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• Don’t forget to check out the cheer in our Holiday Hub

  

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  Stock up on success ‘Tis the season! Or is it? Feel like this email is coming a bit early? That’s because good investments take a while to yield results. So the earlier you get your business ready for the holidays, the better. Head over to our Holiday Hub to stay ahead. From must-read articles to easy-to-use briefs, we packaged everything your business needs to stay flexible and successful this season. Ready to get the most bang for your business? See what’s in store Privacy Policy | Support | Invite a Friend | Get Inspired This email was sent to you by Fiverr International Ltd. You are receiving this email because you signed up for Fiverr. If you wish to unsubscribe from all future emails, please click here Fiverr International Ltd. | 38 Greene St. | New York, NY 10013, USA

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  by "Fiverr" <no-reply@announce.fiverr.com> - 01:05 - 27 Sep 2022

• Inflation (and fighting it) is upon us. Here’s how US companies can cope.

  On Point

  Operating in a slowing economy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Mixed messages and the US economy In the news • Low visibility. Labor market? Up. Retail sales? Moderating. Manufacturing reports? Mixed. Getting a read on the US economy is tricky amid conflicting measures of health. Demand in the US is proving resilient for now, with total retail sales rising 0.3% in August and consumer spending increasing in eight out of 13 categories. But consumers are pivoting from goods to services, leading to canceled orders and stockpiles of unsold items that are discouraging manufacturing. The only near certainty? Interest rates are rising in an effort to control inflation. [Bloomberg] • Uncertain consumers. Jobs may be plentiful and overall inflation lower amid gas prices softening late this summer, but consumers are signaling uncertainty about the long-term path of the US economy. The consumer sentiment index, a multidecade measure of how people feel about their economic prospects, has ticked up from record lows this June but is still far lower than it was last year. The US economy seems to be growing slowly, but consumers are stressed over the price of food and housing. [WSJ] It’s likely that the private sector is entering a new era of “higher for longer” interest rates and cost of capital. On McKinsey.com • How high? How long? The US Federal Reserve aims to bring inflation back down to 2% a year. For consumers, the mission is critical: over the past 12 months, prices have increased in more than 90% of categories, according to analysis by McKinsey senior partners Stephan Görner, John Kelleher, Ida Kristensen, Asutosh Padhi, Alex Panas, and fellow authors. Many economists currently expect the Fed’s key lending rate to top out at about 4%. In 11 rounds of Fed tightening since 1965, most lasted from one to three years and resulted in a recession. • Managing fallout. McKinsey studied equity analysts’ most recent estimates of revenue and earnings for the whole of 2022 and compared them with their estimates from the beginning of the year. The median analyst forecast expects the current revenue dynamics (materials and commodities up, consumer companies down) to continue and, more bleakly, for earnings to decline in all but a handful of industries. See how US companies can survive, build resilience, and flourish in the years to come. Four themes to consider 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:04 - 26 Sep 2022

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  by "Jignesh Pardeshi" <official@uffizio.in> - 10:00 - 26 Sep 2022

• Discover the world of Adobe Creative Cloud for enterprise business

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  by "Adobe" <demand@info.adobe.com> - 09:01 - 26 Sep 2022

