in

info@learn.odoo.com

• 1
• 2
• 3
• 4
• 5

• ADAS and DMS - White Label GPS Tracking Software

  ADAS and DMS - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  ADAS and DMS for enhanced driver safety 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Fleet managers have a lot on their plate. Between ensuring vehicles are properly maintained, tracking driver behavior, and managing fuel costs, there's a lot to keep track of. ADAS(Advanced Driver Assistance System) and DMS(Driver Monitoring System) can help with all of these things Key Benefits Improve problematic driving Drivers and managers get real-time feedback on driving habits. Eliminate harsh braking, idling, sleepy behavior, smoking, etc. Enhance driver safety Drivers can stay safe on the road with warnings for dangerous situations and assisting with collision avoidance. Avoid collisions Features like blind spot monitoring, lane departure warning, forward collision warning, etc. are designed to avoid collisions. Confident and efficient driving ADAS assists drivers in driving confidently and efficiently with parking assistance, tracking, and better route optimization. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, A27, 29, 2nd floor, Pramukh Sanidhya, Dharampur Road Abrama, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

  ---

  by "Jignesh Pardeshi" <official@uffizio.in> - 01:00 - 27 Oct 2022

• Relationships at work are fraying. What can organizations do to rebuild social capital?

  On Point

  Why weak ties also count ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Strengthening social capital In the news • From loathing to liking. That annoying colleague? There’s probably something you can learn to like about them. After all, connection is what the divided world seems to need, says a psychology professor who studies existential isolation. Having a shared experience with someone and thinking that you’re both responding to it in similar ways helps bring people together, research shows. To try it, ask the coworker who frustrates you to hang out, and pick a bonding activity such as going to a sporting event or a concert. [WSJ] • Best friends. Having close friendships at work makes life more fun—it’s also tied to important business outcomes, a 2022 Gallup study has found. People who have best friends at work are more likely than those who don’t to say that their companies are great places to work and to feel extremely satisfied with their jobs. They’re also less likely to be looking for a different job. To encourage workplace friendships, bosses can pair up new joiners with veteran workers who can help them get up to speed quickly. [HBR] “Even when we looked at US workers’ connections outside of their company networks, less than 20% felt that those had grown.” On McKinsey.com • Connectivity is crucial. Connectivity in the workplace is crucial for helping workers learn, innovate, and advance. But access to social capital is dwindling in today's workplaces, explain McKinsey senior partner John Parsons and partner Brooke Weddle. Fewer than 15% of employees report that their networks have grown since the start of the COVID-19 pandemic, according to a McKinsey survey of around 5,500 US workers from March 2022. Only around a fifth of employees feel more connected to people in their company network. • The ties that bind. External ties are weakening, too: fewer than 20% of workers say that their connections outside of company networks have grown, McKinsey research shows. But there’s a lot that organizations can do to help rebuild connections. For example, they can educate employees on the importance of developing different kinds of social capital. Workers may not know that even weak ties can link them to different parts of an organization and open up new opportunities. Listen to the podcast for ways to rebuild social capital. Understand social capital 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> - 12:35 - 27 Oct 2022

• How to maintain a ‘Longpath’ mindset, even amid short-term crises

  Harmony Internal - McKinsey

  Balance the past, present, and future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Katherine Tam   Digital Editor, New York How can we make decisions that both we and our future generations can be proud of? Whether we are dealing with a global crisis or a work assignment, how can our solutions be focused on the long term, as opposed to reacting in the moment? In a recent Author Talks interview, futurist Ari Wallach talks about the importance of a “Longpath” mindset, which shifts away from short-termism and balances the past, the present, and the future. Check it out and become an ancestor our future needs. And for more on leading with awareness and intentional choice, be sure to preorder the upcoming book Deliberate Calm by McKinsey authors Jacqueline Brassey, Aaron De Smet, and Michiel Kruyt. Author Talks: How to maintain a ‘Longpath’ mindset, even amid short-term crises Future-thinking strategist Ari Wallach provides a tool kit for acting less like a descendant and more like an ancestor. Balance the past, present, and future   Quote of the day “If companies don’t take action, they risk losing not only their current women leaders but also the next generation of women leaders.” —Check out the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org Chart of the day See today’s chart   ALSO NEW US holiday shopping 2022: ’Tis the season to be (cautiously) optimistic Despite continued economic uncertainty, US shoppers are looking forward to spending for the holidays. Retailers that offer good value will come out on top. Get ready to spend   The gathering storm: The threat to employee healthcare benefits US inflationary pressures could significantly raise annual employer healthcare costs and impact vulnerable household finances. Learn more   Building sustainability into operations The path discrete manufacturing companies have taken to make their operations carbon neutral has important lessons for any business pursuing the dual mission of profitability and sustainability. Enable the transformation   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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:37 - 26 Oct 2022

