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This labor economist explains why companies should open the door to applicants without degrees
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION 
McKinsey stands with Ukraine. We share with readers this statement from Bob Sternfels, McKinsey’s global managing partner, on the Russian government’s brutal and senseless invasion of Ukraine, as well as the actions that McKinsey is taking to support the Ukrainian people.
In this issue, we look at how the US can improve the experiences of workers, why automation isn’t an immutable force, and how companies can open the door to new talent. THE VIEW 
David Autor is a leading American labor economist and a professor of economics at MIT. In the latest episode of the McKinsey Global Institute’s Forward Thinking podcast, he discusses how the US can provide more economic security to workers; how policies, institutions, and norms shape the distributional consequences of automation; and how employers can expand opportunity by rethinking hiring requirements. Here are four highlights from that engaged discussion. Businesses can open the door. As the MIT professor points out, far less than half the US population has a four-year college degree—and the figure is markedly lower for Black, Hispanic, and Latinx Americans. Only 38 percent of Americans aged 25 and older have a bachelor’s degree; one in five Hispanic and Latinx Americans and less than 30 percent of Black Americans have graduated from a four-year college. Dr. Autor says that businesses should open the door to more talent. The economist is not alone in calling for change. In this podcast episode, two other leading voices on the subject lay out the case for a more skills-based labor market. The US government is also setting an example. This week, the Biden administration announced that it is moving to expand skills-based hiring—and it challenged employers to do the same. There’s a bright spot at the bottom. Professor Autor observes that while many Americans are seeing nominal wage gains without seeing real wage gains, that’s not the case at the bottom of the labor market, where wage gains are outpacing inflation: “In hospitality and leisure, wages are increasing about 12 percent a year. Inflation’s running about 6 percent. So that’s a good thing.” That’s a statement that Dr. Autor declines to qualify. After all, he says, most people are workers. The economist knows very well that “businesses aren’t thrilled about this”—but he says it’s high time that real wages went up. Over the past four decades, Dr. Autor says, labor markets have gotten worse for Americans without college degrees—due in large part to automation. Most Americans without a college degree now work in service jobs—often “low-paid work, with almost no collective bargaining, and minimum wage levels that are in real terms the same as they were in 1950.” 
Automation might be inevitable—but the results of it aren’t. Dr. Autor notes that the same underlying forces have played out quite differently for workers in other industrialized countries. Advanced economies in Europe and Asia have had to contend with technological changes along with globalization and demographic challenges. “And yet, there’s a whole spectrum of outcomes that they have produced. And the US is kind of at the left-hand tail of badness of those outcomes,” in terms of median wages, job quality, job security, and workers’ living standards. One reason, according to Dr. Autor: differences in the role of unions. He explains that “in the US context, with the lack of collective bargaining and very limited efforts to hold up the floor, automation unfolded with very few checks and balances.” The bottom line, he says, is that while automation creates certain pressures, “how those play out is a function of the market forces, the institutional structures, the political economy, and even the norms.” On that note, here’s a look at what happened when Germany instituted a national minimum wage. Plus: Dr. Michael Spence on the ongoing rise in inequality, Dr. Daron Acemoglu on AI and the political economy of growth, and more from McKinsey on making growth both sustainable and inclusive. Where there’s political will, there’s a way. Professor Autor puts it plainly: “We have all the tools we need to be prosperous and to actually use the improving productivity and the growing capability of all the technologies we’re creating to raise standards of living for many, many people.” What’s needed, he says, is political will.