• My Rookie Moment: Teamwork

  Harmony Internal - McKinsey

  Watch episode 10 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York Working in teams has many benefits, but the power of teamwork can truly be felt when we are going through something challenging, whether it’s trying to fix a mistake, dealing with tough feedback, or embarking on a new and unfamiliar project. In the latest episode of My Rookie Moment, Michael Birshan, Brian Elliott, Alok Kshirsagar, Asutosh Padhi, Michael Park, and Jennifer Stanley talk about what they’ve learned from working with different types of teams—and how having a collaborative mindset brought out the best in them. Tune in and see what they have to say. And be sure to check out Asutosh Padhi and his coauthors’ forthcoming book, The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America, which shines a spotlight on the industrial-tech sector. My Rookie Moment: Teamwork We all know the value of teamwork. As seasoned consultants, our colleagues understand that working in teams and dealing with different types of people in diverse contexts require flexibility, sensitivity, an open mind, and a collaborative mindset. In this episode, Michael Birshan, Brian Elliott, Alok Kshirsagar, Asutosh Padhi, Michael Park, and Jennifer Stanley, look back on learning from mistakes, being a part of diverse teams, overcoming challenges through teamwork, and appreciating what each team member brings to the table—while meeting them where they are. Watch episode 10 Quote of the day “We’ve moved away from a time when people said, 'You can’t participate in the innovation economy unless you live and work in Silicon Valley.'” —Steve Case, CEO of the venture capital firm Revolution and cofounder of AOL, on how noncoastal US cities are driving innovation in a recent Author Talks interview   Chart of the day See today’s chart ALSO NEW Accelerating gender equality through healthcare As part of this year’s G20 summit, McKinsey partner Phillia Wibowo addressed the W20 working group’s plenary session in Indonesia. Learn more   Leading operating model modernization: What do transformation leaders say? Leaders of agile centers of excellence came together to discuss key success factors for going agile and their conviction that doing so is the best way to safeguard the future of companies. Hear what leaders say   The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America Asutosh Padhi, Gaurav Batra, and Nick Santhanam reveal manufacturing, an under-appreciated and under-valued sector of the economy, for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices—a bright spot in an economy that has too often been buffeted by external shocks. #TitaniumEconomyBook Preorder now  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:32 - 26 Sep 2022

• ‘If you’re going to build something from scratch, this might be as good a time as in a decade’

  Harmony Internal - McKinsey

  Be ambitious ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly ‘If you’re going to build something from scratch, this might be as good a time as in a decade’ In the second episode of our series The Quarterly Interview: Provocations to Ponder, venture capitalist Bill Gurley explains the promise and perils facing start-ups at a moment of economic uncertainty and reveals why hybrid work may be the most interesting technology of all. Be ambitious Related Reading What executives are saying about the future of hybrid work  We’re helping build an economy that works for all. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 04:46 - 26 Sep 2022

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:16 - 26 Sep 2022

• A leader’s guide to strategic courage

  Harmony Internal - McKinsey

  The end game ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Rama Ramaswami   Senior Editor, New York It’s probably a given that leaders need to be courageous, but that can take many forms—and these days, courage is more likely to be effective if it is flexible, nuanced, and contextual. Just as leadership styles vary, ways of expressing courage can vary, from restrained determination to outspoken self-confidence. Courage in leadership has never been more essential than now, when our uniquely challenging times demand bold and confident responses. But whether your style is swashbuckling warrior or quiet crusader, it is critical to deploy your courage in strategic ways to advance your organization’s objectives and your own personal growth. Here are some tactics to think about. AN IDEA Play both defense and offense It takes versatility to play multiple positions in a game—and the same is true in business. In this article on leading with courage amid volatility, McKinsey global managing partner Bob Sternfels, along with coauthors and senior partners Michael Birshan and Ishaan Seth, note that “the best leaders and companies are ambidextrous: prudent about managing the downside while aggressively pursuing the upside.” Adopting a defense-only posture tends to result in median company performance, whereas an offense-only stance may yield a mix of occasional wins and some major failures. Leaders who are courageous enough to pursue both strategies at the same time also hone three types of competitive edge—deep insights, decisive commitment, and speedy execution—that help them take advantage of volatility and use it as a catalyst to act on new opportunities. A BIG NUMBER 6 The economic downturn in early 2020 took place at six times the speed of the one in 2008–09, but leaders whose companies recovered the fastest focused on three outstanding attributes of resilience: margin improvement, revenue growth, and optionality (the ability to consider more optional investment opportunities). Rather than spiking in any one area, the top performers emerging from the previous downturn made improvements in all three areas. In today’s changeable economic conditions, leaders can counter uncertainty with farsightedness, taking thoughtful actions to balance growth, margins, and optionality. A QUOTE “When making a high-stakes decision, it’s important to focus attention on the issue at hand. That means focusing on strategic, rather than tactical, decisions.” That’s McKinsey experts Andrea Alexander, Aaron De Smet, and Leigh Weiss on acting decisively in uncertain times. Courageous leaders make bold moves—and bold moves are required when making strategic decisions, which come with a high degree of uncertainty. There’s no playbook for making such decisions, especially when under pressure or in a crisis, but adhering to these five principles can steer you in the right direction. Some techniques may seem counterintuitive, such as pausing rather than acting immediately, but adopting them “can help avoid knee-jerk reactions that lead to poor outcomes,” say the authors. A SPOTLIGHT INTERVIEW Vulnerability in a leader wouldn’t traditionally be considered courageous, but it is part of the authenticity and humility that are at the core of emerging styles of leadership. In this conversation, McKinsey senior partner Ramesh Srinivasan and MindForward Alliance CEO Poppy Jaman discuss the importance of openly addressing mental-health challenges in the workplace. “Until we get leaders to say, ‘I had a breakdown and I’m still successful,’ we are not going to change corporate culture,” says Jaman. She cautions against creating a culture of “toxic perfectionism” that stigmatizes mental-health problems and stifles risk-taking and innovation. Leaders should recognize their own “stress signatures”—responses to stress such as sleeplessness or loss of appetite—and develop a range of interventions to disrupt downward cycles. Also helpful are “micro-practices” (new or different routine behaviors) that improve one’s mental well-being, Srinivasan says. CALL ME CREATIVE If you always wanted to be a ‘chief heart officer’ when you grew up, now’s your chance. The ongoing upheavals in the workplace have given rise to a slew of unique roles and job titles, such as “head of remote,” “head of dynamic work,” or “vice president of flexible work.” Primarily aimed at boosting morale, these jobs involve a gamut of tasks—anything from sharing hot-sauce recipes with employees to planning events with astronauts. Not sold on your new title? Don’t be too quick to write it off. Research shows that rebranding job titles can improve employee engagement and boost recruitment. Lead courageously. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:10 - 26 Sep 2022