• How real estate is changing

  Re:think

  Real change in real estate ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON REAL ESTATE What is the future of workplace and retail real estate?  Federico Marafante Let’s start by thinking about the occupiers—for example, the companies that own or lease space for their employees. They will need to reorient their real estate strategies for competitive advantage and try to identify the moments that matter for coming together in person again. Because after COVID-19 began, flexible became a key part of how we work—and that way of working is here to stay. At the same time, the human touch and physical presence are still needed, but they have a very different purpose now versus in the past. For instance, if employers want to strengthen employee connections, improve social capital, onboard new hires, or evaluate potential acquisitions, maybe for these types of activities, it still helps to be together in the same place. But these places won’t be the same old offices as we thought of them before. They might include “third places,” such as coworking locations or on-demand meeting and event spaces, both of which could be combined with personalized services. Now let’s think about the future of the workplace from the owner and/or operator perspective, where there are different considerations. Not only will there be a reduction in demand for traditional offices, but much of today’s office space won’t meet the flexibility and experience needs of future occupants and workers. As a result, there could be both an oversupply of space and a scarcity of offices purpose-built for flexible work.  Can you imagine, for instance, a big, open space with hundreds of people, and most of these people are on videoconferences with colleagues who are somewhere else? I mean, that would not be sustainable. Offices need a completely different layout, in line with the needs of the flexible and remote world. You’ll need individual offices, though maybe not just for one person. Instead, these would be bookable for when you are in the office. You need centers of gravity, where colleagues can connect effortlessly. You need integrated employee experience applications that make it easy to coordinate with both on-site and off-site peers and reserve gathering spaces, hospitality services, and technology support as required. Community managers should be available to engage and support employees across the physical office and virtual workplace.  “We have seen some companies reduce their office portfolio costs by 60 or 70 percent, in the most ambitious cases.” Most companies were already making strides toward efficiency even before COVID-19, but the pandemic and flexible work accelerated things even more. From a remote-working survey that we ran in 2020, we learned that most leaders planned to save an average of 20 to 30 percent on real estate because of remote working. But we have seen some companies reduce their office portfolio costs by 60 or 70 percent, in the most ambitious cases.  Given these real estate savings, leading companies are reinvesting this surplus to do a true leapfrog in terms of technological tools and employee experience. Some companies are already investing in cutting-edge technologies, including digital twins and augmented reality, that can help employees work smarter and with a greater sense of connectivity.  Real estate decisions are increasingly linked to people and organization. In the past, real estate and facilities management was typically under the CFO and sometimes under the CEO. Since the pandemic, we have seen the work in this area shifting more to human resources. HR is no longer just about HR processes, strategic workforce planning, and performance management. Today, HR encompasses creating the best environment for talent to help make people both happy and productive. We can draw some comparisons between the changing workplace and what’s happening in retail. Just as during the pandemic many of us worked from home, we also embraced shopping from home. Now, we are partially back to offices and partially working from home, and we are reexamining the purpose of the office. If you think about retail outlets, it’s more or less the same. We lived for a couple of years buying everything online. But today, in general, 60 to 70 percent of consumer shopping is done in an omnichannel way, which means that maybe I go to a physical shop to check things out and then I order online. If retailers are able to reimagine their footprint in a way that is designed for omnichannel, they will have a new value proposition with a variety of formats. The main lesson from what happened in the pandemic and from the new way of shopping is that the experience, not just the product, will make the difference. The changes that have occurred in the new world of work and to the workplace are totally unprecedented. One thing that is a pity is that for many CEOs and entrepreneurs, their own personal style is affecting a lot of the decision making around going remote or not. They are often deciding what to do based on their preferences. But leaders can base these decisions on a more scientific approach. ABOUT THE AUTHOR Federico Marafante is a partner in McKinsey’s Milan office, where he leads the People & Organizational Performance Practice in the Mediterranean region. He works on real estate issues and on the design of organizational and distribution models. MORE FROM THIS AUTHOR Workplace real estate in the COVID-19 era: From cost center to competitive advantage Companies today should build workplaces that help them realize their strategies. Here’s why and how. 3 steps for transformation  UP NEXT Maria Valdivieso de Uster on B2B sales during turbulent times As inflation and economic uncertainty loom, companies can accelerate B2B sales growth by being flexible and nimble.  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 our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:13 - 26 Oct 2022

