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Mind, body, spirit: The wellness industry has got you covered
The Shortlist
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Our best ideas, quick and curated | FEBRUARY 25, 2022 View in browser 
This week, we take a look at how the global wellness industry is responding to fast-changing consumer habits. Plus, the state of grocery retail in India, and how growing concern about climate change is affecting car buying in Asia. 
Healthy, wealthy, and wise. The $1.5 trillion wellness market is growing, thanks to consumers who are increasingly prioritizing their health and well-being. The acceleration of e-commerce during the COVID-19 pandemic, the widespread appeal of mobile fitness apps and trackers, and consumers’ growing willingness to share personal information with brands are all converging to make wellness more connected and customized than ever. We want wellness. People all over the world are increasingly aware of the importance of physical and mental health. According to a McKinsey survey of about 7,500 consumers, nearly 80 percent of respondents in Brazil, China, Germany, Japan, the UK, and the US think that wellness is important. In fact, consumers in every market we studied said that wellness has become a much bigger priority in the past two to three years. Make it personal. McKinsey consumer research also indicates a huge shift toward personalization in the wellness industry. In health, fitness, nutrition, appearance, sleep, and mindfulness, consumers—particularly in Brazil and China—are increasingly willing to engage with companies online and share personal data in exchange for more customized service, recommendations, and treatments. Blurred categories. Along those lines, wearables and fitness trackers are enabling fitness regimens to become better customized—for instance, through tracking a user’s exercise and sleep and providing personalized advice. These devices often cross into multiple product categories. Even so, a majority of consumers say that they don’t want a single solution or company to help them with every facet of wellness. This suggests that a more effective approach for companies may be to extend their brands in a targeted way—perhaps through M&A. No couch potatoes here. Lockdowns, stay-at-home orders, and social distancing forced even the most dedicated gym-goers to change their routines. Still, consumers found new ways to work out, including exercising at home, using connected fitness gear, and joining outdoor fitness classes. In fact, about 10 percent of the US population set up home gyms or accessed online fitness resources during the COVID-19 pandemic. On demand exercise. We spoke to a coach at one fitness studio that developed an online exercise platform early on in the COVID-19 pandemic. Shaun Robert Jenkins, senior training manager and head coach of a fast-growing NYC fitness studio, described two important pivots the company made during the COVID-19 crisis. “[We went] from our indoor studio to the outdoors, so that we could continue offering in-person fitness sessions in a physical space,” Jenkins said. “We also began to offer workouts in the digital space through our on-demand platform.” The online platform enabled the studio to deliver “a constant stream of content” to their members. An app a day. Speaking of exercise on demand, we end on something you likely have in your smartphone: a mobile-fitness app. Investors poured a record-breaking $2 billion into developing fitness-tech apps in 2020. Our research shows that more than a third of global consumers will likely spend more on nutrition apps, diet programs, juice cleanses, and subscription food services over the next year. As we enter a third year of the pandemic, thank goodness that there are myriad ways to get healthier, too.
OFF THE CHARTS That silent sound of electric vehicles taking off in Asia Consumers in Asia are increasingly concerned about climate change and sustainability. Our analysis indicates that by 2030, electric-vehicle sales will dramatically outpace sales of vehicles with internal combustion engines in China, India, Indonesia, and Japan. China leads the way, with 60 to 80 percent of vehicle sales expected to be electric or hybrid models by the next decade. In Japan, up to 60 percent of car sales could be electric in 2030, while in India and Indonesia, the share of electric-vehicle sales could reach 30 to 50 percent That shift will likely reshape the auto industry in fundamental ways—from the growing importance of battery suppliers to the new technical skills and capabilities required to produce electric vehicles. 
Check out our chart of the day here.
PODCAST The Fourth Industrial Revolution depends on people Workers often fear that digitization and automation represent a threat to their livelihoods. But although some jobs will likely be displaced by new technologies, companies at the cutting edge of technology are actually creating many more new roles. In this edition of the McKinsey Talks Operations podcast, the WEF’s Francisco Betti leads a conversation on the use of digital technologies in manufacturing and the training workers need to enter the high-tech future. “When you learn new skills, when you educate yourself, you have the opportunity to live a better life,” says David Goeckeler, CEO of Western Digital and a panelist at the WEF event, Lighthouses Live. “It’s not just about our company being better and us being prepared for the future; it’s about all of our employees being ready for that future.”
MORE ON MCKINSEY.COM The state of grocery retail in India | The grocery market in India has evolved considerably in the past decade. This report examines the changing face of demand, dynamics and disruption in the sector, and the implications for retailers and consumer-packaged-goods companies alike. Why private equity sees life and annuities as an enticing form of permanent capital | Private acquisitions of in-force books are growing—we have a playbook for those considering market entry, those already in, and insurers wondering how to respond. Climate risk and the opportunity for real estate | Real-estate leaders should revalue assets, decarbonize, and create new business opportunities. Here’s how.