• Companies that violate trust get ‘canceled.’ Are businesses reducing digital risks?

  On Point

  Our research on digital trust  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York Developing digital trust In the news • Fostering cyber resilience. Companies focused on keeping their operating systems running smoothly should consider developing cyber resilience. Rather than trying to prevent all cyberattacks, a better option would be for organizations to build up operational strength so that it’s harder to damage the business in the event of a cyberattack or data breach. Businesses can proactively develop cyber resilience by dividing digital networks into smaller parts so that if one segment is attacked, the others aren’t automatically at risk. [WSJ] • Humans required. While AI programs can help make decisions that involve vast troves of data, machines aren’t yet capable of considering moral and ethical concerns. Consider the “trolley problem”—a hypothetical situation in which one can choose to divert a runaway streetcar to another track, causing the death of one person in order to save the lives of many. AI systems may lack the empathy that leads to more ethical decision making. To build public trust in technology, organizations should promote fair and moral decision making using AI and remove biased or skewed data. [HBR] Organizations that are best positioned to build digital trust are also more likely than others to see annual growth rates of at least 10% on their top and bottom lines. On McKinsey.com • At risk. Many leaders are highly confident in their company’s ability to establish digital trust, the belief that an organization will protect consumer data, and offer ethical AI-powered products and services. But that assuredness is largely unfounded. Nearly 90% of executives say that they are at least somewhat effective at reducing digital risks. However, less than a quarter report that their organizations are actively mitigating a variety of digital risks across most of their organizations, note McKinsey senior partners Alex Singla, Kate Smaje, and colleagues. • The power of digital trust. Leaders in digital trust—those with employees who follow established policies on data, AI, and general ethics—outperform their peers both in loss prevention and business growth. Many consumers say that they will stop buying from a company when it violates their trust. In a global survey of more than 3,000 consumers, 53% say they make online purchases or use digital services only after making sure that the company has a reputation for protecting its customers’ data. See why digital trust truly matters. Learn more about digital trust 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:19 - 26 Sep 2022

• Let’s do this - Adobe MAX 2022!