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:30 - 3 Mar 2022 -
Reimagining bottles, boxes, and bins: What’s next in packaging
McKinsey&Company
Judge it by its cover The news • Plastic, that‘s a wrap. Plastic packaging may seem essential in the kitchen and for food on the go, but in fact, the world has survived without it—and can again. In ancient times, food was wrapped in leaves or husks: for instance, think of tamales bundled in corn husks. Home cooks can easily opt out, and several states and countries are enacting curbs or bans on single-use plastic. [WSJ] • Take-out packaging is the ‘new dinnerware.’ For most restaurant brands in the COVID-19 era, take-out orders make up more than half of their business. People want to experience restaurant-quality food at home: fresh, well presented, and at the right temperature. That makes designing the right take-out dinnerware more important than ever and a way to win loyal customers. [QSR Magazine] “Everything that the item’s package does in a traditional brick-and-mortar retail channel, it has to do in the e-commerce channel—and then some.” Our insights • Strong and compelling. The COVID-19-pandemic hugely accelerated e-commerce in grocery—and that “creates more demands on the package,” says Ron Delia, CEO of global packaging company Amcor. For instance, packaging must be stronger to withstand being in transit, and it must also be compelling. For consumers, now the “moment of truth” is when they open the box, not when they see the product on the shelf, Delia told McKinsey in an interview. • Lots to unpack. A world where grocery deliveries have to be wrapped up in even more packaging seems counter to sustainability missions. But there are some nuanced solutions: for instance, moving from purely virgin material to 100% recycled material, says Delia. Read the full interview to learn how companies can think through the new world of packaging. — Edited by Katy McLaughlin Unwrap 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> - 12:19 - 3 Mar 2022 -
How to fix the broken rung on the career ladder for women in tech
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Women are promoted at a slower rate than men across all industries and roles. But in technical roles‚ including in engineering and product management‚ the gender gap is even more pronounced: just 52 women for every 100 men are promoted to manager. Diversity is crucial in technical roles because it helps debias the technologies that are an intrinsic part of modern life. Early‐career promotions are critical to success‚ so this broken rung on the leadership ladder means that companies end up preparing fewer women for senior roles. What can leaders do? Don’t miss our article on repairing what’s broken. — Sarah Skinner, digital editor, New York 
Repairing the broken rung on the career ladder for women in technical roles Women in technical roles are less likely than men to win promotions early in their careers‚ and many are exiting the field. Companies can strengthen workforces and boost performance by reversing this trend. End inequality 
Quote of the Day “In general‚ you want to optimize your team with about 60 percent of your people in the sweet spot—this is the standard bell curve distribution—20 percent of your people at the launch point‚ and 20 percent of your people in mastery. In general‚ I want most of my people in the sweet spot. Then optimize based on the needs of your team right now—the stage of growth that your company is in.” —Whitney Johnson‚ CEO of Disruption Advisors‚ on her new book‚ Smart Growth: How to Grow Your People to Grow Your Company, in a recent interview from McKinsey’s Author Talks series
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The McKinsey Crossword: Goldilocks Zone 65 across: Face adversity bravely ... and the theme of this puzzle. Can you solve it? Play now 
How to navigate mining’s cash-flow conundrum Commodity prices in the mining industry have been on an upswing. An analysis of how the industry has managed cash flows in recent years could help leaders maximize value. Dig deeper
The new B2B growth equation Customers want an always-on, personalized, omnichannel experience. The world’s best sellers are giving it to them. Shift share meaningfully
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:14 - 2 Mar 2022 -
Gray hair and don’t care? Unfortunately, hiring managers do.
