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The Black women in law
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION 
In this issue, we look at the experiences of Black women at US law firms and at how Americans are celebrating the Lunar New Year. THE ZEITGEIST Legal precedent 
The current landscape: Black women make up less than 1 percent of all partners at US law firms—and just 3 percent of associates. What about the courts? Less than 10 percent of federal judges are Black (for comparison, Black Americans make up more than 12 percent of the total US population). It’s not just the legal profession—Black women face disproportionately high barriers in workplaces across America, and they are affected heavily by bias in hiring and promotions. The latest Women in the Workplace study—conducted by McKinsey in partnership with LeanIn.Org—shows that Black women are promoted at a significantly lower rate than White women at the first step up to manager. More than a quarter of surveyed Black women said that their race has led to their missing out on an opportunity to advance. Black women also experience more microaggressions than other groups of women, and they are three to four times more likely than White women to be subjected to disrespectful and “othering” comments and behavior. One Black female attorney told McKinsey: “When I would go to court to represent a client, people would constantly say, ‘Where’s your attorney? Where’s the attorney?’ They would assume that I was either an administrative assistant or a mail clerk and that I couldn’t possibly be an attorney.” This is what sociologist Tsedale M. Melaku terms the “you-don’t-look-like mentality”—and as she points out, it is far from limited to the legal industry (as we saw in last week’s issue).
THE TAKEAWAY For many Americans, a new year 
This week, people around the world—and across the United States—are celebrating the new year. We take this opportunity to reflect on the diversity of the Asian American community and to recognize Asian Americans’ wide-ranging business contributions. Asian Americans make up 6 percent of the US population, and their numbers are growing rapidly. (The group has grown by more than 80 percent over the past two decades—the most out of any racial group in the United States.) Asian American immigrants and their descendants are diverse both culturally and socioeconomically; McKinsey analysis shows that their corporate success, educational attainment, and income vary widely. Together, they are a powerful economic force: Asian American–owned businesses employ nearly five million workers and contribute nearly $1 trillion to the US economy each year, according to data from the US Census. Among those marking the Lunar New Year are many members of Southeast Asian communities, including Vietnamese Americans. One way they and other Asian Americans are celebrating the holiday is with fruit. As Dr. Linda Trinh Vo of the University of California, Irvine, explains, fruit is “a language of love” for many Asian families. Kids in New York and San Francisco had the day off from school on Tuesday to celebrate the new year with their families. Here’s something little ones can enjoy year round: Amy Wu and the Perfect Bao, by Kat Zhang and illustrated by Charlene Chua, is a picture book that, like the Lunar New Year, is about family—and food. It’s among author Joanna Ho’s favorite children’s books featuring Asian characters and traditions. When she was growing up, such books were rare. — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 02:26 - 3 Feb 2022 -
Being Black in America: The economic promise and peril
McKinsey&Company
What’s next for Black America? The news • Black jobless rate ticks up. The US unemployment rate dipped to 3.9% in December 2021, the lowest it’s been since February 2020, according to federal data. But even as unemployment fell for every other demographic group, the share of out-of-work Black Americans increased to 7.1%—more than double the 3.2% unemployment rate among White workers. The share of jobless Black US workers has consistently been higher than that of White US workers, but the gap has widened in the past two years. [Quartz] • Sustaining Black entrepreneurship. In 2021, businesses owned by Black people made up more than $2 billion of the global hair care market—a substantial gain in an industry that historically hasn’t had many products geared toward Black consumers. While gaining traction has proven difficult for many Black entrepreneurs, the passing of the 2019 CROWN Act by several US states has given Black professionals more freedom and flexibility to wear their natural hairstyles in the workplace. [NYT] Addressing the wage disparities described in our research could propel an estimated two million Black Americans into the middle class for the first time. Our insights • Billions on the table. In the US, Black workers are more likely to be employed in lower-paying roles in healthcare, retail, and food services—working as home health aides, security guards, and cashiers. However, they are underrepresented among lawyers, doctors, and other better-paid professionals. Black American workers could earn an additional $220 billion each year if these racial gaps in representation, participation, and pay were eliminated, McKinsey research reveals. • More than numbers. If the Black share of business ownership matched the Black share of the population, more than 600,000 new Black-led businesses would exist. That could ease the load of Black workers, who struggle with a persistent wage gap: the median wage for all US workers is $42,000 per year, but almost half of Black US workers earn less than $30,000 a year. Read McKinsey’s report for a vision of what stands to be gained by closing the racial gaps in the US economy, along with a set of actions that leaders in academia, business, and government can take. — Edited by Emily Adeyanju See what could be 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 - 3 Feb 2022 -