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  Be inspired by expert speakers in design, photography, illustration, video, and more.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ Adobe MAX The Creativity Conference Oct 20 Virtual Event Register now Siân Heder Academy Award–Winning Writer, Director Jason Sudeikis Actor, Comedian, Writer, Producer, Co host of Sneaks Jeff Koons Artist Steve Aoki Grammy-Nominated Artist, DJ, Producer Inspiration everywhere. The writer and director of CODA. An Emmy Award–Winning actor. A pop culture artist and sculptor. A Grammy-nominated DJ and record producer. They’ll share their stories and insights. You’ll hear what inspires them and how they might inspire your creative journey. Inspiration all around. Register now Diamond sponsors Connect with top creative professionals as a MAX sponsor. See how.   *Offer valid through the close of Adobe MAX 2022 registration. VOID WHERE PROHIBITED OR RESTRICTED BY LAW. Valid only for Adobe Creative Cloud members 18 or older with purchase of one (1) full (three-day) Conference Pass to the Adobe MAX event occurring October 18–20, 2022. Limit one (1) discount per person; not available retroactively. To redeem the US$500 savings with purchase of one (1) full Conference Pass for MAX 2022 (reg. street price US$1,895), register at max.adobe.com (or register on-site at the event) and provide promotion code M22CC when prompted. Discount will be applied during checkout. Offer not valid with non-full (three-day) MAX passes or for group, bundle, or volume purchases. Offer is subject to availability and may not be exchanged, sold, or transferred; combined with any other discount or offer; or redeemed for cash or other goods and services. Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com   View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:10 - 25 Sep 2022

• Top 10 articles this quarter

  McKinsey&Company

  At #1: The Great Attrition is making hiring harder. Are you searching the right talent pools? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Top Ten Newsletter | Third Quarter 2022 Our top ten articles this quarter look at inflation, tech trends, ESG, and more. At No. 1, senior partner Aaron De Smet, expert associate partner Bonnie Dowling, partner Bryan Hancock, and senior partner Bill Schaninger uncover the five crucial employee personas that companies must understand to solve the attrition and attraction problem for the longer term. 1. The Great Attrition is making hiring harder. Are you searching the right talent pools? People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs. Reassess now  2. How inflation is flipping the economic script, in seven charts The troubling trend is spilling over into every corner of the global economy, with dramatic effects. McKinsey Global Publishing looks at the latest data. Get ready  3. McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Make the most of them  4. The ten rules of growth Empirical research reveals what it takes to generate value-creating growth today. Follow a holistic blueprint  5. Does ESG really matter—and why? Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is likely to become essential to maintaining their social license. Deliver meaningful impact  6. The office of the future: A whole new (floor) plan Revisiting your talent strategy for a hybrid world? Think hard about the purpose and design of your office space. Embrace change  7. Choosing to grow: The leader’s blueprint Driving sustainable, inclusive growth requires the right mindset, strategy, and capabilities. Here are some steps that could help foster successful growth. Double down on growth investments  8. Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle The US economy continues to throw off mixed signals. But one thing is becoming clear: executives should prepare for an extended period of higher interest rates. Get primed  9. Strategic courage in an age of volatility Today’s challenging environment requires business leaders to hone their edge in three critical areas: insights, commitment, and execution. Focus now  10. How to make ESG real While ESG is likely to evolve both in substance and name in the coming years, its underlying impulse is here to stay. Here’s how companies can take a more systematic and rewarding approach to ESG. Be effective  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 03:58 - 25 Sep 2022

• The week in charts

  The Week in Charts

  The materials transition, customer care talent, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   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—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored Europe’s use of industrial materials, talent in customer care, the luxury-car market, sea freight rates, and racial and ethnic representational parity in US colleges and universities. FEATURED CHART Squandered fortunes? See more This week’s other select charts Job poaching prevention  Steering toward luxury  Rough seas for freights  A growing gap in higher ed Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:58 - 24 Sep 2022