THREE QUESTIONS FOR Amy Webb Leading futurist and business adviser Amy Webb’s new book, The Genesis Machine: Our Quest to Rewrite Life in the Age of Synthetic Biology (coauthored by Andrew Hessel) explores the risks and rewards of synthetic biology, a new and rapidly expanding field. This is an excerpt from a recent edition of Author Talks on McKinsey.com. Why is this the time to read about synthetic biology? The first reason has to do with investment. SARS-CoV-2, which is the virus that causes COVID-19, acted as a catalyst for genetic sequencing—for synthesis. It broke us free of our existing mental models for what a virus was and how it spread, for pathogen detection, and new ways to inoculate people. That attracted significant investment. There’s a flood of capital being directed at synthetic biology, which means that in the next 24 to 36 months, we’re going to start to see this ecosystem really develop. The second reason has to do with risks. In the future, the most worrying data security breaches could actually involve our DNA. In this biological era that we’re entering, it could be a major information security problem. There are easy ways to scrape somebody’s genetic code. That could have widespread implications if that person is a politician or is the CEO of a big company. The third reason actually has to do with solutions. It’s hard to get people to change. We just saw at COP26, the big climate-change conference, that world leaders are just not going to act fast enough to mitigate the climate crisis, especially when what we’re asking countries to do is to stop contributing to their economy by scaling back some of their manufacturing or having to change it. We’re going to have to develop alternatives. Why should CEOs and businesses care now about synthetic biology? Synthetic biology is a new term to just about everybody. At some point, artificial intelligence was also a new term. We talk about AI today, but most of what we’re talking about has to do with other things, like the impact of automation. AI is here; it’s invisible; most of our daily activities require it; it’s fundamental. We’re going to be in the same place ten or 15 years from now with synthetic biology. The biggest and most durable inventions of the 21st century are going to be at the nexus of biology and technology. For that reason, I cannot think of an industry that synthetic biology will not have some impact on over the next decade. Pharmaceuticals, industrial materials, auto manufacturers, banks, everybody in some way will play a role in what’s coming. Can synthetic biology’s benefits be both accessible and inclusive globally? The genetic databases don’t tend to include people of color. Historically, our governments have done awful things to people of color in the name of experimentation. We’re going to have to figure out ways to engender trust because this technology gives us optionality. It also gives us other ways to think through the problems that we keep trying to attack with similar solutions that aren’t making any real change. What gives me hope is that between human ingenuity and the science and technology that we have access to, we can right some of our wrongs, and we can create better futures. But we can’t approach that with outright fear or a complete utopian ideal. We have to take a pragmatic approach. If we can do that, then we live longer, better, healthier, happier lives. It’s going to be hard work, though. — Edited by Belinda Yu Share this Q&A
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:23 - 25 Feb 2022 -
Feeling less connected to your virtual teammates? Here’s what to do about it.
McKinsey&Company
The how-tos of hybrid The news • The “Great Disconnection.” Two-thirds of workers report feeling less connected with their colleagues in the pandemic shift to remote working. This disconnection is one of the largest drivers of voluntary employee turnover—one that’s cost US companies more than $400 billion annually. Because connection is such a crucial part of employee retention, managers should tackle it proactively, since spontaneous in-person watercooler conversations and coffee chitchats may happen less frequently in a hybrid workplace. [HBR] • Unhappy hour. Just as we’re rethinking hybrid work, so too can we reimagine team-building events into more inclusive, and potentially less alcohol-focused, activities. That’s especially important for the more than 14 million people in the US with an alcohol-use disorder, according to a 2019 survey. Cooking classes, book clubs, and game nights can bond your team members in fun ways that don’t exclude those who don’t want to—or can’t—indulge in alcohol. [Fortune] You don’t have to make all the decisions about your hybrid virtual model up front and in advance. See what happens. See where your best talent emerges. Our insights • Who’s in and who’s out. As companies continue to ponder return-to-work models, many are considering a hybrid approach. The potential benefits of a hybrid workplace include increased flexibility and productivity, lower costs, and better employee experience. But hybrid virtual models can run the risk of creating two separate organizational cultures—with the in-person culture dominating as workers benefit from on-site collaboration and colocation, our research shows. Meanwhile, the virtual workforce may feel left out and isolated, as a sense of belonging and common purpose get lost across the workforce and organizational performance deteriorates. • Making hybrid work for you. As you’re reimagining your postpandemic organization, pay heed to the effect of your choices on organizational culture: on the ties that bind your teams and on the core aspects of your leadership. There’s no single hybrid virtual model that works for every company, but the ideal model for your organization is one that will give stability, social cohesion, and a sense of identity and belonging to all employees—whether they’re in the office full-time, never, or sometimes. We’ve identified various hybrid models for leaders to consider, the factors involved in managing the transition, and metrics to ensure your new model is working. — Edited by Justine Jablonska Build teams better 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> - 12:12 - 25 Feb 2022 -
Patients love telehealth—physicians are not so sure
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
When it comes to your health, do you prefer your care to be IRL (in real life) or URL (virtual)? If you’ve had an online checkup recently, you’re not alone—indeed, 88 percent of consumers in a 2021 survey said they had used telehealth services since the pandemic began. But physicians are indicating they might prefer a return to more hands-on care. A new article can help you make sense of the disconnect between consumers and providers, plus the trends shaping what’s next for telehealth. Check it out. — Babi Oloko, digital editor, New York 
Patients love telehealth—physicians are not so sure During the pandemic, patients have said that they like telehealth, especially for behavioral-health treatment. But physicians say they are concerned about telehealth’s long-term sustainability. Understand different perspectives 
Quote of the Day —Joe Landon of Lockheed Martin on humans going to Mars and beyond in a new article on the emerging space economy
Chart of the Day See today’s chart
Also New 
US wealth management: A growth agenda for the coming decade Mounting hopes of postpandemic recovery signal an imperative to prepare for the changes in technology, consumer needs, and society that will shape the future of the wealth management ecosystem. Adapt your models 
Creating good packaging for packaged goods The e-commerce boom, widespread concerns about sustainability, and the digitization trend are spurring innovation in the packaging industry. Many consumer products will soon be in packages that are stronger, sustainable, and smart. Leave a greener footprint
Surveyed nurses consider leaving direct patient care at elevated rates Nurses and other healthcare professionals shed light on why they are considering leaving, as well as what might make them stay. Listen to healthcare workers
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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> - 06:37 - 24 Feb 2022 -
Why every hospital needs a garden
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
In this issue, we reflect on a question posed by the late Dr. Paul Farmer. Plus: a look back at issues of Intersection that focus on Black history. THE QUESTION 
“What does the garden look like?”