McKinsey&Company
Over the hill The news • Not the same job market. For older workers, the hot job market is just lukewarm. Roughly one-third of US job seekers aged 55-plus remained unemployed for at least 27 weeks as of January, compared with about 22% of younger workers. Age discrimination is persistent. Even those who think racism and sexism are unacceptable in the workplace still hold ageist attitudes toward older employees, academic research has found. Some older workers are fighting age bias by maintaining a youthful appearance, while others highlight their mentoring skills. [WSJ] • ‘Acceptable’ ageism. “It is still perfectly acceptable in polite society to be rampantly ageist,” argues Financial Times contributing editor Lucy Kellaway. Prejudice against older people is so widespread that no one even lifts an eyebrow when assumptions are made about older workers being “bad at tech” or inflexible. In fact, one out of every two people in the world harbors ageist attitudes, according to a 2021 World Health Organization report. What’s perplexing about age discrimination is it only hurts our future selves, Kellaway asserts. [FT] “Many of the age-45-plus people are automatically getting screened out because they’re not fitting the type or they’re not fitting the algorithm that’s currently being used.” Our insights • ‘Ageism is real.’ “[Ageism] is global, whether you are an emerging market or you are an OECD country,” says Mona Mourshed, CEO of Generation, a nonprofit that provides free job training. Generation’s 2021 report found that workers aged 45-plus face an uphill battle toward employment—and that was true for all countries surveyed. In fact, 63% of midcareer workers were unemployed for over a year, compared with 36% of workers aged 18 to 34. But even though bias against older workers is widespread, only about 50% of companies include age as part of their diversity, equity, and inclusion strategy, Mourshed added. • A striking finding. One of the most striking findings from the report was that even though hiring managers think that older workers perform well on the job, they are also much less likely to extend an offer to older candidates. Recruiters consistently rated only about 15 to 18% of workers aged 45-plus a fit for the role they were hiring for. Yet when asked about the performance of older workers who were already on staff, HR leaders said that nearly 90% performed as well or better than their younger peers, says Mourshed. To learn what employers can do to hire, retain, and retrain older workers, read the full interview. — Edited by Belinda Yu Level the playing field 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> - 12:19 - 2 Mar 2022 -
Want to keep your employees? Redesign the office
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Workspaces change with the times. While your parents may have had dedicated offices or assigned work stations, there’s been a trend toward more flexible setups for years, if not decades. So what’s shaping workspace design now—for example, are open plans here to stay? As many contemplate a return to physical offices, get perspective on people-centered design and what comes next in a new interview with Diane Hoskins, co-CEO of Gensler, a global design and architecture firm. Check it out. — Katherine Tam, digital editor, New York 
The rebirth of workspace design: An interview with Gensler co-CEO Diane Hoskins As offices consider how to reopen after two years of disruption from COVID-19, Hoskins sees an opportunity to create better, more human-centric workspaces. Reimagine physical workplaces
Quote of the Day “Many CEOs focus on getting individual leaders who are great at their roles. The excellent CEOs focus more on the dynamic between them, the psychology of the team and how they work together.” —Carolyn Dewar, McKinsey senior partner and coauthor of forthcoming McKinsey book CEO Excellence, on leadership lessons from the world’s best CEOs
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Going global: A conversation with Revolut’s CFO Mikko Salovaara While other fintechs seek to establish a beachhead in a specific region or category, UK-based Revolut is looking to build a global ecosystem from the start. Adapt quickly
Forward Thinking on pandemic paradoxes, labor market myths, and ‘cowboy capitalism’ with David Autor A leading US economist talks about what has changed in the pandemic, the rise of China, the globalization of trade, and spreading automation. Understand market trends
Power to move: Accelerating the electric transport transition in sub-Saharan Africa How governments, development partners, and private-sector stakeholders can build an enabling ecosystem for electric vehicles in the region. Understand global trends
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:44 - 1 Mar 2022 -
Will more of your stuff be US-made? Find out why that might be the case.