• Getting beyond bureaucracy in human resources

  Harmony Internal - McKinsey

  An antidote to questionnaire overload and multipage templates ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   McKinsey Classics | September 2022 Getting beyond bureaucracy in human resources Corporate HR processes are famously complex and time consuming, and corporate HR departments are famously overstaffed. One reason for the bloat might be that many companies have forgotten the business rationale for HR processes. But there’s an antidote to massive HR systems, questionnaire overload, and multipage templates: understanding the function’s strategic goal. High-quality, timely information about talent pools and gaps, for example, is a competitive advantage that HR is uniquely able to provide. A grocery manager in a global retailer may have proved her value in Argentina, say, just as an important job opens up in Mexico. An oil and gas company could have both a leader who’s running out of growth headroom in the Middle East and a need for someone with similar expertise for a bigger role in Houston. And as digitization becomes more important to cars, an automaker that has long recruited large numbers of mechanical engineers may not have enough software experts or know where to find them. HR can ensure that these connections get made and help executives seize the moment.  It’s easy to say that HR should get out of the way, but the pendulum can swing too far in that direction. Read our classic 2015 article “Getting beyond bureaucracy in human resources.” —Roger Draper, editor, New York Learn how HR can help companies realize their goals Related Reading Mili Bustamante and Neel Gandhi, “Human resources in the age of automation”  Laura Blumenfeld, Neel Gandhi, Asmus Komm, and Florian Pollner, “Reimagining HR: Insights from people leaders”  Davis Carlin, Anu Madgavkar, Dana Maor, and Angelika Reich, “Overcoming the fear factor in hiring tech talent”  Did You Miss Our Previous McKinsey Classics? Keeping customers happy in hard times Learn what’s really important to consumers. Read our classic 2008 article “Maintaining the customer experience.” Learn what customers really want  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:51 - 24 Sep 2022

• Regional innovation hubs, green infrastructure, and more essential reads for the weekend

  Harmony Internal - McKinsey

  Unwind with this week's essential reads  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York As you get ready for the weekend, take a moment to catch up on this week's big reads on noncoastal US cities driving innovation, Europe's technology gap, investing in green infrastructure, and more. AOL cofounder and Revolution CEO Steve Case talks about the noncoastal US cities that are driving new innovation in a new Author Talks interview. Embrace entrepreneurship Sven Smit, Magnus Tyreman, and their coauthors explore Europe's corporate and technology gap—and how these issues impact future growth and strategic autonomy. Stay competitive Private-sector investment of public land could help emerging economies drive decarbonization goals—and also build the foundation for a more sustainable and resilient future, according to Jonathan Woetzel, Ahmed Youssef, and their coauthors. Collaborate with care Our weekly briefing note on sustainable and inclusive growth explores how CIOs can help decarbonization efforts, the impact of COVID-19 on women, minimobility, and more. Get the latest update Quote of the day “One of the advantages of our being a bank born actually just after COVID hit is the fact that we never had the luxury of not being cautious.” —Jaidev Janardana, CEO of Zopa, on growth in the current environment in a recent episode of Talking Banking Matters podcast  Chart of the day See today’s chart ready to unwind? Revenue growth management: Building capabilities to sustain impact Consumer companies must ensure people throughout the company have the capabilities to drive their RGM strategy and react to market shift. Reset your RGM strategies   The gathering storm: The transformative impact of inflation on the healthcare sector Inflation is at record highs and is now blowing through healthcare. Weather the storm   38-Across: Occupational phenomenon of extreme tiredness and reduced ability to regulate cognitive and emotional processes... and a hint to this puzzle’s theme Know the answer? Test yourself with the latest McKinsey Crossword, Sidelight | No. 94. Clear your mind  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:45 - 23 Sep 2022

• Securing Europe’s competitiveness: Addressing its technology gap

  Harmony Internal - McKinsey

  Understand regional trends ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Global Institute Securing Europe’s competitiveness: Addressing its technology gap Even amid war in Europe and the energy and cost of living crisis that has resulted, the region needs to pay attention to its slow-motion corporate and technology crisis. Understand regional trends Related Reading Join us for a live webinar on securing Europe’s competitiveness   Special collection: Lifting Europe’s Ambition  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 02:10 - 23 Sep 2022