— Dr. Paul FarmerThis week saw the passing of Dr. Paul Farmer, a champion of global health equity and a cofounder of the nonprofit organization Partners In Health. Dr. Farmer called for greater attention to be paid to people’s lived experiences, and he advocated for human-centered design to be incorporated into global health. Nearly a decade ago, he told Wired that “we have to design a health delivery system by actually talking to people and asking, ‘What would make this service better for you?’” Dr. Farmer recalled seeing people in Haiti who had been sleeping outside of a hospital for days, waiting to get in. “No one was asking them, ‘What are you eating while you’re waiting? What is your family eating while you’re gone?’” Dr. Farmer’s work has opened up new ways of thinking about design, its possibilities, and the moral commitments it might entail. This McKinsey article explores how global health leaders can strengthen public-health projects, programs, and organizations—and better serve people and communities around the world—by taking a design approach. Harnessing design means focusing on better understanding individuals’ needs and motivations, translating these insights into tangible ideas, and iteratively testing and refining prototypes before rolling out a solution. By engaging a broad set of stakeholders and end users throughout the entire process, those taking a design approach seek to ensure that the solutions that are implemented reflect people’s lived experiences. (Here’s more on the use of design in global health.) Dr. Farmer also saw the value of a different sort of design—including the design of buildings and landscapes. In a 2020 discussion with the nonprofit MASS Design Group, he described “attending to the beauty” of such design as “a mark of respect” and a matter of human dignity. After all, he pointed out, any hospital in a city such as Boston would be expected to have a garden. Why, then, shouldn’t a district hospital in Rwanda have one too? “Some people would say to me, ‘What garden?’ Really? You’d go to a hospital in Boston and expect it not to have any quiet, lovely place—whether it’s on the inside or the outside? Wouldn’t you expect that?” Butaro Hospital was built in 2011—and it was built with gardens.
THE TAKEAWAY 
Here’s a look back at issues of Intersection that focus on Black history. - What it meant to see Sidney Poitier on screen—in the words of journalist Wil Haygood (pictured above)
- Women leaders who stepped into new roles last year—including Rosalind Brewer, Thasunda Brown Duckett, and Michaela Jaé Rodriguez
- The role of historically Black colleges and universities in increasing economic mobility among Black Americans
- An initiative aimed at eliminating America’s racial wealth gap through “deliberate, collective action”
- The lessons we can learn from Ida B. Wells
- An investment in Black women led by Black women
- How US National Youth Poet Laureate Amanda Gorman is lighting the way
— Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 02:33 - 24 Feb 2022 -
You may not know it, but satellites are changing your life. Here’s how.
McKinsey&Company
From here to infinity The news • Speed demon. Lightning strikes can be extremely dangerous. The good news is that new aerial satellite technology can map lightning flashes precisely, helping scientists to better observe their behavior and better understand how to keep people safe from lightning. In April 2020, one US satellite captured an image of a 477-mile “megaflash”—a massive bolt of lightning that snakes horizontally through storm clouds. The megaflash streaked across three US states, setting a record as the farthest-traveling flash. [Business Insider] • Nowhere to hide. That will soon be the fate of methane emissions as new monitoring technologies make them easier for satellites to detect. A Canadian satellite—no bigger than a microwave oven but with powerful imaging capabilities—has already identified two significant methane leaks while hundreds of miles above Earth. In the next two years, an array of satellites from various countries will be launched to form a methane surveillance ecosystem, which could lead to major progress in the fight against global warming. [Smithsonian] “Earth-observation data allows [people] to obtain a common picture of global risks and take preemptive action. Rather than just living on a changing planet, we can help it thrive.” Our insights • Space odyssey. Insights gleaned from satellites in space are transforming the way people live and work on Earth, says one top executive of a satellite-data company. For example, data on diseases and pests help farmers improve crop yields, and landscape images monitor changes over time and can help government officials prevent wildfires. Satellites and other technologies advancing the space industry—such as reusable rockets and edge-computing-based sensors—are fueling the growth of what may become a trillion-dollar space economy. • Moon shot. Setting up a base (or two) on the moon is no longer the province of science fiction. Space travel and exploration are likely to become more common by 2030—and there will be many more satellites in orbit, benefiting people on Earth in a variety of ways, says Planet Labs cofounder Robbie Schingler. Read the full interview to discover how using satellite data responsibly can help us become “planetary stewards,” taking care of the Earth rather than just occupying it. — Edited by Rama Ramaswami Explore the space economy 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> - 12:18 - 24 Feb 2022 -
The power of online ratings and customer reviews
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
What’s one thing you do before splurging on something new? Whether you’re hunting for headphones or housewares, you probably want to see how others feel about the product you’re eyeing. Online ratings and customer reviews play an increasingly powerful role for brands and consumers alike, especially in the wake of the pandemic. “I think everybody’s realized this is an easier, more convenient, and, frankly, more transparent way to shop,” says McKinsey partner Dave Fedewa in the latest episode of The McKinsey Podcast. Listen in for more on marketing, product design, and why customer reviews are here to stay. — Joyce Yoo, digital editor, New York 
Why business must heed customer reviews COVID-19 has made e-commerce more competitive than ever. Paying attention to customer reviews will give organizations a necessary edge. Understand consumer power
Quote of the Day “Where our CEOs started was, I’ve got this team. My job is to manage the psychology of the team. I need to solve for the psychology for this group as a group.” —Scott Keller, senior partner and coauthor of forthcoming McKinsey book CEO Excellence, on how CEOs lead through leaders
Chart of the Day 
See today's chart
Also New 
Getting business process outsourcing right in a digital future Outsourcing the management of business process is becoming much more digital—and potentially much more powerful for buyers and providers willing to engage more strategically and collaboratively. Work smarter
Fostering an inclusive urban-transit system How can we make traveling in cities safer and more comfortable for members of at-risk groups? Moving forward
AI-driven operations forecasting in data-light environments Too many companies still rely on manual forecasting because they think AI requires better-quality data than they have available. Nowadays, that’s a costly mistake. Leverage smart technology