How healthcare at home could be a game changer for millions
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
What if the future of healthcare meant more care could be delivered at home, without sacrificing quality or access? Many Americans may soon find out—as new research shows that up to $265 billion worth of care services for certain Medicare beneficiaries could shift from medical facilities to homes by 2025. Explore how the pandemic catalyzed Care at Home, how patients can benefit from the model, what factors could affect adoption, and how payers and other stakeholders could accelerate potential growth. Check it out to understand the Care at Home landscape and how it’s being reimagined. — Emily Adeyanju, digital editor, New York 
From facility to home: How healthcare could shift by 2025 Up to $265 billion worth of care services for Medicare fee-for-service and Medicare Advantage beneficiaries could shift to the home by 2025. Protect loved ones 
Quote of the Day —John Koenig, author of The Dictionary of Obscure Sorrows, in a recent interview from McKinsey's Author Talks series
Chart of the Day See today’s chart
Also New 
Transforming through disruption: A conversation with Dan Antonelli Dan Antonelli, CEO and president of Ruiz Foods, takes us through his company’s transformation journey and shares hard-won insights on how to drive sustainable and lasting change. Leave your comfort zone 
The data-driven enterprise of 2025 Rapidly accelerating technology advances, the recognized value of data, and increasing data literacy are changing what it means to be “data driven.” Increase data literacy
Always connect, never give up: An interview with Jason Wright As president of Washington’s football team, Wright is calling on his experiences as an NFL player, business school graduate, and McKinsey partner to change an entrenched culture. Go for your goals
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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> - 06:10 - 2 Feb 2022 -
Employers can help make working and parenting through the pandemic a bit less awful
McKinsey&Company
The parents, trapped The news • Groundhog Day. Amid the Omicron resurgence of the COVID-19 pandemic, thousands of schools have shifted back to remote learning. Once again, parents are struggling to cope with last-minute school cancellations, juggling work and childcare, and managing periods of quarantine. The difference this time around? They already know how hard it can get. [WSJ] • Baby bust. What has the pandemic cost the American population? There were 60,000 fewer babies born between October 2020 and February 2021. Couples daunted by starting a family, or adding to one, in isolation are reassessing their plans. The newborn deficit is larger in states where unemployment spiked and in those with more COVID-19 cases per capita and follows a historical pattern of low birth rates following major crises. [WaPo] Employed parents face higher numbers of and longer exposure to stressors from the multiple roles they play, and they have less ability to access periods of recovery as a result. Our insights • Burnout and missed work. Compared with nonparents, employed parents are twice as likely to strongly agree that they are worn out at the end of the day, used to find their work more interesting, and sometimes think their work is insignificant. Parents are also more likely than nonparents to report missing days of work because they are experiencing symptoms of burnout. • Helping workers cope. Parents experiencing burnout are 90% more likely to report that they believe senior management considers productivity to be more important than mental health. Read our article to learn the six main causes of burnout, in addition to ways employers can help workers cope with pandemic parenting. — Edited by Katy McLaughlin Help the parents Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:14 - 1 Feb 2022 -
A military veteran knows why your employees are leaving
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Amid the Great Resignation, some have posited that employers don’t really know why employees are leaving in droves. But what if that’s just as true for employees themselves? A military veteran who served in Iraq and Afghanistan observes, “This Great Resignation is actually a normal response that most people have never gone through. I’ve experienced this kind of thing after every return from deployment.” That sparked a conversation on attrition, redeployment anomie, confusion, grief, anger, and more. Don’t miss this fascinating back-and-forth for a new lens on how leaders can respond in ways that serve companies and employees alike. — Torea Frey, managing editor, Seattle 
A military veteran knows why your employees are leaving She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan. Understand the Great Resignation
Quote of the Day “Everybody has personal boundaries but not all of those boundaries have to be limitations. That was a powerful lesson for me.” —Stephanie Hill, executive vice president of Rotary and Mission Systems, Lockheed Martin, in a new interview from McKinsey's My Leadership Journey series
Chart of the Day See today’s chart
Also New 
Don’t leave points on the table: An interview with Lockheed Martin’s Stephanie Hill McKinsey sits down with Hill, an executive vice president at the aerospace giant, to discuss the new and emerging challenges of leadership and technology, as well as the importance of work–life balance. Learn to lead
Korean companies need bolder transformation to survive post-pandemic world McKinsey senior partner André Andonian offers insights on the significant transitions companies have faced amid the pandemic and the new initiatives businesses will explore in coming years. Bigger and better
The McKinsey Crossword: C Minus | No. 61 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
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:27 - 1 Feb 2022 -
Air taxis could dot the skies by 2030. Here’s what to know.