McKinsey&Company
Made in the USA The news • From Asia to America. After years of relying on foreign factories, many based in Asia, business leaders are expanding US manufacturing again. Recently, one automaker stated that it would likely invest $4 billion to make more of its electric vehicles and batteries in Michigan; another company plans to build a $17 billion chip-making plant in Texas. Shipping delays, rising costs of freight, and clogged ports have all induced leaders to consider localizing production. [NYT] • A raw deal for materials. In January, growth in US manufacturing slowed slightly for the third month in a row. Amid the Omicron surge, new orders and production fell to the lowest point of the past year and a half. Demand for raw materials continues to far outstrip supply, contributing to an increase in prices of nearly eight percentage points—the biggest jump since late 2020. [Bloomberg] Reviving manufacturing could add up to 1.5 million jobs, particularly among middle-skill workers, helping to recalibrate the US labor market and bolster the middle class. Our insights • Building an inclusive workforce. Manufacturing is the main employer in about 500 counties across the US. In these communities, the manufacturing sector employs a wide range of the population—and it does so more inclusively. In most cases, employees don’t need a four-year degree to get hired, and they also enjoy higher salaries than service sector workers. However, to draw new talent, the industry must strengthen its reputation. By partnering with colleges and trade schools, companies may attract more young people. • One million open jobs. Restoring competitiveness in 16 manufacturing industries could raise America’s annual GDP by more than 15%, according to research from the McKinsey Global Institute. Yet as the US manufacturing sector speeds toward a digital, automated, and more sustainable future, more than one million jobs remained unfilled in October 2021—the highest on record. Explore three actions leaders can take to restore manufacturing to its position as a powerhouse of the US economy. — Edited by Belinda Yu Fuel US competitiveness 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> - 10:08 - 28 Feb 2022 -
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by "Schneider Electric" <reply@se.com> - 09:01 - 28 Feb 2022 -
Navigating the future of work through people analytics
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
The talent market is in flux—how are you meeting the moment? Maybe your organization is grappling with rising resignations, or sorting through hybrid dilemmas. If you’re a leader navigating this inflection point, here’s something that could help: people analytics. A new episode of our McKinsey Talks Talent podcast features author and HR expert David Green unpacking ways data can be used to address issues from the Great Attrition to diversity, recruiting, and beyond. You don’t want to miss it. — Joyce Yoo, digital editor, New York 
Talent at a turning point: How people analytics can help Rising resignations. Hybrid work. The diversity imperative. Leaders are navigating a talent market in flux. Here’s how people analytics can help. Understand human potential
Quote of the Day “No one’s going to trade a more time-consuming, less transparent, in-store-only experience for a less time-consuming, more transparent, online experience.” —McKinsey partner Dave Fedewa on the importance of customer reviews in a recent episode of The McKinsey Podcast
Chart of the Day See today’s chart
Also New How to be an excellent CEO: Part 5 Learn how the best CEOs connect with stakeholders in this fifth video of a seven-part series. Connect with stakeholders
Leadership lessons from the world’s best CEOs The authors of the new book CEO Excellence, who interviewed dozens of the top-performing chief executives, share their most memorable encounters and stories. Get the scoop
Author Talks: All along the S-curve Nurture individual growth and team development within your company. Encourage individual growth
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:25 - 28 Feb 2022 -
Getting Started with Remote
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by "Neha Gupta" <neha@remote.com> - 11:23 - 28 Feb 2022-
Re: Getting Started with Remote
Hi MD,Since you registered with Remote a few days ago, I thought it'd be helpful to send over this guide for getting started.For new users, we recommend connecting on a call to make sure you're getting the most from Remote. You can book a time that works for you here, or let me know what's best on your side.Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click hereOn Wed, Mar 2, 2022 at 4:28 pm, Neha Gupta wrote:MD - I'm checking in to ensure you were able to find a time to connect about your plans for using Remote. This will be the best way to ensure we address any questions you may have about adding new remote employees.Best,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click hereOn Mon, Feb 28, 2022 at 4:23 pm, Neha Gupta wrote:Hi MD,I noticed you recently signed up for an account with Remote. I’m here to help ensure you have everything you need to onboard and pay your new remote hires.The easiest way to get you set-up would be to jump on a call with one of our Global Employment Specialists. On this call, we can address your questions and show you how to add an employee to your account.
Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click here
by "Neha Gupta" <neha@remote.com> - 11:29 - 4 Mar 2022 -
Re: Getting Started with Remote
MD - I'm checking in to ensure you were able to find a time to connect about your plans for using Remote. This will be the best way to ensure we address any questions you may have about adding new remote employees.Best,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click hereOn Mon, Feb 28, 2022 at 4:23 pm, Neha Gupta wrote:Hi MD,I noticed you recently signed up for an account with Remote. I’m here to help ensure you have everything you need to onboard and pay your new remote hires.The easiest way to get you set-up would be to jump on a call with one of our Global Employment Specialists. On this call, we can address your questions and show you how to add an employee to your account.Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click here
by "Neha Gupta" <neha@remote.com> - 11:28 - 2 Mar 2022
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by "Remote" <hello@remote-comms.com> - 04:10 - 28 Feb 2022 -
A leader’s guide to managing and improving performance
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
When the workers in a glass factory were rewarded for the weight of the product they made, they crafted heavy glass that was too thick to see through. When the reward was changed to the quantity produced, they turned out huge sheets of glass that broke because they were too thin. Management lore is replete with such examples of how poor metrics, poor targets, and lack of standardized processes can derail performance. Now, as organizations transition to remote and hybrid work, the stakes are much higher, especially for many knowledge workers. How can leaders manage performance effectively when they can’t physically observe work hours and inputs? This week, let’s review some tactics that work—and some that don’t. AN IDEA 
Make sure your evaluations are fair—and perceived as such Organizations have tried a variety of experiments to enhance employee performance, even dropping annual reviews and doing away with rankings based on a curve when these tools were thought to hinder rather than promote better performance. But performance improvement continues to languish. The reason? Employees don’t perceive the performance management system as fair, according to a McKinsey survey. To counter this perception, leaders must transparently link employees’ goals to business priorities, teach managers to coach effectively, and differentiate compensation for top performers. Among companies that adopted all three of these practices, 84 percent of respondents said that their organization had an effective performance management system; they were also 12 times more likely to report positive results from it than respondents from companies that hadn’t taken any of these steps. Team-based performance management is another fairness-oriented practice to consider, since it rewards teams, rather than individual contributors, for their output.
A BIG NUMBER 49 That’s the percentage of resilient organizations—high performers with agile, people-centric strategies—that increased their investment in coaching during the pandemic. Sixty percent of resilient organizations also gave more recognition to employees. By contrast, just 26 percent of nonresilient companies boosted their coaching investment, and only 24 percent provided more employee recognition. Coaching enables leaders at all levels to not only develop their teams but also cultivate their own growth mindset. Middle management roles, flattened during the COVID-19 pandemic, are making a comeback as organizations recognize their importance in coaching and performance management.
A QUOTE “Companies rarely promote people into leadership roles who haven’t been consistently seen and measured.” That’s business power couple Jack and Suzy Welch, writing in a BusinessWeek column in 2007. Not so long ago, “face time”—being physically present and visible at the workplace—may have been an implicit requirement for getting ahead; one study found that employees who worked remotely got lower performance ratings, smaller raises, and fewer promotions than their colleagues who showed up at the office. (There were even subcategories of face time: it could be “passive,” meaning that you were simply seen at work during normal business hours, or “extracurricular,” which involved people noticing you arrive early, stay late, or work on weekends.) The move to remote work during the pandemic has complicated the face time calculation. Leaders need to look out for hidden biases and make special efforts to evaluate performance impartially.
A SPOTLIGHT INTERVIEW 
“In-office interaction can be well thought out, just like an off-site,” says McKinsey’s Brooke Weddle in this podcast on reshaping culture in the hybrid workplace. “Going in for the sake of going in—I think those days are over.” Instead, leaders must orchestrate in-office interactions that are intentional, inclusive, and designed to produce specific outcomes. That involves monitoring employee sentiment as well as business-specific performance indicators. “Every executive team should be looking at a dashboard that’s a mix of performance and health and developing clear metrics that allow them to steer toward success,” Weddle says.
