals how e-commerce is creating new demands on packaging. “Just take any grocery item; it could be pasta sauce in a rigid container or rice in a flexible package. Everything that the item’s package does in a traditional brick-and-mortar retail channel, it has to do in the e-commerce channel—and then some,” says Delia. In addition, in online retail, the “moment of truth” is when the consumer opens the box, so that experience needs to be compelling, Delia added.
MORE ON MCKINSEY.COM Reversal of fortune: How European software can play to its strengths | Europe’s relative lack of top software firms threatens its economic competitiveness. It’s time for the private sector to stop trying to play catch-up and take a new approach. How to navigate mining’s cash-flow conundrum | The mining industry’s commodity prices have been on an upswing. Our analysis of the industry’s cash flow management could help leaders maximize value. US wealth management: A growth agenda for the coming decade | As hopes for a postpandemic recovery grow, the financial industry must prepare for the changes in technology, consumer needs, and society that will shape the future of wealth management.
THREE QUESTIONS FOR Shelley Stewart III McKinsey partner Shelley Stewart III was recently recognized as one of Crain’s New York Business’s Notable Black Leaders of 2022. Shelley, who leads McKinsey’s research on US Black economic mobility, founded and directs the McKinsey Institute for Black Economic Mobility. In this interview, he reflects on Black leadership in the workplace. This is an edited excerpt. How did your upbringing influence your development as a leader? I absolutely saw this level of determination every day from both of my parents, who both went to work every day and had to deal with all sorts of things that folks who are Black had to deal with, and in my mom’s case, being Black and also a woman. I was party to those discussions at night at the dinner table about issues that they were facing. The spirit of it was never complaining. It was more about understanding the reality of the situation that we’re in. [It was also about] recognizing that as you progress, you have an obligation to bring more people through the door. That’s something that’s always stayed with me. You’ve got to open doors, create opportunities for folks who look like you, who traditionally have not been given these opportunities. The whole of your success will not be based on the level that you rose to but actually on how many people that you directly helped to bring along that journey so that they can progress and provide more for their family. What are some solutions for a more equitable future? If you invest in people, in human capital that is here in this country, that has been traditionally underinvested in, then that is a high ROI way to use your money because that is a local economic-development lever. We are better off as a society if we are educating our people to be more book smart and providing adequate healthcare so that they are healthy. That allows them to later be more productive in the workforce, as entrepreneurs and investors, and that is an economic engine. This whole idea of economic empowerment of Black Americans is at the core of sustainable, inclusive growth. Some people may say, well, why focus on Black Americans? That’s just because if you can solve it for Black Americans, than you’ve got seeds of the solution for all Americans living close to the poverty line, because Black Americans are disproportionately the poorest and from an income perspective and from a wealth perspective, they suffer from very limited economic mobility, if you look historically. Black Americans have faced limited mobility for generations. Have we as a society made any progress? If you look at educational attainment, that’s one area where, objectively, you can say we’ve seen progress. It started when you were in high school and going into college. We’ve seen some gains at some of the higher levels. And you’ve seen [it with] some CEOs and [in] some boardrooms. But that prosperity for Black Americans is not broadly shared. In the US, the opportunity to increase the number of Black-owned businesses and support Black entrepreneurs is substantial. — Edited by Belinda Yu Share this Q&A
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 01:50 - 18 Mar 2022 -
Get dressed in a few clicks: The billion-dollar world of digital fashion
McKinsey&Company
The future of fashion In the news • Here’s looking at you—virtually. The fashion industry is expanding beyond the physical world into the digital one, bringing digital clothing to life through computers instead of factories. People can now wear virtual apparel on social media or in virtual work meetings. They can buy virtual fashion through digital photos, gaming programs, and augmented-reality videos. Big companies are leaping into the virtual fashion market, which could be worth more than $55 billion by 2030. [NPR] • Comfier work wear. The meaning of business casual has gotten fuzzy, thanks to relaxed work-from-home days and virtual meetings for the past two years. Now that many employees are returning to the office, dressing for work outside the home has gotten tricky. Companies are capitalizing on new trends to provide some level of comfy fashion without crossing the line. One e-store owner sells “easy pants” with stretchy waistbands that “won’t raise eyebrows” at work. [WSJ] It was a breakout year for sportswear, with 42% of positive economic profit in the McKinsey Global Fashion Index coming from sportswear companies. On McKinsey.com • Fashion is finding its feet. In 2020, a record 69% of fashion companies destroyed value, compared with 61% in 2019 and 28% in 2011, according to McKinsey analysis. About 7% of brands left the market altogether. But after two tumultuous years, global fashion is ready to find its feet once again. Still, the industry faces significant challenges, including choked supply chains, patchy demand, and persistent struggles to turn a profit. • Digital fashion. New trends in online fashion are exploding—for example, brands experimenting with nonfungible tokens and holding virtual events in the metaverse. Some companies are also creating virtual fashion collections that let users buy exclusive products for their online avatars. Along with the demands of digital, fashion leaders are grappling with tough decisions, including how to address sustainability concerns, compete for tech talent, and deal with potential product shortages. See ten themes that will be critical for the fashion industry in 2022. — Edited by Vanessa Burke See the trends 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> - 12:32 - 18 Mar 2022 -
Mothers are missing from the workplace. Here’s how to bring them back
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Early in the pandemic, working mothers had to balance their job responsibilities with the added pressure of around-the-clock childcare. This resulted in many moms leaving the workforce, while others kept working but suffering from burnout. Now, employers are pushing for business as usual without considering the needs of working moms. In a new Author Talks interview, Reshma Saujani, founder of Girls Who Code and author of the new book Pay Up: The Future of Women and Work (and Why It’s Different Than You Think), explores these challenges and lays out the steps employers can take to address them. Check it out to learn more. — Babi Oloko, digital editor, New York 
Author Talks: Where are the women who are missing from the workforce? Amid the pandemic, working mothers have had to downshift their careers to care for their children full time. Reshma Saujani says now is the time to change this dual burden. Give working moms a hand
Quote of the Day "In the future, insurers will have to recruit their staff according to new standards. The way we work will change significantly in almost all functions and will require new skills. Social, emotional, and technological skills will become more important." —McKinsey partner Julia Sperling-Magro on how insurers will work in the future in "Women in insurance: Leading voices on trends affecting insurers"
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My Rookie Moment: Authorship McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch episode 7
Cybersecurity trends: Looking over the horizon McKinsey examines three of the latest cybersecurity trends and their implications for organizations facing new and emerging cyberrisks and threats. Protect your tech
From risk management to strategic resilience Senior executives at leading companies reveal their commitment to move from defensive risk management to a forward-looking stance based on strategic resilience. Plan for success
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:09 - 17 Mar 2022 -
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by "New Relic EMEA" <emeamarketing@newrelic.com> - 06:16 - 17 Mar 2022 -
The real-estate business is trending green. What will future portfolios look like?
McKinsey&Company
New developments In the news • Greener buildings, stronger portfolios. The idea that people are willing to pay more for sustainable buildings has often been debated. But according to a 2018 study, rental and sales prices included a 6.0% and 7.6% premium, respectively, for green-certified buildings. Moreover, 63% of leading investors agree that greening strategies can lead to higher occupancy, rents, and overall value. Consequently, more leaders are considering how the financial risks of inaction might affect future portfolio values. Vivid Economics, a McKinsey company, estimates it will cost $5.2 trillion over the next decade to decarbonize the built environment. [WEF] • Turn down the lights. In Asia, solutions for decarbonizing the industry are emerging from both the public and private sectors. In Hong Kong and mainland China, for example, one real-estate company is offering tenants free energy audits as a way to understand energy consumption better. In addition, one Asian country has launched a fund that provides businesses with incentives to make their industrial facilities more energy efficient, covering up to half of the qualifying costs. Such cross-stakeholder efforts could be key to helping the industry reach net zero. [Fortune] A study of a diversified equity portfolio found that climate risks could reduce annual returns toward the end of the decade by as much as 40%. Our insights • Reassessing value. Real estate drives approximately 39% of global emissions, largely from the manufacturing of materials used in construction (such as steel and cement) and the energy consumed by buildings. That carbon footprint, along with other factors—like the physical threats of storms, floods, fires, and