• Remote wins back-to-back in the G2 Multi-Country Payroll category 🎉

  Remote wins back-to-back in the G2 Multi-Country Payroll category 🎉

  Hello MD, When Remote was founded in 2019, our mission was simple: open up the world of work for every person, business, and country. We’re thrilled and humbled to once again receive the recognition from G2 as the #1 Multi-Country Payroll provider in their Fall Report 2022 🥇   Ranking highlights: Ease of use - 95% Governance - 93% Quality of support - 94% We are also: A leader in the G2 Asia Pacific Regional Grid Report A leader in the G2 Small-Business Grid Report A leader in the G2 High Performance Grid Report A leader in the G2 Fastest Implementation Grid Report A leader in the overall G2 Grid Report Download the Grid Report Employ global talent today, with Remote. Talk to our experts FEEL CLOSER, GROW FURTHER REQUEST A DEMO You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 10:02 - 23 Sep 2022

• Gitex 22 | Your chance to win free visitor pass for GITEX'22

  Gitex 22 | Your chance to win free visitor pass for GITEX'22

  Witness he Power of Sangoma Switchvox

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:01 - 23 Sep 2022

• Building organizational resilience in volatile times

  The Shortlist

  Create a framework ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | SEPTEMBER 23, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, we offer a strategic way forward for organizations beset by global challenges. Plus, a look at food loss through the journey of the humble tomato, and McKinsey partner Duwain Pinder on how to build racial and ethnic equity in US higher education. The decades-long orthodoxy of globalization is under strain as the world continues to face shocks: war, inflation, the long tail of the pandemic. According to a recent McKinsey survey of global economic conditions, CEOs continue to view geopolitical instability and supply chain disruptions as among the top threats to global growth. These challenges (and others yet unknown) may become more acute as the competition for global influence rises in the years ahead. An analytical approach. CEOs need to know whether they can still remain global players and, if so, how. One way to respond in the face of fragmentation and uncertainty is by intensifying focus on resilience. Of course, global executives have an intuitive sense of where to focus initially to build this skill into their organizations. Now, however, many are looking for a more rigorous and analytical approach. In a recent article, senior partner Andrew Grant and his colleagues focus on six dimensions where CEOs can challenge their organizations to build resilience: business model, reputation, organization, operations, technology, and finance. Concrete actions. In the case of business model resilience, they write that the board can take the lead in developing an understanding of geopolitical developments that are material to the organization. Boards can identify priority risks by creating a tiered approach, with tier five reflecting markets with the highest level of geopolitical risk and tier one denoting markets with localized risks that can be managed by local leadership and teams. A mechanism can be established for internal teams—legal, security, finance, risk, and communications—to assess the aggregate risk of operating in a particular market and offer options to recalibrate the organization’s presence. Structural foundations. Companies may need to focus on building long-term resilience instead of day-to-day supply chain issues. Companies can construct a “digital twin” of the most critical parts of the supply chain and create and test what-if scenarios. It is also crucial to protect the physical security of one’s people by maintaining redundancy in communication channels, aligning with security vendors on the ground, and keeping a low profile in high-risk markets. As future flash points arise, investing in early-warning systems and extraction plans is essential. The era of volatility. In conversations with McKinsey, CEOs, board members, and other business leaders share a common sentiment: today’s combination of global shocks has created an extremely challenging environment for management teams. A resilience framework is a starting point for internal discussions on developing appropriate solutions. The new normal requires a new CEO mindset. That means making geopolitical resilience a strategic priority that will both protect the organization and lay the foundations for long-term competitive advantage. Off the charts Reducing food loss: A tomato’s journey Most large-scale efforts to address the problem of food loss focus on food waste, largely because it’s more visible: people see food being wasted in stores, restaurants, and households. But roughly half of the food that doesn’t get eaten by humans—worth an estimated $600 billion—is lost at or near the farm, during or just after harvest. An examination of the farm-to-retailer food supply chain follows the journey of the humble (and ubiquitous) tomato as a way to consider how to reduce food loss. Check out our chart of the day here. PODCAST A North Star of the space economy Venture capitalist Mark Boggett is one of the most prolific investors in the vast region above the sky. In a recent interview, he offers an investor’s view of the strides being made in space technology, its practical applications, and its potential benefits for individuals and societies. “We are focused on space looking down at Earth at the moment, because that’s where we believe the largest opportunity is—taking this digital infrastructure and applying all of the data and connectivity to address many of the problems that we face