• [Demo] How to use New Relic to improve Performance, Reliability and Scale

  New Relic

  Join us on 16th November at 2 pm GMT / 3 pm CET for an interactive demo webinar on getting started with improving performance, reliability and scale using New Relic. The 45-minute demo will cover common scenarios that will be helpful if you want to: Troubleshoot application problems faster at the code level Consolidate logs and correlate them with the rest of your data Follow DevOps best practices (e.g. SLOs) but are not sure where to begin. By the end of the demo webinar, you will feel confident about using New Relic to get started with improving the uptime, reliability and scale of your applications.  Register Now View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page.

  

  ---

  by "EMEA Marketing" <emeamarketing@newrelic.com> - 05:36 - 26 Oct 2022

• Women are going through a "Great Breakup" with work. What should employers know?

  On Point

  Three big reasons women leave their jobs ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Women in the workplace In the news • Going gray. In an era of more casual workplace attire, many women are ditching their hair dyes and letting their natural hair color show. Sporting gray, white, and silver hair, some women say, is a way to push back against stereotypes about older workers. Bias against older people is real, says one expert on ageism. Even young toddlers adopt the belief that older people are less competent. For women, who are often seen as less capable than their male coworkers, that can create even more pressure to look youthful, another researcher says. [WSJ] • The dark side of confidence. Women’s failure to move up the career ladder is regularly blamed on a lack of self-confidence. But when women act assertive, they’re also often seen as overcompensating or acting inauthentically. Confidence is a gendered concept, say academic researchers, and one that’s frequently used to blame women for a lack of advancement at work. To address this, leaders should stop talking about confidence in performance reviews and help women find tangible ways to build workplace skills. [HBR] Only one in four C-suite leaders is a woman, and only one in 20 is a woman of color, finds McKinsey’s Women in the Workplace 2022 report, in partnership with LeanIn.Org. On McKinsey.com • The ‘Great Breakup.’ Women leaders in corporate America are leaving their jobs at unprecedented rates, say McKinsey senior partners Alexis Krivkovich and  Lareina Yee and coauthors. With companies already struggling to retain women managers—who are more empathetic and inclusive—that could have serious implications. Compared with men, women leaders are much more likely to leave their roles because they want flexibility or want to work for companies that are committed to worker well-being and diversity, equity, and inclusion (DEI). • Stretched thin. Women leaders put in more work to foster employee well-being and support DEI efforts when compared with men. But even though that work dramatically improves employee satisfaction and retention, it often goes unrecognized. In fact, 40% of women leaders say their DEI work isn’t noted at all in performance reviews. Young women are even more likely than current women leaders to say they want workplaces that offer them flexibility and support employee well-being. Learn three major reasons women leaders are switching jobs. See the three reasons women leave Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:18 - 26 Oct 2022