THE COST OF BURNOUT 
What shouldn’t you do to assess performance? Consider the number of hours worked. Like face time, overtime can be a misleading indicator and, if pushed to extremes, can cause severe mental and physical harm. One company’s internal survey revealed that employees put in workweeks of up to 120 hours. Long hours may be necessary in some industries and roles, but leaders should be aware of when to draw the line. Research shows that productivity drops sharply beyond a certain number of hours worked; in one experiment, working less made people more efficient. Focus on the quality, quantity, and timeliness of the work rather than the hours that people spend sitting at a desk. Lead fairly. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford 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> - 02:06 - 28 Feb 2022 -
By 2031, ransomware attacks could occur every 2 seconds. Are you prepared?
McKinsey&Company
On cybersecurity The news • It’s a C-suite concern. In this era of remote working, executives need to be particularly well versed in cybersecurity. Hackers are already using technology to cheat organizations out of millions of dollars by, for example, creating audio that impersonates a trusted party. A company’s ability to protect itself from cybercrimes will depend on its understanding of how to battle these newer risks, such as the viral spread of disinformation and deepfakes—which attackers will “almost certainly” use against businesses this year, warns the US Federal Bureau of Investigation. [FT] • Rising ransom payments. Victims of hacking were scammed out of $1.3 billion in the past two years, a new report reveals. Ransomware payments soared to $602 million in 2021, up from $152 million in 2019. The report noted that the 2021 figure is probably an underestimate, since many cybercrime victims don’t disclose that they’ve been hacked or that they’ve paid ransoms. Recently, the Australian, UK, and US governments issued a joint warning about the heightened threat from ransomware. [Bloomberg] To achieve a secure work environment, you need to know what technology you have, what and who it is talking to, and then watch it like a hawk. Our insights • Cat and mouse. Thanks to rapidly advancing digitization, companies and communities are more connected than ever. This means that ransomware attacks can easily cost tens of millions of dollars and affect millions of people. Cybercriminals are growing ever-more sophisticated, dwelling undetected within victims’ environments to understand where the highest-value data and information are, and then selling that to other bidders. • Security gaps. In 60% of ransomware cases, users install malware directly or through desktop-sharing apps. Many employees are working from home during the COVID-19 pandemic, but home networks are often poorly secured. In addition, legacy systems often chug along on outdated software with security gaps. Learn the four essential strategies for fighting back against ransomware, including how to prevent, prepare for, respond to, and recover from ransomware attacks. — Edited by Belinda Yu Secure your enterprise 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> - 12:46 - 28 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 extent to which care could shift from traditional facilities to the home, the most effective sales channel according to corporate customers, the potential growth opportunties for countries with rich stocks of natural capital, how different groups of companies approach machine intelligence, and why executives are looking internally to address capability gaps. FEATURED CHART The doctor is in—the video call 
See more
This week’s other select charts A sale with a click, not a handshake A natural bounty Machines that teach themselves Look inward, not outward
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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> - 03:41 - 26 Feb 2022 -
Could succession planning become obsolete?
Readers & Leaders
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THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND
As tech innovators continue to push the boundaries with virtual reality, scientists are hard at work on editing the natural one. But it’s not sci-fi—it’s synthetic biology, a field of science that combines design, computers, and biology to allow for the engineering of living cells. In this edition of Readers & Leaders—McKinsey’s monthly newsletter on the books that business leaders are reading—catch a discussion with Amy Webb on the future of synthetic biology; learn about the best leadership insights from the world’s top CEOs; see this month’s bestselling business books, prepared exclusively for McKinsey by NPD BookScan; and more. Itching for more good reads? Check out McKinsey on Books for the latest. And to get Readers & Leaders in your inbox monthly, click here to subscribe.
AUTHOR TALKS
Biological cell editing—or synthetic biology—is poised to affect nearly every facet of life, from healthcare to restaurant dining to life expectancy, which raises some interesting questions: How could synthetic biology be used to control how we create our children? Where will we source our food in the future? And what would succession planning look like in a world where people lived much longer than they do today? In a recent edition of Author Talks, leading futurist Amy Webb discusses these and other science-based hypotheticals from her new book, The Genesis Machine: Our Quest to Rewrite Life in the Age of Synthetic Biology (Hachette Book Group, February 2022).