McKinsey&Company
Up in the air The news • Faster rides. Investors flooded the market for electric vertical takeoff and landing (eVTOL) aircraft with billions of dollars in 2021. Major airlines have preordered about 1,500 eVTOLs. Some aviation leaders see them as an optimal way to transport their customers to the airport. “You can spend hours on relatively short airport journeys by public transport or sit in a traffic jam,” said one airline CEO. “EVTOLs can do the trip in 30 minutes, and people will pay a premium for that.” [Bloomberg] • Regulatory hurdles. Air taxis will soon ferry people short distances across cities. But first, makers of these small, electric aircraft need to overcome regulatory hurdles. After reviewing more than 100 eVTOL designs and working with aircraft manufacturers, aviation officials are getting ready to finalize safety rules that will determine airworthiness of this new aircraft type. To that end, eVTOL makers in China, Germany, and the US are racing to obtain the certifications that will allow them to operate commercially—some as early as this year. [Economist] “Flying taxis will happen; it’s a question of ‘when,’ not ‘if.’” Our insights • The 18-minute flight. By 2030, advanced air mobility (AAM) firms could be giving the world’s largest airlines a run for their money. By then, an eVTOL carrier might operate hundreds more aircraft and offer nine times the number of daily flights an airline does today. Picture hopping into an air taxi with up to five other passengers and taking a much shorter flight—just 18 minutes, on average. AAM executives are working to make that dream a reality. Flying taxis will soon provide a safe, affordable, and greener way to travel, they say. • Pilots wanted. With AAM companies each operating about 20,000 flights a day by 2030, thousands of pilots will be needed to fly large fleets of electric aircraft. McKinsey estimates that eVTOL operators will need to attract and train roughly 60,000 pilots by 2028. Furthermore, large numbers of electric aircraft flying frequent, short distances may create operational challenges. To hear from McKinsey experts and industry leaders on what it will take for flying taxis to become a viable mode of transportation, explore our collection page. — Edited by Belinda Yu Fly high Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:05 - 31 Jan 2022 -
The data-driven enterprise of 2025
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Is data embedded in every decision, interaction, and process at your organization? Too often, the answer is no. That won’t cut it if your company aims to be truly data-driven. By 2025, smart workflows and seamless interactions among humans and machines could be as standard as corporate balance sheets, and most employees will rely on data to optimize their work. Whether your enterprise has already made strides or is just beginning its journey, understanding seven characteristics will be crucial to capture full value from data-supported capabilities. Need a guide? A comprehensive new look at the data-driven enterprise of 2025 can help—get the lay of the land, and dive deeper with resources on how to use data for impact. — Torea Frey, managing editor, Seattle
The data-driven enterprise of 2025 Rapidly accelerating technology advances, the recognized value of data, and increasing data literacy are changing what it means to be “data driven.” 7 defining characteristics
Quote of the Day “The transformation of the global economy needed to achieve net-zero emissions by 2050 would be universal and significant, requiring $9.2 trillion in annual average spending on physical assets, $3.5 trillion more than today. To put it in comparable terms, that increase is equivalent to half of global corporate profits and one-quarter of total tax revenue in 2020.” —Get smart on what the net-zero transition would cost, and what it could bring, with a new report from McKinsey Sustainability
Chart of the Day 
See today’s chart
Also New 
Space: Investment shifts from GEO to LEO and now beyond Investors have recently focused on space ventures in low-Earth orbit, but interest is growing in lunar and beyond orbital regimes. Here’s what you need to know about this ongoing trend. Shoot for the moon
How to thrive in the global wellness market Consumers everywhere plan to spend more on products and services that improve their health and wellness. Here’s what that means for companies. Take a mindful moment
Bias busters: A better way to brainstorm Structured conversation during brainstorming sessions removes some of the risks that can thwart honest discussion. Look at it this way
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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> - 06:21 - 31 Jan 2022 -
Leading better with optimism
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
‘A leader is a dealer in hope,’ Napoleon famously mused (presumably, before a career-ending defeat at Waterloo). Particularly in times of crisis, people rely on leaders to inspire and inform, helping them cope with uncertainty and combat feelings of fear and anxiety. Research reveals that people tend to pay more attention to messages that are framed in a positive way. But does maintaining an optimistic outlook help you lead more effectively? This week, let’s look at what optimism has to offer leaders—along with what happens when there’s too much of it. AN IDEA 
In a crisis, balance optimism with reality People expect their leaders to deliver messages of hope and inspiration. But confidence, when untethered to reality, can make leaders appear out of touch or uninformed. If leaders appear exceedingly confident while ignoring obviously difficult circumstances, they can lose credibility. Instead, leaders should practice “bounded optimism”—hopefulness grounded in reality. They can project confidence that the organization will overcome the present crisis but acknowledge that the situation is uncertain. For example, making promises about a return to normal during the COVID-19 crisis may cause disillusionment as the pandemic lingers. Rather, if leaders acknowledge that things may not go back to the way they were, organizations can focus on how best to move forward and help employees regain a sense of equilibrium.
A BIG NUMBER 43 Even though a positive team climate is the most important driver of psychological safety, McKinsey research finds, just 43 percent of respondents in a McKinsey Global Survey say that their leaders act in ways that foster a positive workplace. When executives demonstrate positive behaviors such as consulting team members and showing support for employees, they create a work environment that is both safer and higher performing. Such organizations are also more likely to innovate quickly and adapt well to change.