• Tech at the edge: Trends reshaping the future of IT and business

  Harmony Internal - McKinsey

  Get ready ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Emily Adeyanju  Digital Editor, Charlotte The latest cutting-edge technology developments could mean a boom for business. New technological advances don’t just enhance power, speed, scale, and AI capabilities; they also deliver greater bandwidth at lower costs. These technology developments have significant implications for companies and IT, from how to scale innovation to how companies rethink digital trust. So how can companies not just keep pace with the latest technologies, but harness them most effectively to be competitive? To learn about the four key implications shaping the future of IT and what changes companies need to think about, check out a new article by McKinsey senior partner Steve Van Kuiken. Tech at the edge: Trends reshaping the future of IT and business With technological change accelerating, companies need to make four fundamental shifts. Get ready   Quote of the day “When you think about relationships that form the bonds around social capital, those relationships can be homogeneous, meaning they can lead to silos in an organization or, to use a very informal term, cliques.” —McKinsey partner Brooke Weddle on social capital in a recent episode of The McKinsey Podcast  Chart of the day See today’s chart   ALSO NEW Social commerce: The future of how consumers interact with brands Browsing and shopping directly on social media platforms is a core feature of e-commerce in China. Now, this dynamic new way of buying is poised for rapid growth in the United States. Future of e-commerce   Disaster recovery: Lessons from around the world Our analysis charts a path from disaster to recovery by identifying the building blocks of six successful recoveries from around the world. Take steps now   How to build a unicorn: Lessons from venture capitalists and start-ups New data highlights five things incumbent businesses could learn from venture capitalists and unicorns. Attract VC funding   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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 07:29 - 25 Oct 2022

• MD, today's 🎙 webinar starts in less than 1 hour.

  MD, today's 🎙 webinar starts in less than 1 hour.

  There is still time to register your spot for today's webinar.

  Hi MD, This is your last chance to attend today's webinar, don't miss out. Webinar: Getting more from your HR tech stack   Starts in less than 1 hour - will you join us? Date and times: October 25th, 2022 5:00pm UTC 7:00pm CST 1:00pm EST Can't make the webinar but still want the recording? If you can't make it today, please still register as we will send out the recording after the webinar to all those that register to attend.  Don't miss out What will you learn? How to integrate multiple HR tools to get more done with fewer logins Tips to use your tech to automate and scale recruitment, onboarding, hiring, payroll, and benefits administration How the most efficient companies construct their HR tech stacks Which tools to prioritize according to your unique needs Practical usage tips and common mistakes to avoid Your speakers: Alyssa Previti - Head of People at AngelList Talent Will Smith - Sales Engineering Manager at HiBob Nadia Vatalidis - VP of People at Remote Grow your headcount without the headaches.   Get started 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.

  

  ---

  by "Remote" <hello@remote-comms.com> - 12:00 - 25 Oct 2022

• 🗓 Tyk 101: Getting Started with Tyk Cloud in 30 Mins

  Tyk 101: Getting Started with Tyk Cloud in 30 Mins

  Join our free online event and learn how to get from zero to managed with Tyk in just 30 minutes!

  View in browser Hi MD Abul,   Are you curious about the benefits of an API management platform over and above just using an API gateway?   Join us on the 27th of October and learn how to get from zero to managed with Tyk in just 30 minutes!   What will be covered: How to set up a Tyk Cloud account An overview of the Tyk console How to add an API to Tyk How to secure an API How to set rate limits How to publish your APIs using the developer portal We'll also have a Q&A portion where we will answer all your burning API management questions! Register Now Can't attend? No problem! Register for the webinar, and you'll receive a follow-up email with the recording.  ABOUT THE HOST Budha Bhattacharya (Product Evangelist, Tyk) Budha is a Product Evangelist showcasing the capabilities of Tyk and how it drives business success for clients through webinars, podcasts and articles. With a background in both technology and business, he is passionate about solving problems at scale and building a connected world through APIs. See you there!   Faye Tyk Community Manager P.S. We have more events coming soon! Check them out. Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences

  

  ---

  by "Faye Tandog" <faye@tyk.io> - 07:39 - 25 Oct 2022

• E-lock - White Label GPS Tracking Software

  E-lock - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Protect Cargo and goods with E-locks 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Our Cloud-based E-lock security prevents all kinds of theft and tampering The safest way to transport cargo Live E-lock & battery status From ATM funds to pharma goods, live e-lock status gives complete visibility and control over vehicles carrying high-value assets. No physical keys needed Open and lock containers remotely. Digital keys allow multiple drivers to share vehicles without having to exchange physical keys. Alerts for e-lock violations Instant alerts for violations like tempering, wrong passwords, pipe cut attempts, wrong RFID attempts, etc. Get detailed reports Make sure there are no irregularities with reports ranging from Violation Summary to Lock/Unlock Details. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, A27, 29, 2nd floor, Pramukh Sanidhya, Dharampur Road Abrama, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

  ---

  by "Jignesh Pardeshi" <official@uffizio.in> - 01:00 - 25 Oct 2022

• Toxic behavior is common at work. What can leaders and employees do to tackle it?