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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> - 06:36 - 23 Feb 2022 -
Grocers’ holy grail: Fast, cheap delivery that actually makes money
McKinsey&Company
Delivering delivery The news • Cheap groceries aren’t cheap. New grocery-delivery start-ups, many testing their models in New York City, are discovering that while it’s possible to deliver groceries quickly, delivering them profitably is a tougher nut to crack. Although consumers have welcomed the service (sales are surging for the handful of fast-delivery start-ups operating in NYC), high costs for labor and marketing make scaling these businesses a hard climb. [WSJ] • Dark stores go dark. Some European cities are considering curbs—and two have enacted a one-year freeze—on grocery-delivery companies’ “dark stores,” facilities that aren’t open to walk-in customers and serve exclusively as distribution centers. Residents are increasingly complaining about neighborhoods dotted with warehouse-like facilities and noise from delivery vehicles. [Reuters] Several innovative solutions—for example, electric or autonomous vehicles, automatic drop-off points, or droids—could eventually reduce delivery costs. Our insights • Why it matters. In the US, online-grocery sales penetration as of June 2021 was three times above prepandemic levels, rising to low double digits. Increasingly, consumers are demanding convenience, value, and speed. But while sales are strong, making a profit is tricky: costs for delivery can amount to 10–13% of sales, while store picking and other operations can take another 11–14%. • Globally, think locally. There’s no silver bullet for profitable grocery delivery. Instead, different regions demand customized approaches that might include traditional stores, dark stores, or highly automated fulfillment centers, combined with various last-mile strategies. Read on to learn how grocers can tailor a profitable approach to each market and market segment. — Edited by Katy McLaughlin Shop for solutions 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> - 12:14 - 23 Feb 2022 -
Three keys to a resilient postpandemic recovery
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
If history is a guide, the choices made today in response to weaknesses exposed by the pandemic may well lay the foundations of future growth. Amid disruption, adaptability and decisiveness are crucial to building resilience. But how can leaders shift from a defensive posture and an emphasis on short-term goals to embrace a sustainable, inclusive growth agenda? How can economies and societies address interrelated challenges around climate, healthcare, labor needs, supply chains, and more? A new article highlights three elements that can help bend the curve—check it out. — Torea Frey, managing editor, Seattle 
Three keys to a resilient postpandemic recovery The path to sustainable, inclusive growth lies in building resilience now. Look to the future
Quote of the Day “I really encourage, especially hiring managers and leaders, to name what areas of diversity they want to focus on. If you can’t name it, you’re not going to be able to change it or measure it. Again, we need more hiring managers to move away from the culture fit equation and move toward culture add.” —Ruchika Tulshyan, author of Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging At Work, in a recent interview from McKinsey's Author Talks series
Chart of the Day See today’s chart
Also New 
How to be an excellent CEO: Part 4 Learn how the best CEOs engage their boards in this fourth video of a seven-part series. Engage the board
A changing material-handling market: How to ensure continuous success While the segment remains fragmented, a wide variety of here-to-stay macroeconomic trends are shifting the market landscape, requiring manufacturers to adapt to an increasingly blended market. Adapt to new trends
Unlocking opportunities in women’s healthcare Advances in women’s healthcare are accelerating, with implications for investors and stakeholders across the value chain and beyond. Center patients’ needs
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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> - 06:54 - 22 Feb 2022 -
Loneliness and burnout: The struggles of women in today’s workplace
McKinsey&Company
Dousing burnout at home and at work The news • Isolation IRL. Loneliness in Gen X women (ages 41 to 57)—and, in particular, Gen X mothers—rose more sharply than any other group during lockdown, a 2020 survey reveals. Much attention has been paid to the social and digital lives of millennials and Gen Z, but the women of Gen X find themselves struggling with a unique brand of COVID-19 loneliness. The lack of available in-person social outlets has led more women to spend more time on social media. For those who struggled to find friend groups even before the pandemic, it’s no surprise that social media can exacerbate feelings of isolation. [WSJ] • Field of screams. Most mothers can relate to the endless cycle of work, childcare, ever-changing COVID-19 guidance, a lack of vaccines for the under-5 crowd, and the invisible mental load of mothering. For a group of Boston moms, the simmering frustration called for catharsis: a primal-scream session held on a local high school football field. Releasing some of the desperation built up over the past two years may help some women keep going as the pandemic slogs on, said a New York City psychiatrist. [NYT] “Forty-two percent of women report being burned out. That is higher than last year and higher than [the percentage of burned-out] men.” Our insights • Stepping up, falling behind. One of the positive side effects of the COVID-19 pandemic has been employer-led efforts to support mental health. Unfortunately, women still suffer burnout more often than men, at all levels of organizations, even as they are trying to help fellow colleagues reduce burnout. Women are stepping up to be supportive leaders and improving their performance at work but often at the expense of their own well-being. • Women on the brink. McKinsey’s annual Women in the Workplace research shows that one in three women (and 60% of moms with young children) spend five or more hours a day on housework and caregiving, in addition to taking on more responsibility for successful DEI initiatives at work. Learn what leading companies are doing to reward women for the work they do, rather than the hours they work. — Edited by Gwyn Herbein Support women 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> - 12:16 - 22 Feb 2022 -
Invitation to Intel's Built for Wonderful Event
Invitation to Intel's Built for Wonderful Event
Intel invites you to our Built for Wonderful Event.
Discover how Intel technology and our broad ecosystem are powering the transformation to software-defined everything.
Join us for Intel’s Built for Wonderful virtual event on Friday, February 25th. Hosted by Nick McKeown, Senior Vice President, Senior Fellow and General Manager of the Network and Edge Group, the event will reveal new products and feature other industry leaders on their latest successes with Intel.
Kick-off this year’s Mobile World Congress with Intel and hear about the latest developments in 5G and the intelligent edge:
Friday, February 25th, 2022
12:00 AM SGT
Learn more hereWe look forward to you attending our virtual Built for Wonderful event!