A QUOTE “If you believe that positive things will happen, it boosts your motivation to try harder, and that can change the actual outcome.” That’s Tali Sharot, neuroscientist and professor at University College London, on how optimism can create a self-fulfilling prophecy in our careers. In other words, merely anticipating success may make it more likely for people to attain it, since they will probably push harder for positive outcomes. If you’re a leader who looks on the bright side of life, you’re in good company: one study of more than 1,000 CEOs based in the US found that 80 percent were more optimistic than the average person.
A SPOTLIGHT INTERVIEW 
Pulitzer Prize–winning writer Thomas L. Friedman wants you to know that he’s an optimist. In a video interview with the McKinsey Global Institute, the foreign-affairs columnist describes how a sense of possibility shaped his journey from growing up in Minnesota to working for the New York Times. “I grew up in this amazing middle-class neighborhood, Saint Louis Park, Minnesota,” Friedman says. “It gave us incredible optimism about possibility.” However, he cautions against taking American exceptionalism for granted: the responsibility lies with leaders to make the right decisions, he explains.
THE DARK SIDE OF OPTIMISM 
We’re much more likely to expect good things to happen to us than bad. Optimism bias accounts for our tendency to think that our kid is the most talented student in class, our marriage is more likely to last a lifetime, and we will always be in perpetual good health. But when leaders can’t (or won’t) accept how bad a situation is, they end up planning for a scenario that’s much less severe than the one that the company is dealing with. Competition for limited resources may also lead managers to present overly optimistic forecasts of their projects. To combat this, at the start of a project, the team should imagine it has failed and give the reasons why. This exercise might feel uncomfortable, since negativity can be seen as being disloyal. In this case, though, injecting a bit of pessimism may be just what’s needed to reveal potential stumbling blocks and put success within reach. Lead optimistically. — Edited by Belinda Yu, an editor in McKinsey’s Atlanta office
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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 Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:35 - 31 Jan 2022 -
Nurses are physically and emotionally exhausted. Our research shows how to support them.
McKinsey&Company
Overworked and overwhelmed The news • Half a million exits. Nurses and other healthcare workers across the US are calling on employers to deal with staffing shortages that intensify stress and heartbreak in an already demanding job. “I hear call bells in my sleep,” said one nurse at a recent gathering of hospital staff in Pennsylvania. Nearly half a million healthcare workers have left their jobs since February 2020, according to the US Department of Labor. [WSJ] • A ‘tug of war.’ Nurses fighting the COVID-19 pandemic are often forced to choose between taking care of themselves and their patients, says one nurse practitioner and researcher. “For nurses, 2022 can often feel far grimmer than what we experienced at the start of the pandemic,” she says. On top of the physical and emotional demands of the job, low pay is an issue. Travel nursing jobs (short-term contract positions) pay significantly higher salaries than what local nurses earn, straining hospital budgets and damaging staff morale. [CNN] “The level of stress that [nurses] are dealing with is going to have massive implications on everyone’s well-being, which then will put more strain back on the healthcare system.” Our insights • No end in sight. Demands on nurses were high even before the pandemic. Now, with the Omicron variant (and before that, Delta), some nurses no longer see a light at the end of the tunnel. Helping patients who are dying and comforting grieving families over and over exacts an immense emotional toll. Nearly a third of nurses said they are looking to leave their current position, a recent McKinsey survey finds. • Celebrating healthcare workers. When sports teams win championships, cities throw parades. “Where is that kind of support and recognition at the community level for what our frontline heroes are doing day in and day out?” asks Gretchen Berlin, a McKinsey senior partner who is also a registered nurse. To learn more about what’s driving nurses to quit, along with what they say they need from employers, listen to our podcast. — Edited by Belinda Yu What nurses need 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 - 31 Jan 2022 -
[Live Demos] Last Chance to Register: Dev Ops and App Observability
Sumo Logic
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by "Sumo Logic" <marketing-info@sumologic.com> - 07:01 - 30 Jan 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 burgeoning aesthetic-injectables market, why employers should encourage their employees to select a primary care physician, creative ways for organizations to mitigate price increases, why the transition to a net-zero economy will be metal-intensive, and “smart quality” culture in pharma and medtech. FEATURED CHART Filler up 
See more
This week’s other select charts Wanted: Culturally competent doctors The price might be right We’re gonna need a bigger shovel Work smarter not harder
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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 Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:05 - 29 Jan 2022 -
Always connect, never give up: An interview with Jason Wright
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Some leaders make it look easy—even when it’s not. Take Jason Wright, president of the NFL’s soon-to-be-renamed Washington Football Team (and a former McKinsey partner). You might not expect his path to entail a stint living in an extended-stay motel while he spent his first year and a half in the NFL “getting fired every other week.” Read the interview, part of McKinsey’s new My Leadership Journey series, for more on how he regained confidence, got through business school, and led an organization through crisis. His resonant reflections on everything from crafting your personal story to the importance of visible, diverse role models offer unique insight as Black History Month approaches. Check it out. — Torea Frey, managing editor, Seattle
Always connect, never give up: An interview with Jason Wright As president of Washington’s football team, Wright is calling on his experiences as an NFL player, business school graduate, and McKinsey partner to change an entrenched culture. Go for your goals
Quote of the Day “[Satya Nadella] actually went all the way back into [Microsoft’s] archives, to their original purpose statement, to say, ‘The root purpose of who we are hasn’t changed, but what does that mean for us going forward? How will we reimagine that for the future?,’ and made incredibly bold moves into cloud and pivoting the business, as well as on the cultural side” —Senior partner Carolyn Dewar, coauthor of CEO Excellence on one of the memorable moments she had in interviewing executives for the forthcoming McKinsey book
Chart of the Day See today’s chart
Also New 
The economic transformation: What would change in the net-zero transition A net-zero transition would entail a significant and often front-loaded shift in demand, capital allocation, costs, and jobs. Do things differently
The state of grocery retail in India The grocery market in India has evolved considerably in the past decade. Here’s what you need to know about the changing face of demand, dynamics and disruption in the sector, and the implications for retailers and consumer-packaged-goods players alike. Read the report
APIs: The secret ingredient for one company’s massive tech leap Emirates NBD’s Neeraj Makin and Saud Al Dhawyani discuss how APIs became central to their organization’s IT transformation. Enable new ideas
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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> - 06:41 - 28 Jan 2022 -
Goodbye long wait times, hello medicine delivery. How healthcare has changed during the pandemic.