  On Point

  How stress affects the workplace ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Grace Ivey   McKinsey Global Publishing, Atlanta Cleaning up workplace toxicity In the news • Detoxifying culture. More than 80% of North American senior executives believe that their workplace cultures could be healthier, according to a survey of nearly 1,350 CEOs and CFOs. Employees in disrespectful, ruthless environments are more likely to be anxious, burned out, and depressed. But leaders often don’t know where to start when looking to improve company culture. Since stressed workers are more likely than their peers to behave in a toxic manner, reducing nonessential work is one way to ease heavy workloads. Modeling respect and integrity can also help discourage toxic behavior at work. [MIT] • The ‘overemployed.’ Employees experiencing burnout at one job are doing something curious: opting to secretly pick up another job. Why? Overemployment lets people dabble in new fields, fast-track financial goals, and have double the job security. No matter the intent in doing so, overemployed people distance themselves from their work so that who they are isn’t solely what they do. For many who feel dissatisfied in the corporate world, this is an empowering way to become self-reliant. [Wired] “Stress affects your ability to regulate your behaviors. You may become more toxic and less able to perceive it in others.” On McKinsey.com • Toxic workplace behaviors. Whether from bosses or colleagues, encountering toxic behavior in the workplace is common, says author and psychology professor Tessa West in an interview with McKinsey Health Institute (MHI) leader and McKinsey senior knowledge expert Jacqueline Brassey. Around the world, one out of four employees experiences toxic behavior at work, according to a recent MHI report on burnout. When people are feeling overworked and overwhelmed, they are less able to read situations accurately, says West. That could mean under- or overperceiving a threat. • Stressed out. When people witness toxic behavior at work, many think that if they’re not the problem, they don’t have to contribute to a solution, explains West. Fear of retaliation and not knowing how to have the conversation can prevent people from stepping in. But that can create a vicious cycle of toxic behaviors as stress cascades through an organization. A stressed-out boss might not pick up on cues that a toxic team member is wreaking havoc on the team, West adds. Read the interview to learn how to identify and address toxic behavior in the workplace. See how to tackle toxic behavior 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> - 12:51 - 25 Oct 2022

• How Titanium Economy companies are driving innovation in the US

  Harmony Internal - McKinsey

  Discover the potential ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Katherine Tam   Digital Editor, New York What comes to mind when you think of tech companies? In recent years, companies in Silicon Valley have dominated headlines—and for good reason: they are among the best performing stocks of the past decade. But there is a another type of tech company that’s going largely unseen, creating millions of high-quality jobs and driving innovation across the US. These are industrial-technology companies, which could be redefining the future of US manufacturing. While most are not household names, these companies have seen an 11 to 15 percent return on invested capital over the past decade, rivaling that of Silicon Valley’s top performers. To find out more, read this article by Kimberly Borden, David Ebenstein, Inga Maurer, and Asutosh Padhi and be sure to preorder the forthcoming book The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America by McKinsey’s Asutosh Padhi and his coauthors Gaurav Batra and Nick Santhanam. The Titanium Economy: An introduction Meet the US industrial-technology companies that are driving innovation and sustainable and inclusive growth. Discover the potential   Quote of the day “Costs are rising everywhere at the moment. We are in a totally new world, and companies are going to have to reconfigure how they think about their operations.” —Rana Foroohar, an associate editor at the Financial Times and a global economic analyst for CNN, on ‘patriotic capitalism’ in a recent Author Talks interview   Chart of the day See today’s chart   ALSO NEW Vaca Muerta: An opportunity to respond to the global energy crisis Unconventional resources can help increase the supply of affordable and reliable oil while reducing global greenhouse-gas intensity. Seize the opportunity   Grow or exit? Overcoming the scale trap in life insurance closed books The COVID-19 pandemic has exacerbated challenges for insurers in continental Europe. M&A deals with closed-book players can help insurers continue to create value. Avoid the trap   How does Gen Z see its place in the working world? With trepidation Americans 18 to 24 years old report high rates of mental-health challenges, impediments to effective work, and worries about the future, our latest American Opportunity Survey shows. Consider the emerging generation   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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:04 - 24 Oct 2022