on Earth,” he says. More on McKinsey.com When good intentions get derailed | In this Bias Busters, we look at motivated reasoning—a cousin to the more well-known confirmation bias—which takes hold when people lend more credence to conclusions they want to be true rather than to those proved by evidence. Turning a talent challenge into a competitive advantage | Semiconductor companies are on the cusp of a decade of opportunity, but success will be predicated on the ability to attract and retain the best and brightest. How to rebuild social capital and improve corporate performance | People’s professional networks have shrunk since the onset of the pandemic, while companies’ hiring challenges are growing. To help reverse these trends, we look at how organizations can manage workplace interactions more intentionally. Four questions for Duwain Pinder Duwain Pinder, a partner in McKinsey’s Ohio office, helps higher-education institutions and other organizations implement strategic and performance improvement strategies. He is also a leader of the McKinsey Institute for Black Economic Mobility, our global economic think tank focused on racial equity. Before coming to McKinsey, he was a director at Teach For America. You were an author of a recent report on racial and ethnic equity in US higher education. What did the research reveal? We learned that despite institutions’ continuing efforts, historically marginalized racial and ethnic populations are still underrepresented in higher education among undergraduates and full-time faculty and in leadership. These findings are not novel, but what is significant is the slow rate of progress in driving inclusive growth. For Black and Native American students and for faculty from all underrepresented populations, there was effectively no progress from 2013 to 2020. The analysis suggests that higher education has opportunities to address these gaps. What are some of the key ways to make progress? Three focus areas are recruiting more first-time students from these populations, driving up completion rates, and creating a more diverse faculty. Several strategies can help. First, reflecting on an institution’s role in these inequities can create an environment of intellectual and psychological honesty. After a comprehensive review, institutions can identify how processes, systems, and norms contribute to the marginalization of underrepresented racial and ethnic groups. For instance, universities could incorporate processes designed to boost racial equity in their administration of research and grant activities or implement strategies to reduce disparities in their local community. Institutions can then embed new racial-equity priorities into their culture. That involves incorporating equity as part of the strategic plan, dedicating sufficient resources to the effort, and assigning a senior leader and staff to support the president or chancellor in implementing ideas and tracking progress. Clear and frequent communication with stakeholders—including alumni, staff, and donors—at each stage of this work will ensure that people in every part of the institution and its extended community are progressing together toward a shared goal. You’ve done a lot of work with historically Black colleges and universities (HBCUs). How can their unique position help Black Americans make economic progress? In addition to their vital historical role, HBCUs today confer 17 percent of all bachelor’s degrees awarded to Black students in the US (despite representing 3 percent of all colleges and universities). They’ve boosted their students into higher-income quintiles and into prominent political positions and remain key sources of talent. So these schools are playing a big role already, despite being significantly underfunded relative to non-HBCU peers. If funded more significantly and sustainably, HBCUs can do even more—like ensuring that their degree programs are preparing students for high-paying, in-demand careers and playing a greater role in reskilling and upskilling, especially as increases in automation create additional threats to Black employment. The US racial wealth gap is the product of several factors, including intergenerational transfers, lower incomes, and a lack of financial inclusion. Yet, our data show that a strong HBCU network could increase Black worker incomes by about $10 billion in addition to strengthening the economy with $1.2 billion in incremental business profit, $300 million in decreased student-loan debt, and $1 billion in additional consumer expenditures. In your role as a leader of the McKinsey Institute for Black Economic Mobility, what are you really excited about? McKinsey has the ability to help improve the lives and livelihoods of Black communities globally by sharing insights and coordinating actions toward inclusive growth. I’m excited about using the institute’s platform to convene leaders and move them toward meaningful action. We held our fifth annual Black Economic Forum event in August, and it was so energizing to gather people from the worlds of business, government, and academia to talk about how to address racial inequalities and drive inclusive growth. We shared individual stories of Black economic mobility and discussed how to increase business diversity and support Black brands. I’m inspired by these conversations and believe leaders and organizations have a growing appetite for addressing these challenges. Share this Four Questions BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friendsso they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptionshere. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:35 - 23 Sep 2022

• What could life be like in the 2030s?