the Shortlist
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Our best ideas, quick and curated | january 28, 2022 View in browser
This week, we look at how the COVID-19 crisis is driving sweeping changes in healthcare. Plus, why more commuters around the world are choosing bikes, and former US chief performance officer Beth Markle on making capability building more accessible for frontline workers. 
The continuing fight against COVID-19 is propelling big changes in healthcare, including welcome shifts to virtual care that can meet consumer needs. But this is a tall order, given the pandemic’s adverse effects on global health, from children to seniors. Kids in crisis. One of the most consequential outcomes of the pandemic has been to sharply increase behavioral and mental-health issues in kids and young adults. Dr. Kevin Churchwell, president and CEO of Boston Children’s Hospital, told McKinsey that during the pandemic, healthcare providers saw a shocking increase in the number of kids with these issues—treating 50 to 70 children per day, doubling or tripling the amount seen previously. Gen Z in need. McKinsey consumer surveys also illustrate the extent of the youth mental-health crisis, with one in four Gen Z respondents saying that they feel emotionally distressed. That’s almost double the levels reported by millennials and Gen X, and more than triple the levels reported by baby boomers. Although Gen Z respondents were more likely to report having a behavioral-health issue, they were also less likely to seek help. That makes it even more crucial for leaders, educators, and employers to support young people. These serious issues are propelling the industry to evolve to better meet the changing needs of patients, healthcare leaders tell McKinsey. The rise of virtual and home care, direct-to-consumer pharmacy start-ups, and new digital tools means that consumers have more ways than ever to make medical appointments, pay bills, and visit with providers. At the same time, consumer expectations for convenient, efficient healthcare have intensified as they have grown used to tech-enabled healthcare. In a recent podcast, Humana’s Alan Wheatley and Alignment Healthcare’s John Kao discuss how US Medicare patients are reacting to the shifts to virtual care. For instance, with telehealth becoming the norm, seniors are less tolerant of long wait times and expect more timely access to care, Kao said. Wheatley added that in this age of digital care, making healthcare data accessible to patients, providers, and insurers is critical. Another important trend is that more care is moving from “big-box settings” into homes, he noted. The in-home pharmacy. Technology is also driving changes in the $460 billion pharmacy sector. During the pandemic, consumers have clamored for the convenience of home delivery. Direct-to-consumer pharmacy start-ups make it possible for prescriptions and payments to be processed online, and medicines delivered a day later. At the same time, technology-driven innovations—such as virtual-care clinics—are also supporting the shift to home. For traditional pharmacies to keep up with the new crop of digital rivals, they’ll likely need to rethink their existing processes, technologies, and systems. Widening gaps. In lower- and middle-income countries, the pandemic has worsened gaps in healthcare systems. According to the World Health Organization, even prepandemic, nearly a third of the population in those countries had to travel more than two hours to access essential healthcare. Loss of healthcare workers to COVID-19 and the disruption of transportation has made matters even worse. But there is one bright spot: the growth in digital tools and technologies. McKinsey analyzed digital solutions in eight countries in Asia and Africa to learn how technology can improve countries’ responses to infectious-disease threats and strengthen primary healthcare. The analysis showed that partnerships between governments and digital-solutions providers can help projects scale up quickly. For example, a chatbot app launched by a start-up enabled more than 11 million symptom checks in South Africa. In addition, Vietnam partnered with a technology firm to develop an app in response to the pandemic; a quarter of the population has downloaded it. Improving healthcare systems may be difficult—but the world must be better prepared for the next pandemic.