• [Last Chance] Enhancing API Developer Experiences

  SmartBear

  Register now to learn about the future of API design from Forrester!

  VIEW IN BROWSER Forrester: Event-Driven APIs It's not too late to register! On Tuesday, 10/25, SmartBear API expert Josh Ponelat and Forrester Sr. Analyst David Mooter will be discussing the value RESTful + event-driven APIs for an enhanced developer experience. As companies grow and rely more on automation and expansion through APIs, so does the need to manage that increasing complexity. EDAs add a backbone to an organization's internal services, satisfying the need to rapidly deploy new services, engage in real-time communications and deliver more value both internally and to end-users. Register Now   What We Will Cover: Trends in APIs and Microservices Why - and how – event-driven APIs have grown in popularity How RESTful and event-driven systems can succeed in concert How to enhance developer experience across both RESTful and event-driven APIs Which protocols are emerging to add governance and precision to event-driven APIs Register Now   Hope to see you there! P.S. Feel free to complete our State of Software Quality | API survey to help shape the future of software development!   Andrew Marotta Growth Marketing Manager, SmartBear andrew.marotta@smartbear.com

  This email was sent to {lead.Eamil Address} by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617.684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

  ---

  by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 09:06 - 24 Oct 2022

• Room to grow: A leader’s guide to the space economy

  Harmony Internal - McKinsey

  Beam me up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Most of us are unlikely to travel to space any time soon. But with the space economy lifting off in spectacular fashion—estimates are that the market will exceed $1 trillion by 2030—it’s possible to participate in the adventure without ever leaving our desks. New space technologies are already pervading our daily lives, and by the end of the century, people may be “working and living on the moon and living on Mars as well, because we’re building up that infrastructure,” as this McKinsey podcast suggests. In the meantime, your mission, should you choose to accept it, is to ensure that you and your organization benefit from the journey. AN IDEA Stay grounded The space economy’s potential to transform people and organizations on Earth is just beginning to be realized, according to McKinsey’s Mina Alaghband, Ryan Brukardt, and Jesse Klempner in this McKinsey Technology Council podcast. “For more than 50 years, space has been the domain of governments, and that’s largely been due to the excessive cost of actually getting into space,” says Brukardt. But recent technological advances have cut the costs of travel and enabled greater access to space, along with producing practical applications: for example, satellite-based imaging technologies such as remote sensing could enable people to see the exact number of cars in a parking lot. “We’re really at the precipice of a monumental shift,” Brukardt says. “Think about aviation in the ’20s or the internet in the early ’90s and compare it with where we are today. I think we’re at that inflection point now with space.” To participate in this growing “space for Earth” economy, leaders across industries may need to consider ramping up the speed of innovations, bringing on suitable talent to work in the space sector, and educating themselves about the needs of potential private- and public-sector customers. A BIG NUMBER $10 billion That’s the approximate amount of private-sector funding that went into space-related companies in 2021—and it represents an all-time high as well as a tenfold increase over the past decade. Along with this surge comes a small but significant shift in investment from low-Earth-orbit satellites to missions in lunar and beyond orbits, which are more distant from Earth. These ventures may provide a pathway for innovative start-up industries, such as mining rare materials in space. A QUOTE “We are in a critical window for ensuring [that] space is a safe, sustainable, and accessible domain for all; without quick and decisive action, positive outcomes may not be realized.” That’s the authors of a joint report by McKinsey and the World Economic Forum on the crucial role of the space industry in enhancing life on Earth. As the sector becomes more crowded and competitive, and new operating models emerge, existing frameworks for governance may no longer be effective. Many leaders believe that five critical actions are essential for a healthy and self-sustaining space economy; these include investment in advanced technologies and global collaboration among nations and industries to support the growth of a private space sector. A SPOTLIGHT INTERVIEW “I love the fact that young people are still excited about space and want to come into our industry,” says Debra Facktor, head of U.S. Space Systems for Airbus U.S. Space & Defense, in this discussion with McKinsey. She underscores the importance of nurturing talent specifically for the burgeoning space sector, noting that women and underrepresented minorities in particular need encouragement to go into fields like aerospace. While expertise in math, science, and technical fields is essential, other types of skills are also needed: “People who know how to communicate, people who know how to draw up contracts, experts in political science, experts in the arts—these are all important parts of our space ecosystem,” Facktor says. CLOSE ENCOUNTERS Afraid of running into aliens in space? You’re more likely to collide with space debris, which is rapidly shaping up to be a major threat to space missions. Tens of thousands of defunct objects—including nonoperational satellites, old rocket bodies, and even paint chips—are currently in orbit and pose serious hazards to objects on a crossing trajectory; several high-profile collisions have been reported. Cleaning up space junk isn’t an easy task, but governments and private organizations could consider some actions to mitigate risk, such as tracking satellite movements and collaborating with satellite operators on physical debris removal. Lead with gravity. 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