extreme heat—has led to a reckoning on asset valuations. Several major real-estate companies have conducted internal analyses and found that potential losses for some debt portfolios could double over the next several years. • Reenergizing real estate. Decarbonizing existing buildings to meet new regulations can be costly. For example, it could take up to $24.3 billion to retrofit the 50,000 buildings covered by New York City’s decarbonization law. However, there’s an opportunity for real-estate leaders to both revalue and future-proof their portfolios while creating new sources of value—like outfitting buildings with solar arrays and batteries so properties can double as local sources of energy generation and storage. See three actions real-estate leaders can take to thrive during the climate transition. — Edited by Andrew Simon Get real 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> - 12:24 - 17 Mar 2022 -
How to inspire responsible tech product management
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Inclusion, privacy, and sustainability—these key aspects of responsible stewardship often trail behind performance as a priority during tech development. Innovating responsibly requires meeting evolving customer and regulatory concerns on data use, the planet, and combatting bias. It’s quickly becoming a core value of tech. But as critical as it is, the intangibility of ‘responsibility’ can make it difficult to facilitate. Don’t miss a new article on strategies product managers can take to instill values of responsible innovation, design, and management into their own organizations. — Sarah Skinner, digital editor, New York 
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 toward innovation
Quote of the Day “Sometimes something unexpected could be a latent interest or something that can give you a lot of purpose. Both can be of service to others and give you a lot of satisfaction and joy. So we have to be always on the lookout for opportunities to express ourselves beyond what we do in our day jobs.” —Manish Chopra, senior partner, on his experience writing a book in the latest episode of My Rookie Moment
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Health equity: Activating meaningful change The COVID-19 pandemic has highlighted longstanding health and social inequities in healthcare and raised the urgent question of how health equity can be achieved. Address the issues
IoT comes of age McKinsey research shows that adoption of IoT technologies has increased exponentially the past five years—but successful implementation still eludes some. Here’s how to get it right. Connect physical and digital worlds
The mainstreaming of additive manufacturing After 40 years of development, what will it take for additive manufacturing to become more than a niche technology? Create a healthier planet
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:20 - 16 Mar 2022 -
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Grow your team with confidence 🌏
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by "Remote" <hello@remote-comms.com> - 05:10 - 16 Mar 2022 -
Why you should care about quantum computing
McKinsey&Company
A quantum leap The news • Speedy and secure. There are two big reasons leaders should care about quantum computing. The first: quantum computers are much faster than conventional ones at solving problems. For instance, a typical computer would take billions of years to figure out the prime factors of large numbers, but a quantum computer takes only a few days. The second reason: since prime factorization underpins a great deal of today’s IT infrastructure, quantum computing will put an end to our present-day cybersecurity systems, which means companies that don’t update their IT systems will be powerless against cyberattacks. [HBR] • With great power. When a commercial-grade version of a quantum computer arrives, it will deliver an explosion of computational power that will enable the world to do what it has only imagined before. Quantum computers can run simulations that could help companies speedily develop new medications and materials, for example. However, quantum computers could also be used to design bioweapons and hack into communications systems. Strong governance is therefore needed to manage the risks and maximize the benefits. [WEF] Our research indicates that the value at stake for quantum-computing players is nearly $80 billion. Our insights • Young and growing. Quantum computing is a nascent field, but it’s growing fast. Public funding still accounts for the majority of global investment dollars, but private investment in quantum-computing technologies is rising, reveals McKinsey’s biannual publication, The Quantum Technology Monitor. In 2021, public funding for quantum computing reached $30 billion, while private funding for start-ups totaled $3.5 billion. Nearly 200 start-ups are working to develop quantum technologies. • Where the talent is. Asia is leading the world in quantum-computing innovation and talent, McKinsey analysis reveals. China and Japan both hold 27% of global patents, compared with the US’s 19% and the EU’s 16%. Of the global pool of about 526,000 people with quantum-computing skills, nearly 30% reside in India. For examples of what the business world can achieve with quantum computing, visit our collection page, “The Rise of Quantum Computing.” — Edited by Belinda Yu Discover quantum computing 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> - 12:27 - 16 Mar 2022 -