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by "Intel Corporation" <intel@plan.intel.com> - 09:03 - 21 Feb 2022 -
A leader’s guide to physical and psychological well-being
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Has wellness dropped off your to-do list? Leaders tend to put themselves last, potentially exposing themselves to a long list of health conditions, jeopardizing their financial health, and straining their most important relationships. The pressures of a high-octane job may be unrelenting, but this week, let’s put them on hold and explore how to improve well-being. That includes managing time more efficiently, getting better sleep, and training your mind and body to better deal with stress. After all, by properly caring for yourself, you’ll be at your best for the people that you lead. AN IDEA 
Treat meeting time as a scarce resource Executives tell McKinsey they’re drowning in pointless interactions that produce information overload and drain their energy. Unproductive meetings not only waste time and exhaust people—they also have real financial costs. A recent McKinsey survey revealed that as many as 80 percent of senior leaders are considering changing or have already changed how they run meetings. In our view, leaders should treat time spent in meetings as seriously as they would a company’s financial resources. Many organizations are holding shorter meetings (15 to 30 minutes) and designating one day a week to be meeting-free, and some meetings—for instance, where information is shared in one direction—may not even be necessary. By excusing yourself from meetings that don’t directly affect you or your work, you might have more time to pursue projects you’re passionate about.
A BIG NUMBER 10 million That’s the approximate number of working hours Americans miss each year due to a lack of sleep, which includes being absent from work and working less productively. In addition to taking a toll on productivity and impairing employee performance, not getting enough sleep is linked to many health conditions, including Alzheimer’s disease, anxiety, hypertension, and type 2 diabetes. Ever catch yourself making questionable decisions or spacing out during a meeting? It might be time to prioritize getting more rest—sleep affects your ability to pay attention and how well you function cognitively. To get a good night’s rest, try to go to sleep and wake up at consistent times, cut down on alcohol and caffeine, and put away your cell phone for at least an hour before going to bed.
A QUOTE “When I look at the happiest people, they tend to have at least two, and usually three, groups they’re engaged with outside of work.” That’s Babson College professor and author Rob Cross on how keeping work in perspective enables high performers to thrive, stay resilient, and experience greater levels of well-being. High performers can sometimes enter periods where work becomes all-consuming, Cross says. During those times (which can last years!), senior leaders often lose touch with important parts of their identity. Being involved with book clubs or running groups, reconnecting with old friends, or exploring hobbies outside of work can pull people out of the “echo chamber” of a demanding job and create new dimensions to enjoy in life.
A SPOTLIGHT INTERVIEW 
With remote work continuing to blur the boundaries between office and home, it’s no wonder that employees are feeling more anxious and overwhelmed. Even during times of relative calm and stability, it’s difficult for humans to experience lasting peace and happiness because “the brain is designed as an instrument for survival and safety,” says resiliency expert Dr. Amit Sood in an interview with McKinsey. By keeping a positive outlook, however, we can improve our physical and psychological ability to cope with stress. “If I had to summarize the whole gamut of well-being research, it is simply this: you want to tell your genes and immune system, ‘I’m having a good time on this planet,’” says Dr. Sood. “This type of positive outlook tells your genes to switch from inflammatory to anti-inflammatory actions and boosts your antiviral immunity.”
THE COST OF BURNOUT 
Each year, burnout costs the global economy an estimated $322 billion in lost productivity. Since the start of the COVID-19 pandemic, nearly 50 percent of employees have said that they’ve experienced symptoms of burnout, according to a McKinsey survey of more than 5,000 full-time workers. And a Gallup study from 2021 reveals that burnout among managers in particular is growing worse, with leaders reporting more stress, anxiety, and depression than the individuals they manage. As the COVID-19 pandemic stretches into a third year, be kind to yourself and make time for your physical and mental well-being. Lead well. — Edited by Belinda Yu, an editor in McKinsey’s Atlanta office
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:54 - 21 Feb 2022 -
The week in charts
the Daily read
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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 the state of burnout for senior women leaders, why speed is essential as we near the end of the pandemic, why sporting-goods companies should prioritize direct-to-consumer models, private funding for ventures involving lunar orbits and beyond, and the cost of the net-zero transition. FEATURED CHART Women leaders continue to feel the burn of burnout 
See more
This week’s other select charts Ladies and gentlemen, start your engines Digital slam dunk Investors boldly spending on space ventures The cost will not be net zero
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:17 - 19 Feb 2022 -
How to make scenario planning more effective
McKinsey&Company
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McKinsey Classics | February 2022 
How to make scenario planning more effective McKinsey has been fascinated for years by the cognitive biases that explain how people make economic decisions, such as investments. One useful approach for controlling these biases is to develop scenarios that reflect a wide range of possibilities: for instance, how an acquisition would fare under a variety of macroeconomic, competitive, and geopolitical conditions, not just under the most optimistic ones. Yet the flaws that scenario planning aims to counteract can also undermine it—by shaping these very scenarios. Some sources of information are easily accessible or top of mind (the availability bias). The importance of low-probability events may be under- or overestimated (probability neglect), and risks and uncertainties may be discounted (overconfidence and excessive optimism). Many people assume that the future will resemble the past (the stability bias). Groupthink may inhibit free and open discussion (social biases), and subordinates may defer to ideas from the boss (sunflower management). As a classic McKinsey 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.” — Roger Draper, editor, New York Develop effective scenarios
Related Reading 
Are scenarios limiting your pandemic recovery strategy?
Scenario-based cash planning in a crisis: Lessons for the next normal
The use and abuse of scenarios
Did You Miss Our Previous McKinsey Classics? 