OFF THE CHARTS The new commuter is on a bike Around the world, open-air travel is booming. Nearly 70 percent of respondents in Asia, Europe, and North America said they were willing to hop on a bike, moped, or e-kickscooter for their daily commute, according to a consumer survey by the McKinsey Center for Future Mobility. Globally, most respondents would prefer to ride a bike (either traditional or electric). 
Check out our chart of the day here.
INTERVIEW Making capability building accessible to all The problem with most capability-building programs, says Beth Cobert, COO of the Markle Foundation and a former US chief performance officer, is that “everybody sort of goes lockstep through them, whether they’re relevant to the person or not.” For frontline workers and individuals with less educational attainment, who may not have hours to devote to training, technology that breaks up material into smaller units can be a godsend. “Technology can help make programs more modular and bite-size, so that people can fit capability building into their lives,” Cobert explained in an interview with McKinsey. In addition, using insights from data to tailor learning to the individual can allow people to target the skills that will truly make a difference in their career, she added.
MORE ON MCKINSEY.COM The role of ESG and purpose | Answering three questions about purpose and environmental, social, and governance issues can help leaders zero in on what matters most. The unsolved opportunities for cybersecurity providers | Organizations must use novel strategies and technology to fight increasingly sophisticated cyberthreats. For cybersecurity providers, the challenges and opportunities are numerous. Redefining corporate functions to better support strategy and growth | Striking the right balance between decentralized functions and centralized control starts with addressing the needs of business units.
WHAT WE’RE DOING My Rookie Moment We’ve all been there. Early-career moments where we’ve stumbled on our way to finding success. It turns out that senior leaders at McKinsey have been there too. Episode five of My Rookie Moment focuses on mentorship, those moments when a trusted colleague helped them feel more confident, enabled them to grow and learn, and guided them around obstacles. Liz Hilton Segel recalled her first experience leading a discussion as a young professional among senior executives. Since she was reluctant, her manager at the time suggested that the manager go first, with Hilton Segel taking the reins after that. Hilton Segel observed how her manager, “rather than running from conflict during the discussion, actually leaned into it and had people express their different points of view.” That gave her the confidence to not be afraid if the people in the room disagreed. Instead, she would “elicit each of their points of view to get to a better answer,” together. For Dymfke Kuijpers, learning to amplify her strengths instead of focusing on her weaknesses was a defining moment in her career. The first time she ever worked as a project manager, she was so intent on doing everything perfectly that “it went absolutely nowhere,” Kuijpers said. At the end of the project, colleagues’ feedback on her leadership was “an endless list of what should have been done better,” leaving her feeling demoralized. Following the advice of a mentor, she decided to lead with her strengths. That enabled her to have a much more positive experience. “Don’t ever try to be perfect. Focus on the things you’re really good at and enjoy—amplify those,” Kuijpers said. “That gives you so much more joy and energy for yourself, for your teams, and for everyone around you,” she added. Alberto Chaia shared that a five-minute conversation was all it took to reignite his passion for solving problems and restore his self-confidence. At a meeting with a CEO, Chaia recalls, he was quiet and didn’t participate. Afterward, he approached the McKinsey colleague leading the meeting and offered a few of his ideas. “The senior leader replied, ‘Those are fantastic ideas. Why didn’t you mention them?’” Chaia said. “That conversation gave me so much confidence that completely changed my approach to the way I was participating in meetings.” — Edited by Belinda Yu Share this My Rookie Moment
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:50 - 28 Jan 2022 -
As the fitness industry weighs new on- and off-site services, consumer relationships will be key
McKinsey&Company
Work it out The news • New year, new you? If you’re like so many of us who made New Year’s resolutions about fitness but haven’t quite lived up to those shiny new 2022 aspirations, you’re not alone. And as the pandemic continues, the safest place to work out may—still—be at home. So designing a space that you’ll want to get your sweat on in can be the extra boost of motivation so many of us need. [NYT] • An app a day. Fitness apps offer a convenient way to exercise—whether indoors or outdoors. Apps can level up your workout, but picking the best one might be tricky: in 2020, the iOS and Android app stores had 71,000-plus health-and-fitness apps available. Fitness experts say to look for apps that offer variety (for instance, varying workouts by intensity and length) or allow you to pair fun activities with exercise (say, TV watching with indoor biking). [WSJ] Our research shows that the market for health and wellness products and services is growing by 5–10% per year. Our insights • Going back to the gym. Fitness-tech apps raised an unprecedented $2 billion from investors in 2020, as gym goers turned to in-home workouts during the COVID-19 pandemic. However, many people are still yearning for traditional gyms and studios. In the US, 30% of customers visited the gym or studio at least once in the first two weeks of February 2021, while 70% of fitness consumers said they missed their gym as much as they missed family and friends. • A sense of togetherness. As the fitness industry shifts its focus from surviving the pandemic to finding new ways to thrive, gyms and fitness studios can build communities to meet consumers’ needs for belonging and support. For example, one UK gym started a virtual running club that allowed members to connect on social media and engage in healthy competition. See our analysis of four types of fitness consumers (from the “wellness enthusiast” to the “passive participant”) and what matters most to each. — Edited by Justine Jablonska Get to work(out) 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 - 28 Jan 2022 -