“The biggest and the 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.” Watch the full interviewIT BEARS REPEATING
—Vik Malhotra, McKinsey senior partner and coauthor of CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest (Scribner, March 2022), in a video on how the best CEOs engage their boards. Read more in “Author Talks: What separates the best CEOs from the rest?”
IN CASE YOU MISSED IT
Google’s Neil Hoyne teaches us how to build consumer trust: “Consumers who sign up for a gym membership are really only going to go six times in that entire year. Simply buying something isn’t enough, and companies were falling into the same trap. They were saying, ‘With software, this will unlock all of our data.’” Watch the full interview.
Ruchika Tulshyan explains how workplace inclusion efforts can backfire: “Some of the advice that’s given to women, such as ‘negotiate harder’ or ‘be more confident’ or ‘fake it till you make it,’ has actually been found to be detrimental for women’s careers. It continues putting the onus on women to change, when actually a lot of the challenges we face are systemic and need to be addressed by the organizations.” Watch the full interview.
Whitney Johnson shares strategies for individual and team development: “People are really evaluating their lives, and they’re asking themselves, ‘Do I want more?’ I don’t so much think it’s the Great Resignation. Yes, people are resigning, but what I really think is happening is the Great Aspiration. People are aspiring for more—they’re not resigning from. They’re aspiring for more because they want to grow.” Watch the full interview.BUSINESS BESTSELLERS TOP
8
Daylight saving time is right around the corner. Find a window seat and take advantage of the extra hour of sunlight with this month’s top business bestsellers in eight categories, prepared exclusively for McKinsey by NPD BookScan, and explore the full lists on McKinsey on Books.
BUSINESS OVERALL
Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)
BUSINESS HARDCOVER
Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)
DECISION MAKING
Blink: The Power of Thinking Without Thinking by Malcolm Gladwell (Hachette Book Group)
ECONOMICS
COVID-19: The Great Reset by Thierry Malleret and Klaus Schwab (Lightning Source Inc.)
ORGANIZATIONAL BEHAVIOR
Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)
WORKPLACE CULTURE
Who Moved My Cheese?: An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson (Penguin Group USA)
DIVERSITY & INCLUSION
Caste (Oprah's Book Club): The Origins of Our Discontents by Isabel Wilkerson (Random House)
SUSTAINABILITY
Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman and Andrew Winston (Harvard Business Review Press)
WHAT WE’RE READING
1. There There, by Tommy Orange, a member of the Cheyenne and Arapaho tribes of Oklahoma, weaves together the stories of 12 Native Americans as they come together for the Big Oakland Powwow. The characters (some of whom are related) humanize the complex and painful history of urban American Indians, who, as the author writes, “know the sound of the freeway better than we do rivers.”
2. A Burning, by Megha Majumdar, is a cautionary tale of what can happen when people make decisions based on ambition. It centers around a terrorist attack in contemporary India and the intertwined fates of three characters—a Muslim girl who makes a pointed comment about the attack on Facebook, an opportunistic teacher, and a charismatic outcast who dreams of fame.
3. Unbroken: A World War II Story of Survival, Resilience, and Redemption, by Laura Hillenbrand, is one of the best examples of a life story that seems too unbelievable to be real. It focuses on Louis Zamperini, a World War II veteran who was an Olympic track star, an army officer, and a survivor of three prisoner-of-war camps in Japan after being stranded in the Pacific Ocean for 47 days.
4. Brain on Fire: My Month of Madness, by Susannah Cahalan, is an insightful portrayal of an out-of-body experience in which the author suffers from a rare, rapid-onset disease that transforms her personality and causes her to suffer paranoid delusions, until she is eventually able to uncover a diagnosis and start treatment.
5. Why We Sleep: Unlocking the Power of Sleep and Dreams, by Matthew Walker, is a fascinating wake-up call (so to speak) on sleep deprivation. The stats are compelling: for example, in one study, the effects of getting even six hours of sleep a night for ten days were the same as going without sleep for 24 hours straight.