Building the civilized workplace Do people in your company explode at meetings? Make jokes about employees? Interrupt them when they’re presenting? If so, you have a workplace jerk problem. Find out how to address this in our 2007 classic article “Building the civilized workplace.” Don’t be a jerk
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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> - 11:10 - 19 Feb 2022 -
Cómo controlar las interacciones innecesarias en el trabajo
McKinsey&Company
Comparte este email Destacados mensuales, Febrero de 2022 Las reuniones ineficaces y los correos electrónicos incesantes pueden acabar con su energía, pero ¿sabía que también son perjudiciales para el desempeño de su organización? Las interacciones inútiles pueden afectar la productividad, la velocidad y la innovación de su empresa, pero las herramientas y técnicas adecuadas pueden ayudar. Este mes, nuestras historias destacadas analizan por qué la colaboración de alta calidad es clave para hacer el trabajo, así como por qué las mujeres en las corporaciones estadounidenses están exhaustas, estresadas y agotadas, y qué puede hacer el liderazgo para evitar una crisis de talento. Otros temas destacados en el número de este mes son: - La conexión entre el propósito y los asuntos de ASG, y cómo integrarlos en las experiencias vividas por las organizaciones
- Cómo pueden responder los líderes empresariales al efecto dominó de tres fases en la economía
- Cómo pueden las empresas reconstruir su capacidad de negociación de precios y su resiliencia a largo plazo
- Las cinco tendencias que marcarán al sector de los artículos deportivos en 2022
La selección de nuestros editores 
Si todos estamos tan ocupados, ¿por qué no se logra nada? Con reuniones interminables, correos electrónicos incesantes y tratos con miles de personas, las empresas han dominado el arte de las interacciones innecesarias. Ganar en la próxima normalidad requiere enfocarse mucho más en la verdadera colaboración. Colabore e innove 
El estado de agotamiento de las mujeres en el trabajo Las mujeres están haciendo más para apoyar el bienestar de los empleados, pero se enfrentan a niveles de estrés más altos como resultado. Esta es la manera en que los líderes pueden ayudar. Escuche LOS DESTACADOS DE ESTE MES 
El rol de ASG y el propósito Responder a tres preguntas sobre el propósito y los asuntos ambientales, sociales y de gobernanza (ASG) puede ayudar a los líderes empresariales a centrarse en lo más importante para sus organizaciones. Persiga el propósito 
La agenda del CEO en 2022: aprovechar el potencial de las sacudidas del crecimiento A pesar de las incertidumbres, la economía estadounidense es robusta. El año que se avecina podría impulsar un mayor crecimiento. 7 pruebas 
Cómo hacer frente al alza de precios en este mercado inflacionario El regreso de la inflación hace que la negociación de precios sea una capacidad más exigente y estratégicamente crítica. Construir resiliencia a largo plazo 
Artículos deportivos 2022: La nueva normalidad ya está aquí La industria de los artículos deportivos sigue evolucionando en medio de una mayor conciencia sobre la salud, un cambio en las preferencias de los canales y las crecientes preocupaciones por la sostenibilidad. Los participantes del sector deben adaptarse a las cinco tendencias que lo marcarán en 2022. Lea el informe 
La Cuarta Revolución Industrial será impulsada por las personas Las empresas a la vanguardia de la frontera tecnológica están empoderando a sus trabajadores con tecnologías digitales y con las habilidades que necesitan para utilizarlas. De la aspiración a la realidad 
El reto de las materias primas: Cómo el sector metalúrgico y minero estará en el centro de la transición energética A medida que el mundo se prepara para la neutralidad cero neto (net zero), la demanda de materias primas se dispara. La transición energética presenta retos únicos para las empresas metalúrgicas y mineras, que tendrán que innovar y reconstruir su agenda de crecimiento. Mantenga el ritmo de la demanda Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO NEW A military veteran knows why your employees are leaving Author Talks: How to gain a competitive edge with organizational culture Space: Investment shifts from GEO to LEO and now beyond Emphasizing the S in ESG Redefining corporate functions to better support strategy and growth Risk and resilience in consumer-goods supply chains Nurses and the Great Attrition The powerful role financial incentives can play in a transformation Author Talks: How to conquer fear, prepare for death, and embrace your power Game on: An interview with Microsoft’s head of gaming ecosystem SPECIAL FEATURES 
The net-zero transition: What it would cost, what it could bring Governments and companies around the world are pledging to achieve net-zero emissions of greenhouse gases. What would it take? Fulfill the ambition 
My Leadership Journey McKinsey created the Connected Leaders Academy to equip Black, Hispanic, Latino, and Asian leaders with the network and capabilities to achieve their professional aspirations. See the interviews CEO Excellence What are the six mindsets that distinguish the best leaders from the rest? Find out with the #CEOExcellenceBook. Preorder now 
My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch episode 6 McKinsey Classics Do you work with jerks? You owe it to yourself and your employees to read our 2007 classic “Building the civilized workplace.” Rewind 
Intersection Read a sample of Intersection and sign up for it or any of our more than 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
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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:18 - 19 Feb 2022 -
Do you hire for 'culture fit'? There’s a better way
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Are your company’s inclusion efforts actually undermining inclusivity? If you approach hiring by prioritizing “culture fit” or coach women of color to “fake it till they make it,” they might be. Better, suggests Candour CEO Ruchika Tulshyan, to consider “culture add” or to address the broader, systemic issues that keep some women of color from thriving. Tulshyan is featured in our latest Author Talks interview, which urges businesses to recenter inclusion efforts on women of color. Don’t miss this fascinating conversation on psychological safety, diversity, and how to do better on workplace inclusion. — Katherine Tam, digital editor, New York 
Author Talks: Don’t call it diverse Workplace inclusion efforts can undermine inclusivity by labeling people who are not white, cisgender, or male as “diverse.” Ruchika Tulshyan urges businesses to recenter on the experiences of women of color. Center on women of color
Quote of the Day “We live in this very rapidly changing society. I mean, the whole social contract is broken. The old concept of the state, the old concept of the family—what does it mean to community when a lot of it was supposed to be provided by the state?” —Andrew Sheng, distinguished fellow at the Asia Global Institute at the University of Hong Kong, on the state of today’s social contract in a recent episode of McKinsey Global Institute’s Forward Thinking podcast
Chart of the Day 
See today’s chart
Also New 
How AI-driven nudges can transform an operation’s performance The right advice at just the right moment can make all the difference to employee satisfaction and performance. New AI-driven approaches are making truly personalized, real-time coaching a reality. Learn from smart technology
The McKinsey Crossword: The Color of Love | No. 63 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
How to be an excellent CEO: Part 3 See what the authors of the #CEOExcellenceBook have to say about how the best CEOs lead through leaders in this third video of a seven-part series. Lead through leaders
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:15 - 18 Feb 2022 -
Standardization in SwaggerHub | The SmartBear Designer Series
Hey Abul,
Join us on February 22nd, for the newest installment of "The Designer Series", our monthly tutorial to highlight a specific SwaggerHub use case. For this upcoming session, we are focusing on setting standards within API Design.