On the cusp of stardom: opportunities in addictive manufacturing
the Daily read
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Additive manufacturing (AM), more commonly known as 3-D printing, is one of the most dynamic and revolutionary technologies in manufacturing. It’s now a €13.4 billion (or $14.7 billion) industry, and it’s growing quickly. But even while rapid innovation is driving its use, AM is still considered mostly a niche technology with limited large-scale adoption in real-world production applications. A new article explores how manufacturers can take AM technologies to the next level through a holistic approach. See what opportunities lie ahead. — Joyce Yoo, digital editor, New York 
The mainstreaming of additive manufacturing After 40 years of development, what will it take for additive manufacturing to become more than a niche technology? Understand new technologies
Quote of the Day "We’ve seen lots of examples where people buy a new piece of technology and it’s used for the first week and then sits idle. And it’s through uniting the business side and the technology side and changing the day-to-day ways of working that you get to real change for companies." —McKinsey partner Michael Chui on what companies get wrong when they try to use Internet of Things in a new episode of The McKinsey Podcast
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Women in insurance: Leading voices on trends affecting insurers As part of our celebration of International Women’s Day 2022, female McKinsey partners offer insights into the latest in insurance: new technologies, new services, and new customers. Their expertise covers all relevant topics, functions, and lines of business. Browse the posts
How business operations can respond to price increases: A CEO guide Companies need better tools to tackle rising prices. CEOs can look for them across their business operations. Understand inflation
The McKinsey Crossword: Excellence | No. 67 1 across: ___ Excellence (book by Carolyn Dewar, Scott Keller, and Vikram Malhotra). Can you solve it? Play now
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:17 - 15 Mar 2022 -
Start monitoring critical workflows — choose your monitors
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by "Max from New Relic" <mfrancisco@newrelic.com> - 12:00 - 15 Mar 2022 -
Join Datadog for our virtual event, “Accelerating Digital Transformation with Observability”
Hi Abul,
We would like to invite you to our virtual event, “Accelerating Digital Transformation with Observability,” on Wednesday, March 23 at 14:00. During this webinar, we will share some tips on how Datadog’s unified monitoring platform can help businesses accelerate their cloud migrations.
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by "Ali Shaw" <events@datadoghq.com> - 04:02 - 15 Mar 2022 -
Purposeful work is important, but how do companies go beyond buzzwords?
McKinsey&Company
Finding purpose The news • What’s your ‘why’? If your image of a purpose-driven employee is someone who wants to make the world a better place and is preoccupied with legacy, it might be time to broaden your view. What motivates one worker often differs from the next, so bosses should take care not to project what they believe to be meaningful onto their employees. For example, some people love to learn new skills, while others might find specific types of responsibilities meaningful. [Economist] • Know thy staff. Many of us are reexamining our lives and priorities amid the ongoing COVID-19 pandemic. As a result of that reevaluation, six employee archetypes have emerged in today’s workplace: ambitious employees, who rolled up their sleeves during the pandemic; “double-duty professionals,” who struggle to balance their job with their family life; “work-to-live advocates,” for whom work isn’t a priority; employees looking for human connection; “zest for lifers,” who don’t need a paycheck but find work rewarding; and new hires, who are still lost and confused because their entire experience with the company has been virtual. [WSJ] “A recent study found that 29% of companies now include various ESG metrics in their incentive plans, up from 22% a year ago.” Our insights • Shift in attitudes. The COVID-19 pandemic has prompted companies to rethink their purpose, responsibilities, and roles in society. There’s been an across-the-board shift in stakeholder attitudes on environmental, social, and governance (ESG) issues and purpose, says McKinsey partner Robin Nuttall in an interview with Oxford University’s Rupert Younger. Among employees, “70% now demand purposeful work. They want the company they work for to take a strong position on social issues,” says Nuttall. • Purpose versus performance. “Purpose does not come at the expense of profitability but, in many cases, drives outperformance,” says Younger. “Companies on the NYSE and Nasdaq that had strong ESG records at the start of the pandemic … outperformed those with low records.” Listen to the full podcast for a five-part framework that can help leaders link purpose to actions and outcomes. — Edited by Katrina Parker Embrace your purpose 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> - 12:39 - 15 Mar 2022
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