6. Sapiens: A Brief History of Humankind, by Yuval Noah Harari, is an excellent survey course on the progress of human evolution. Complex topics, including key inflection points of humanity (for example, agricultural revolution, scientific revolution), are covered in an accessible way with insightful commentary on why humans have evolved the way they have.
This reading list was compiled by Anna Pione, a partner in New York who leads McKinsey’s consumer health and wellness service line, including the firm’s global research on the Future of Wellness. This segment was adapted from the Shortlist, McKinsey’s weekly newsletter on timely topics, edited by Barbara Tierney.BOOKMARK THIS
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37-Down: Car company that had the slogan “Born from jets.” Can you solve it?
CEO Excellence
Coming March 15, McKinsey’s authoritative new #CEOExcellenceBook outlines the six mindsets that distinguish the best leaders from the rest, based on rigorous research across more than 20 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries.
If you’d like to propose a book or author for #AuthorTalks, please email us at Author_Talks@Mckinsey.com. Due to the high volume of requests, we will respond only to those being considered.
—Edited by Molly Liebergall, an editor in McKinsey's New York office
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by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 11:13 - 26 Feb 2022 -
The Tyk Times: Tyk 4.0 is here!
The Tyk Times: Tyk 4.0 is here!
Here are some highlights to keep you up-to-date with what's going on at Tyk and in the API management world. Enjoy!
Discover the next generation of data management
Whether you want to combine data across distributed business units with GraphQL Federation, listen to real-time data updates with GraphQL Subscriptions or simply want a choice to use SQL database to store your APIM data - we've got you covered!
Join us for a Hangout with Matteo Collina &
James Higginbotham
We have a couple of extra-special hangouts coming up. First, join our GraphQL Hangout on 2 March as we welcome special guest, Matteo Collina of Nearform, to chat about GraphQL caching!
Then on 3 March, join our API Hangout with Executive API Consultant, James Higginbotham, as we chat about the principles of web API design.
Hope to hang with you soon!
by "Martin Buhr" <martin.buhr@tyk.io> - 04:00 - 26 Feb 2022 -
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Want to be a better leader? You can learn from the world’s best CEOs
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Quick, what’s one word you’d use to describe a leader you admire? “Charismatic” or “bold” might spring to mind—but what about “humble” or “resilient”? These traits are crucial, say the authors of McKinsey’s forthcoming CEO Excellence book (available to preorder), in the latest Inside the Strategy Room podcast episode. The lively conversation with Carolyn Dewar, Scott Keller, and Vik Malhotra highlights leadership lessons from nearly 70 CEOs, with insight on the practices and mindsets that set the best CEOs apart, touching on everything from managing through the pandemic and other crises to making big strategic bets. Don’t miss it. — Emily Adeyanju, digital editor, New York
Leadership lessons from the world’s best CEOs The authors of the new book CEO Excellence, who interviewed dozens of the top-performing chief executives, share their most memorable encounters and stories. Get the scoop
Quote of the Day “Business has a very big stake as leaders to be engaged in making sure that the moment we have a couple of months of low virus spread, that we remember to make the investments needed to ensure that when and if a variant emerges, we’re able to have those protections in place and, frankly, more protections in place than we’ve had in the last year as well.” —Shubham Singhal, senior partner, on the impact of the COVID-19 Omicron variant on businesses in “New variant, new challenges: How are we coping with Omicron?”
Chart of the Day See today’s chart
Also New 
The McKinsey Crossword: State Your Name | No. 64 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
Addressing the state of behavioral health in New York City The city’s economic disparities and diverse populations pose unique challenges for behavioral-health access. Understand the issues
Five digital and analytics battlegrounds for B2B aftermarket growth A differentiated commercial engine focused on just a few digital and analytics levers can more than double aftermarket revenues for industrial companies. Think outside of the box
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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> - 05:09 - 25 Feb 2022