SwaggerHub makes managing APIs design requirements painless by enforcing customized guidelines that uphold API quality, criteria, and standardization. By implementing reusable domains, your team will be able to ensure consistent API development and documentation for end-users.
To join us for this session, you can register here: "The Designer Series: Setting Standards in API Design"Hope to see you there,
Andrew Marotta,
Growth Marketing Manager at SmartBear
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by "Andrew from SmartBear" <swaggerhub-team@smartbearmail.com> - 09:49 - 18 Feb 2022 -
CEOs: Play your part in a new age of prosperity
The Shortlist
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Our best ideas, quick and curated | February 18, 2022 View in browser
This week, why CEOs should move optimism to the top of their agendas. Plus, traditional banks fall behind the competition in how they are valued by capital markets, and a forthright interview with Jason Wright, president of the newly renamed Washington Commanders, on how the game is played—both in the NFL and in the corporate world. 
Here’s a positive thought. What if CEOs took a stance of clear-eyed optimism and reflected it in their business agendas for 2022 and beyond? This is not a rallying cry for wishful thinkers but a call to focus on growth—not only for the corporate bottom line but also to create greater economic security, material comfort, and well-being for more people than ever before. Hunkering down. Organizations have tried to cushion their employees, customers, and operations from the productivity and growth “jolts” resulting from the COVID-19 pandemic.The list of uncertainties continues to grow: the impact of the Omicron variant, inflation, a misaligned labor market, supply chain shortages, energy market volatility, and rising geopolitical instability. Looking up. While these disruptions remain challenging, CEOs who steer through them with growth in mind could reshape their long-term strategies to reflect—and define—the postpandemic world. For example, renewing capital stock in US manufacturing could help the industry realize its full potential and get billions of dollars of investment flowing. This would serve to modernize and digitize manufacturing infrastructure and trigger a virtuous cycle of increased economic activity in communities across the country. Bolstering investments in this sector could also play a role in tackling place-based inequalities from coast to coast, particularly in communities left out of the booming tech and finance industries. Branching out. Seven tests can help CEOs gauge whether they are poised to take advantage of the next growth jolt. For instance, are you spending as much time creating new businesses as you are improving your existing businesses? Is your organization ready for the energy transition and the immense economic impact it could have? Are you embracing new technology as quickly and holistically as you did new ways of working at the start of the pandemic? We look at these questions and more in “The CEO agenda in 2022: Harnessing the potential of growth jolts.” Stepping back. Many leaders are mulling their roles amid all this change. In mid-2020, McKinsey published “The CEO moment: Leadership for a new era,” in which CEOs discussed the “pressurized operating environment” that had nevertheless “unfrozen” many aspects of the role, from bolder aspirations to tapping the power of peer networks. As Larry Fink, the CEO of BlackRock, put it, “Going forward, there is going to be a lot more focus on society, customers and clients, family, and employees.” Pressing forward. Already, amid the biggest disruption of our lifetimes, e-commerce has expanded, and new business models such as virtual healthcare have taken off. Savings rates have increased, and corporate balance sheets have gotten stronger. This moment offers immense potential to chart the course for the next decade and beyond, from the advancement of medicines to the reskilling revolution to the spread and intensification of digital and analytics. One near-certain scenario: a world on the cusp of a new age of prosperity—if business leaders respond skillfully.
OFF THE CHARTS Where do banks rank in the great divergence? The banking system is at least as solid as it was before the pandemic—and much healthier than after the global financial crisis. But can we say a bright and smooth future lies ahead for banks and their shareholders? Not exactly. According to the latest edition of McKinsey’s Global Banking Annual Review, traditional banks, which rely on balance sheet business, are falling behind the competition in how they are valued by capital markets. Financial specialists and fintechs are valued more like tech companies in other industries, while traditional banks are valued similarly to utilities (with a narrow gap between top and bottom performers). The report delves into the sources of this divergence and offers possible solutions for laggards to catch up. 
Check out our chart of the day here.
INTERVIEW ‘If I set a goal, I am obsessive about getting there’ Jason Wright, president of the Commanders, Washington’s newly rechristened football team, spoke with McKinsey’s Black Leadership Academy about the people and experiences that have shaped his worldview. He discussed how getting cut “nine times in my first season and a half” in the NFL made him even more determined to succeed, examined the need for brashness and braggadocio in corporate culture, and emphasized how important it is to “tell your story in a way that helps others believe in and understand your value.”
MORE ON MCKINSEY.COM A military veteran knows why your employees are leaving | Adria Horn, a lieutenant colonel in the US Army Reserve and a veteran of the wars in Iraq and Afghanistan, also knows what you can—and can’t—do about it. Busting the five biggest B2B e-commerce myths | While some B2B companies see e-commerce as the purview of cutting-edge tech players, the reality is that suppliers across industries are ramping up their digital and remote-channel capabilities at astonishing speeds. Beyond financials: Helping small and medium-size enterprises thrive | Governments and other institutions worldwide are launching programs to provide small and medium-size enterprises with the advisory support they need to meet this challenging moment.