  On Point

  McKinsey leaders envision the next decade  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta The next normal In the news • Coding the future. Could advances in AI put the majority of white-collar knowledge workers out of a job by 2036? AI systems are getting so powerful, so quickly that there’s a 35% chance of that happening, one senior expert says. Apps powered by AI are now capable of creating screenplays and emails, bantering with humans over text message, and generating stunning works of art in mere seconds. Huge changes are imminent, so organizational leaders should strive to understand the technology, its potential, and its risks. [NYT] • Smarter fitness. One day, your gym pants might do more than just wick away sweat. When fitness studios shuttered during the COVID-19 pandemic, people joined online workouts and embraced exercising in nature. Now, companies are working to level up wearable trackers like chest straps and wristbands by directly embedding sensors into athletic wear. One smart-apparel brand is developing pants that can detect when a wearer has bad posture and shirts that notify athletes when they should drink more water. [WSJ] We’ve asked McKinsey leaders to envision their respective industry’s next decade. Here are some of their more evocative—and provocative—predictions. On McKinsey.com • Your rocket is boarding. The COVID-19 pandemic launched companies and industries into an era of head-spinning change. With businesses going digital in a matter of days, the next decade could bring more innovation than at any other time in our modern history. What might life look like in the 2030s? For one thing, imagine boarding a rocket in New York and landing in Paris 30 minutes later. That’s the premise of point-to-point transport, and just one way that the concept of space could support life down on Earth, says McKinsey’s Jesse Klempner. • Electric air taxis. In the next decade, expect electric flying vehicles to become an accessible, seamless, and common way to travel, reveal McKinsey partners Kersten Heineke and Robin Riedel. For the same price as a taxi, electric air taxis could land in people’s neighborhoods, routinely ferrying travelers and cargo within a 100-mile radius. In our multimedia series, The Next Normal, McKinsey leaders and business executives envision what the future may hold. Explore our new interactive and consider how life might change. See a vision of the future Was this forwarded to you? Sign up here. Or send us feedback— we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:34 - 23 Sep 2022

• How to attract and retain talent amid the Great Attrition

  Harmony Internal - McKinsey

  Confront the issues ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York People are still quitting their jobs. Some are leaving the workforce entirely. Companies are continuing to struggle to fill positions. As the Great Attrition persists, what can employers do to find and retain talent? In a new episode of The McKinsey Podcast, associate partner Bonnie Dowling digs into the latest McKinsey research on this topic. She delves into the five worker personas of those who left their jobs—the traditionalists, the do-it-yourselfers, the idealists, the caregivers, and the relaxers—and what companies can do to attract them. Tune in and confront the attrition problem. To slow down attrition, pay closer attention to what workers really need The Great Attrition continues, but if companies understand the differences among five common employee personas, they may be able to find and retain talent more effectively. Confront the issues   Quote of the day “Companies have moved from thinking mostly about risk or regulatory requirements to looking at underwriting and understanding where there’s opportunity for new growth during the net-zero transition, as well as better opportunities to serve customers and be more credible in our current environment.” —Associate partner Christie McNeill on the shift in sentiment among US insurers in “Climate and insurance: How carriers are preparing for a net-zero future” Chart of the day See today’s chart   ALSO NEW We’re helping build an economy that works for all. 7 in 10 people live in societies with growing inequality. That’s why we’re taking action to create a more inclusive economy through our work with clients, and in local communities. See how we’re helping  Out of the shadows: A brighter future for pharma technical development The sometimes-overlooked function of chemistry, manufacturing, and controls (CMC) has a rare opportunity to reimagine its role and find innovative ways to improve and accelerate drug development. Pay attention   Against the odds: How life sciences companies excel in large transformations Life sciences companies pursuing a step change in performance have obtained mixed results. Adhering to five principles can greatly improve the odds of a large transformation program succeeding. Think big   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:43 - 22 Sep 2022