  ---

  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:12 - 24 Oct 2022

• How can European executives protect and grow their companies in a time of crisis?

  On Point

  Six dimensions of resilience ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York Europe’s leaders put to the test In the news • Factories go dark in Europe. European manufacturers that produce goods ranging from glass to toilet paper are weighing factory closures and layoffs as they confront an existential threat from increasing energy prices. Higher prices also mean consumers are likely to reduce their spending on nonessential products, creating even greater pressure on businesses. In July, factory production saw the biggest decline in more than two years, falling 2.3% compared with the previous year. Executives are working with local and regional officials to find solutions, but the swiftness with which the crisis is spreading has upped the stakes. [NYT] • The European challenge. Life in Europe is being challenged by the wartime economy, which has put downward pressure on real-wage growth and living standards. But Europe has been tested before. Sharing energy resources and financial assets are two ways the bloc may be able to endure simultaneous crises, but many nations also have to contend with their own debt loads, which grew during the COVID-19 pandemic. That could jeopardize the likelihood of regional solidarity. [Bloomberg] The latest McKinsey scenarios, undertaken in partnership with Oxford Economics, suggest that European GDP will most likely contract overall in 2023. On McKinsey.com • European leaders’ resilience playbook. Challenging economic conditions are creating a defining moment for European executives. Rather than rely on the old rules for navigating a downturn that might have been relevant during the COVID-19 pandemic, Brexit, or the eurozone crisis, leaders should develop a resilience agenda that addresses short-term issues—like supply chain disruptions—as well as longer-term challenges, such as geopolitical shifts, explain McKinsey senior partners María del Mar Martínez and Homayoun Hatami and their coauthors. • Six dimensions of resilience. Identifying where a business faces its most pressing challenges will help executives understand how to create a nimble strategy against a downturn. Some, for instance, may be financially constrained, while others may not be able to produce their goods given supply chain shocks. Once a business identifies where its vulnerabilities are, it can then move on to run repeated scenario analyses to adapt to new challenges quickly. See six dimensions of institutional resilience that can help European companies withstand repeated shocks. Explore our resilience framework 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> - 12:42 - 24 Oct 2022

• The week in charts

  The Week in Charts

  Growth expectations, health screening, 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 optimism in the energy and materials industry, health providers’ screening of social detriments versus their programming to meet patient needs, demand for power-to-liquid fuel, Africa’s electronic payments market, and companies’ quest for sustained growth. FEATURED CHART Positive energy See more This week’s other select charts Screening is just the start  The power of greener jet fuel  Move over, cash  Growing up is hard to do 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