TECH FOR EXECS Eliminate the IT spaghetti with APIs Our experts serve up a periodic look at the technology concepts leaders need to understand to help their organizations grow and thrive in the digital age. What it is. In a world flooded with acronyms, API (application programming interface) is one of the more important ones to know about. Essentially, it’s a piece of software that acts as an intermediary between two different applications, programs, or systems to allow them to talk to each other and exchange information in a well-defined standard. Why it’s important. For many of us, when we peek behind our TVs, we see a mess of wires going in and out of all the various related devices. Now, imagine magnifying that millions of times. That’s what many IT architectures look like: a massive “spaghetti” of 1-to-1 connections between programs and applications. This complexity is often what makes changes to IT so cumbersome, time consuming, and expensive. APIs eliminate the spaghetti by removing the need to create a single solution for accessing a piece of information to execute a task (often called a “point to point” solution). They can grab data and information—securely—that are often locked into complex legacy systems without having to develop equally complex constructs (such as programs or interfaces) to access those systems and their underlining architecture. Instead, APIs help integrate multiple sources of information into one place to execute a given task. For example, one bank wanted to simplify how its customers accessed licensing information that existed in the systems of its government’s tourist agency. Rather than developing a program for each customer, the bank created an API that its customers could easily plug into to access the licensing information. In this way, APIs enable businesses to more easily monetize data, integrate partnerships, and accelerate innovation. Buyer beware. The utility of APIs has been so convincing that organizations can get carried away, resulting in a mess of redundant, overlapping, and conflicting APIs. So talk to your IT leaders about developing a process and team to better oversee development, set guidelines and standards, ensure maintenance, and organize APIs so that they are easy to find and reuse. What technology concepts would you like us to help explain next? Let us know. — Edited by Barbara Tierney Share this Tech For Execs
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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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 Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:14 - 18 Feb 2022 -
Fewer meetings, more collaboration: Not just possible but better all around
McKinsey&Company
Destination: Collaboration The news • Collaboration overload. The time spent on collaborative activities has skyrocketed in the past decade: 42% of an average knowledge worker’s time is spent working with and helping colleagues. “Collaborative overload” is also on the rise, with less-tenured colleagues leaning on long-tenured colleagues more, resulting in the former getting stuck waiting for inputs and sign-offs while the latter are pulled away from their own work. It’s all leaving workers feeling burnt out, exhausted, and even searching for different jobs. [Fast Company] • #ThisCouldHaveBeenAnEmail. Even before the pandemic, most people weren’t too enamored with meetings—which became even more frequent and exhausting once the pandemic hit, and workers spent copious portions of their days on seemingly endless video calls. But bailing on these calls isn’t necessarily an option for many for fear of being left out or disconnected. It is possible, however, to have fewer meetings and to make those you do attend better—for example, by inviting fewer people for better engagement. [WSJ] Most executives say they frequently find themselves spending way too much time on pointless interactions that drain their energy and produce information overload. Our insights • Interacting is easier than ever before. In our hyperconnected world, it would seem that there’s little reason not to collaborate—thanks to the plethora of videoconferencing and direct-messaging apps that can connect us with our colleagues any time of day (or night). But while interacting has become simple enough, authentic and productive collaboration has not. Our research shows that when engagement does occur, little of it is high quality. Employees are spending time and resources on interactions that provide little value—instead of on vital and creative activities. • But collaboration requires more. Shifting from meaningless interactions that drain energy and produce information overload into focused, high-quality interactions can not only improve productivity and innovation within organizations but also help drive better performance. We’ve identified three types of critical interactions—decision making, creative solutions and coordination, and information sharing—and describe what’s needed to improve each. We also share various tools leaders can use to discern problems as they’re happening and correct them in real time. — Edited by Justine Jablonska Get collaborating 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> - 12:40 - 18 Feb 2022 -
The dawn of the FemTech revolution
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
FemTech is on the rise. In the course of just a few years, FemTech has grown to encompass a range of technology-enabled, consumer-centric products and solutions for women’s health needs. While it’s still early days, our research indicates that the dynamics underlying FemTech are accelerating: public awareness, company formation, and funding are surging. And because FemTech helps to increase female representation among researchers, inventors, investors, and founders, it can create more consumer-centric products and solutions that recognize and target women’s specific healthcare needs. A new article gives you the lay of the land, unpacking findings from research into 750-plus FemTech companies. — Molly Liebergall, digital editor, New York 
The dawn of the FemTech revolution As opportunities in women’s health accelerate, FemTech is helping to match capital and talent to unmet needs—with promising early results. Break new ground
Quote of the Day “What gives me hope is that between human ingenuity and the science and technology that we have access to, we can right some of our wrongs, and we can create better futures. But we can’t approach that with outright fear or a complete utopian ideal. We have to take a pragmatic approach, and if we can do that, then yes, I think we live longer, better, healthier, happier lives, I really do.” —Amy Webb, CEO of the Future Today Institute, on how synthetic biology will be as common as artificial intelligence in a recent interview from McKinsey’s Author Talks series
Chart of the Day See today’s chart
Also New 
Five agility myths in energy and heavy industries Agile working practices in energy and heavy industries can make them faster, more efficient, and more resilient. Here are five myths and their realities. Discover the truth
Building a better planet with satellite data Spire CEO Peter Platzer says the answers to some of Earth’s biggest problems can be found in space. Reach for the stars
Unleashing the next wave of productivity in corporate business functions A how-to guide for maximizing the ROI of enterprise platform transformations in the consumer packaged goods industry Learn how to optimize
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:13 - 17 Feb 2022 -
MD Abul, 1 week left to register! Tyk x IDC Webinar - APIs at the heart of digital strategy <24 Feb 2022>
MD Abul, 1 week left to register! Tyk x IDC Webinar - APIs at the heart of digital strategy <24 Feb 2022>
Hi MD Abul
Have you registered for your seat yet? Join us for an informative webinar to learn more about the priorities, challenges, and digital outcomes of a successful enterprise API Strategy.
Key Highlights
- Overview of Tyk x IDC Infobrief: APIs at the heart of digital strategy
- IDC Predictions & Trends for API Landscape in 2022
- APIs & Future of Digital Innovation
- How organisations are using Tyk API Management platform to deliver better digital outcomes
Webinar details:
Date: 24 February 2022
Timing: 9:00am UKT | 5:00pm SGT
Duration: 45 minutes
Presenters are Linus Lai, VP, Market Analyst, IDC and Martin Buhr CEO & Founder, Tyk Technologies.
Tyk Technologies, High Street Centre, 1 North Bridge Road, #08-08, Singapore 179094
by "Budhaditya Bhattacharya" <budha@tyk.io> - 05:01 - 17 Feb 2022