How to brainstorm better
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Ever been in a meeting to brainstorm around the next big thing, but left with the feeling that what you’ve come up with is more of the same? Even with the best intentions, these sorts of meetings often aren’t as productive as they could be, with discussions that ultimately circle back to executive talking points. A new piece from McKinsey’s Bias busters series looks at why—and what you can do about it. Check it out for insight on “anonymous brainstorming” and more ways to structure effective sessions that unlock original ideas and honest discussion. — Emily Adeyanju, digital editor, New York
Bias busters: A better way to brainstorm Structured conversation during brainstorming sessions removes some of the risks that can thwart honest discussion. Look at it this way
Quote of the Day “There are a record number of open jobs in US manufacturing today. In October last year, that figure topped one million—the highest on record and more than the entire population of San Francisco.” —Asutosh Padhi, McKinsey managing partner, North America, in “Want to drive inclusive economic growth? Start with manufacturing”
Chart of the Day See today’s chart
Also New 
The net-zero challenge: Accelerating decarbonization worldwide Net-zero emissions can be achieved only through a universal transformation of seven energy and land-use systems. Here, we look at actions to accelerate decarbonization. Move toward stability
COVID-19: Implications for business Tackling the other big global crisis. See the update
The rise of commerce media Commerce media is transforming advertising by using data to close the transaction loop. Explore the infographic
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:28 - 27 Jan 2022 -
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by "Fiverr" <no-reply@fiverr.com> - 10:33 - 27 Jan 2022 -
What a CEO looks like
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
In this issue, we look at Britain’s engineers, what people typically expect when they meet a CEO, and how the Sámi of Northern Europe are leading climate action. THE VIEW 
“A lot of people have to rapidly rearrange their facial expression when they ask me what I do, and it turns out that I’m the chief exec.”
— Dr. Hayaatun SillemDr. Hayaatun Sillem is the CEO of the UK’s Royal Academy of Engineering—the first woman and the first person of color to serve in that role. In a recent episode of the McKinsey Global Institute’s Forward Thinking podcast, she reflects on the evolving role of engineering in a dematerialized world, engineering’s vital role in sustainability, and how to boost the number of British women in the field. Here are four highlights from a multifaceted discussion. People had to check themselves. When Dr. Sillem became head of the Royal Academy of Engineering, many people meeting her for the first time were surprised. In Dr. Sillem’s words: “There were a lot of people who I think were quite perplexed at the fact that I was the chief exec of the Royal Academy of Engineering. Clearly not what they were expecting.” In her experience, being different built empathy. Growing up, Dr. Sillem was “very aware of being different.” As she explains, “My mother is half Indian, half English. And my father is Cape Malays. He comes from South Africa, but his ancestors probably came primarily from Indonesia. Cape Malays is a mixed ethnic group in itself. And then my name, Hayaatun, is a sort of Indonesian version of an Arabic name.” (The word حياة, hayat, means “life” in Arabic.) For a long time, she tried to minimize certain aspects of her identity and behave in ways she thought would make other people feel comfortable. It was only when she was in her 30s that she realized that she had been “knocking the corners off” herself. Dr. Sillem brings those life experiences to the work she is now doing on diversity and inclusion—and she feels that they’ve made her a better leader. “I always think that differentness is a good basis for developing empathy, which I think is a really important part of good leadership,” she says. (That’s a view she shares with many LGBTQ+ business leaders.) 
The UK needs more diverse engineers. Just under 15 percent—that’s the share of British engineers who are women. Dr. Sillem points out that if the UK continues on its current trajectory, it will take until 2085 to achieve gender parity in the people pursuing engineering degrees. As she puts it: “Engineers play a very important role in shaping society. They need to reflect society.” That helps ensure that all the infrastructure, products, and services that engineers develop are truly inclusive, and that the benefits are equitably distributed. Engineering also represents the future of work: McKinsey projects that across countries (including the UK), demand for tech design, engineering, and maintenance will substantially rise in the wake of the COVID-19 pandemic. In fact, over the next decade, the greatest increase in labor demand will be for these and other technological skills. This makes it even more essential to correct stereotypes about what engineers look like, what they wear to work (it’s not all PPE), and what they do. Enter “This is Engineering,” a campaign launched by the Royal Academy of Engineering to help change people’s perceptions—starting with actual images (along with short videos). The goal is to show young Britons all the possibilities that engineering holds. Among the campaign’s key messages: “Being green is engineering.” 