  ---

  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:22 - 22 Oct 2022

• The real meaning of shareholder value

  Harmony Internal - McKinsey

  ‘Short-termism’ is the enemy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   McKinsey Classics | October 2022 The real meaning of shareholder value Early this century, “shareholder value” had become a kind of religion, and like all religions it had its heresies. One was the idea that companies create shareholder value by maximizing short-term profits. That illusion gave rise to the 2007–08 financial crisis and the resulting Great Recession. Some academics and even business leaders then embraced another too-simple idea: that companies should aim to serve the interests of all stakeholders, including customers, suppliers, and communities. In 2015, a McKinsey team wrote an article evaluating these claims. Its conclusions will always be important and might soon become essential. McKinsey partner Tim Koller and his coauthors agreed that most companies create long-term value for shareholders only by satisfying other stakeholders too. But they argued that the debate had muddied a more basic truth: creating shareholder value doesn’t mean maximizing short-term profits, and companies that confuse the two threaten the interests of shareholders and stakeholders alike. Since the real problem is “short-termism,” companies need a broader definition of shareholder value, not a vague stakeholder agenda that tries to reconcile interests that may not always be aligned. Our classic “The real business of business” makes the case for this. —Roger Draper, editor, New York Learn why shareholder capitalism is still the best path for economic prosperity. Related Reading Witold Henisz, Tim Koller, and Robin Nuttall, “Five ways that ESG creates value”  Michael Birshan, Tim Koller, and Ishaan Seth, “Reflections on 20 years of McKinsey on Finance—and three challenges ahead”  McKinsey on Finance: 20th anniversary collection  Did You Miss Our Previous McKinsey Classics? Getting beyond bureaucracy in human resources There’s an antidote to questionnaire overload and multipage templates: understanding their strategic purpose. Read our classic 2015 article “Getting beyond bureaucracy in human resources.” Learn how HR can help companies realize their goals  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

  ---

  by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:29 - 22 Oct 2022

• A new era, Gen Z, social capital, and more big reads for the weekend

  Harmony Internal - McKinsey

  Big reads for the weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 unwind this weekend, catch up on the week’s essential reads on transitioning to a new era, social capital, Gen Z mental health, and more. Are we on the cusp of a new era amid economic and political turbulence? Chris Bradley, Jeongmin Seong, Sven Smit, and Jonathan Woetzel take a look at five domains. Download the full discussion paper How can organizations manage workplace interactions more intentionally to increase connectivity? John Parsons and Brooke Weddle talk about this and more in a new episode of The McKinsey Podcast. Make meaningful connections André Dua, Kweilin Ellingrud, Michael Lazar and their coauthors spotlight Gen Z on how this generation feels about itself and its place in the working world. Consider the emerging generation Our weekly briefing note on sustainable and inclusive growth explores fusion energy, battery demand, China’s theme parks, and more. Get the latest update Quote of the day “We now have a new economics where the best economists in the world are showing that smart, bold action on climate change leads to more economic efficiency: we use resources better; it drives new technology, lowers risks, and reshapes expectations about the future.” —Dr. Andrew Steer, president and CEO of the Bezos Earth Fund, on Asia’s transition towards net zero in “Decarbonization: The new frontier for investment and innovation” Chart of the day See today’s chart ready to unwind? Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz   What is CX? The answer to this question—and others—is available in our new McKinsey Explainers series. Early access to the full series is available exclusively on our Insights app. Read more   7-Down: 1987 #1 hit for U2... or a homophonic hint to this puzzle’s theme Know the answer? Test yourself with the latest McKinsey Crossword, U2 | No. 98. Get clever  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

  ---

  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:25 - 21 Oct 2022

• Team InfodriveIndia wishes you Happy Diwali

  Team InfodriveIndia wishes you Happy Diwali

  Dear MD Abul Khayer, Wish you a very Happy and Prosperous Diwali. This Diwali, scale your business to new heights using Volza Solution Unsubscribe

  

  ---

  by "Raakesh Saraff" <prashant.kumar@infodriveindia.com> - 02:42 - 21 Oct 2022

• On the cusp of a new era?

  Harmony Internal - McKinsey

  Download the full discussion paper ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Global Institute On the cusp of a new era? Current economic and political turbulence could presage the start of a new era that is structurally very different with a new narrative of progress. Download the full discussion paper Related Reading Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle  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 Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 12:58 - 21 Oct 2022