Indigenous Europeans are leading climate innovation. Dr. Sillem is chair of judges of the St Andrews Prize for the Environment, an international initiative that recognizes innovative responses to environmental challenges. The 2021 winner: the Snowchange Cooperative. The organization, a network of Indigenous and local communities around the world, focuses on restoring and rewilding landscapes in Finland under the leadership of the Indigenous Sámi people—blending their traditional knowledge with the latest science, and drawing on Snowchange’s relationships with the Intergovernmental Panel on Climate Change and other leading scientific bodies. As Dr. Sillem explains, Snowchange is “doing a really thorough, evidence-based set of activities, which we believe have the potential to drive systemic change and impact at scale for both climate and communities.” As Snowchange itself says, “Our stories bring the land alive—they are very powerful stories.” (Pictured above: a Sámi reindeer breeder. Rapid climate change is threatening Arctic reindeer—and reindeer herding, a traditional Sámi livelihood.) Dr. Sillem takes on another misconception: “Sometimes people think about projects that focus on Indigenous communities as being things that happen a long way from Europe. This is happening right on our doorstep. It has huge potential for climate gains, but there’s also a lot that we can learn about how to do this in a more impactful way across the globe.” — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:06 - 27 Jan 2022 -
Has your car-buying experience been pleasant or painful? These trends will shape the future of car sales.
McKinsey&Company
Buckle up The news • No supply, much demand. Auto sales were historically low in 2021. Not because consumers didn’t want to buy cars; demand remained high. But there just weren’t enough cars available for sale, thanks to the global microchip shortage that continues even today, forcing carmakers to limit their outputs. Some sales staff have resorted to showing customers images of their potential purchases on computer screens, since inventory has plummeted. [Bloomberg] • Forget the showroom. Step into the “brand experience center” instead, where you may find one or all of the following: a fancy restaurant, a library, a café, a teahouse. Oh yeah, and cars. The newest iteration of a car sales floor features a low-pressure, soft-sell approach, designed to appeal to consumers craving personalized and immersive experiences. [NYT] Customers are no longer buying the latest car model … but a smart device on wheels where they can work, socialize, and be entertained—and which will constantly improve. Our insights • A new battleground. In the not-too-distant past, car manufacturers relied on their engineering prowess—outstanding reliability and exceptional driving performance—as a competitive edge. But a new battleground has emerged: customer experience. To make customer experience the driving force for every department, automotive CEOs should appoint a chief experience officer (CXO), a position that already exists at many companies known for their strong customer focus. • ‘A new lifestyle.’ Car shoppers aren’t just choosing a vehicle; they’re “buying a ticket to a new lifestyle,” the CEO of one electric-car maker has said. Consumers still want cars that drive well and look good, but these are now bare minimums. By 2030, flexible ownership models will allow people to lease vehicles and buy services through short-term subscriptions. Customers will also expect a smooth, superfast integration of all the digital services they use, including connectivity, mobility, entertainment, and hospitality. Read more about the trends that will shape the next decade of car buying. — Edited by Justine Jablonska Get in the driver’s seat Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:09 - 26 Jan 2022 -
Author Talks: The made-up words that make our world
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
New words are constantly entering our lexicon—to take just one example, in 2021, Merriam-Webster added entries for deplatform, whataboutism, and dozens of other new terms. This is common, and additions often are based on the state of the world, drawing from online culture, politics, food, science, and technology. While language is a reflection of our culture at any given time, words do not always capture a specific feeling or emotion, which is why John Koenig wrote his own, The Dictionary of Obscure Sorrows, to fill the gaps in our language of emotion. "We allow our words to define us, but I think the natural order of things is that we define words," he says. Don't miss this compelling conversation from McKinsey’s Author Talks series on the ever-evolving nature of language; whether you’re nyctous or feeling hem-jawed (some of Koenig’s favorite words), this one’s for you. — Joyce Yoo, digital editor, New York 
Author Talks: The made-up words that make our world Walking through an empty office. Moving out of a childhood home. Struggling to write something original. Experiences like these often lack the perfect word, so John Koenig spent more than a decade writing his own dictionary. Find the right words
Quote of the Day “The last two years have indeed felt like performance sports for many of us—this is the new reality. We experienced a major shift comparable to the 1920s when Coco Chanel liberated women from corsets.” —David Allemann, cofounder, On, in “Sporting goods 2022: The new normal is here”
Chart of the Day See today’s chart
Also New 
Six characteristics define the net-zero transition Our analysis of the net-zero transition suggests that it would be universal, significant, and front-loaded, with uneven effects on sectors, geographies, and communities, even as it creates growth opportunities. Look at the numbers
High coking coal prices provide glimpse into steelmaking’s future Changes to coking coal and coke markets could lead to higher steel prices, an acceleration of the steel industry’s green transition, and wider price differentials for low-grade iron ore. Understand the trend
Beyond financials: Helping small and medium-size enterprises thrive Small and medium-size enterprises are facing compounding challenges. Governments and other institutions worldwide are launching programs to provide them the advisory support needed to meet the moment. Support companies through the pandemic
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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> - 06:17 - 26 Jan 2022
