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• More apps. More logs. One place to find answers fast.

  New Relic

  Who made the rule that log management should be slow, painful, and expensive? It should be the complete opposite. Contact us today for a demo and gain a step-by-step understanding of how New Relic can help you: Move beyond traditional logging. Combine logs with APM and Kubernetes data. See logs in context, replacing multiple tools. Request a demo Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. 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. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 23 Feb 2023

• Supply chain shocks are increasing. What can organizations do?

  On Point

  Three actions to build resilience ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Supply chain shifts In the news • Selling the sofa. Real-estate agents are noticing a new trend in home buying: would-be residents are offering to snap up the furniture too. Supply chain snags have delayed furniture deliveries for months or years, making the prospect of buying a stranger’s stuff more appealing to consumers. While vacation homes were often sold fully furnished in past years, primary residences were typically sold unfurnished. More home shoppers are also interested in the rental pieces that sellers often use to enhance their homes’ attractiveness. [WSJ] • Booming logistics investment. Three years after the COVID-19 pandemic snarled global supply chains, executives are digitizing their companies’ operations in an effort to prevent further meltdowns. In the logistics sector, a digital revolution is under way, with online platforms enabling real-time tracking of goods as they move through assembly lines to end consumers. Since 2020, investors have directed $9 billion per quarter to logistics tech companies, according to one US business analytics company. [Bloomberg] McKinsey research suggests that supply chain disruptions lasting one month or longer now occur every 3.7 years, on average. On McKinsey.com • The cost of disruption. A supply chain consists of interconnected parts of a whole, which add up to finished products bought by consumers. Common supply chain stakeholders include producers that make or grow raw materials and vendors that buy and sell materials. Supply chain disruptions can have a steep price, costing the average organization almost 45% of a year’s profits over the course of a decade, according to McKinsey’s chair of insights and ecosystems and chair of the McKinsey Global Institute, Sven Smit, and his coauthors. • Rising risks. Changes in the environment and global economy have increased the frequency and magnitude of supply chain shocks. For instance, the 2011 earthquake and tsunami in Japan shut down electronics factories. McKinsey has classified supply chain shocks into different types based on their effects, lead time, and frequency of occurrence. Unanticipated catastrophes, for example, are significant events (such as cyberattacks) that can’t be predicted. See three actions organizations can take to build resilient supply chains. Build better supply chains — Edited by Belinda Yu, editor, Atlanta 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 © 2023 | 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> - 12:40 - 23 Feb 2023

• Software that is Compatible with any type of GPS Tracking Device

  Software that is Compatible with any type of GPS Tracking Device

  Seamless Integration with 1200+ Devices and Counting

  GPS TRACKING PLATFORM Benefits With our extensive hardware partner network, you can choose a hardware device that best suits your purpose. Convenience Get a device that best meets your needs regardless of manufacturer or model. Experience zero compatibility issues. Unified Device Experience You can provide a seamless and consistent experience to your customers regardless of any hardware device. Quick Integration Experience hassle-free device integration with our lightning-fast services. Get your device integrated within 48 hours. Cater Different Industries You can expand your business in different industries with different devices and grow your business. Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 11:30 - 22 Feb 2023

• John Chambers on navigating times of economic uncertainty

  Harmony Internal - McKinsey

  Keep learning ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Since stepping down as the CEO of Cisco Systems, John Chambers has reinvented himself as a venture capitalist, and is now advising leaders of start-ups and working with governments around the world to extend the benefits of a digital economy. What advice does one of the most successful CEOs of the internet era have for leaders today? Check out his interview with McKinsey chief marketing officer and senior partner Tracy Francis and see what he has to say about navigating turbulent times and why it’s important to keep reinventing yourself. John Chambers: ‘Breaking away during the tough times is when the next generation of great companies gets formed’ Now a venture capitalist, the former CEO of Cisco Systems stresses the need for speed and agility in turbulent times. Keep learning   Quote of the day “Physical fitness is an ongoing practice: I don’t go to the gym today and then come home and say, ‘Good. I’m done. I don’t ever have to do that again.’ The same is true with relationships.” —Robert Waldinger, a professor of psychiatry at Harvard Medical School, on strengthening connections in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW Renewable-energy development in a net-zero world: Disrupted supply chains Global supply chains have been under enormous pressure from the COVID-19 pandemic and the Ukraine crisis. In the wind and solar sectors, these pressures are compounded by industry-specific challenges. Accelerate progress   Planning for uncertainty in commercial aerospace Commercial aviation faces its most uncertain future in decades. COVID-depressed demand is now resurging, but there are many uncertainties and challenges for operators and manufacturers to manage. Agree to disagree   Banks’ core technology conundrum reaches an inflection point The founder and CEO of Thought Machine talks with McKinsey about how advances in cloud-based solutions are helping banks meet the technology challenge. Listen to the podcast   — Edited by Katherine Tam, editor, New York 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 © 2023 | 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> - 06:25 - 22 Feb 2023

• The Five Keys to an Award-Winning Contact Center

  The Five Keys to an Award-Winning Contact Center

  Download our free infographic to learn about the benefits of a quality contact center‌.

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 03:46 - 22 Feb 2023

• CEOs, make a metaverse plan. Step one? Know the real risk.

  On Point

  Three steps to a metaverse strategy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Becoming meta-versed In the news • Winter is coming. Recession fears are focusing marketing minds on the need to generate tangible revenue from the metaverse. Experts predict three primary directions for the coming year: metaverse gaming budgets should grow, while more experimental uses could stall. Brands will increasingly seek direct commerce opportunities, primarily by selling virtual goods and collectibles. Lastly, entertainment brands will likely be the biggest players in the shorter term, as their intellectual property is best suited to draw in audiences. [Digiday] • Investment choices. The tricky task of understanding the metaverse’s business potential often falls to chief information officers. They would be wise to bear in mind three opportunity categories. First, the metaverse can facilitate new kinds of commerce interactions. For example, auto dealers could slim down inventory but use spatial computing to digitally alter cars for customers. Second, product design simulation and digital-twin implementation can reach a new level in what is being dubbed the “industrial metaverse.” And third, metaverse “parcels” may eventually give rise to a valuable asset class of virtual real estate. [VentureBeat] The companies that are building the metaverse see it as the next iteration of the internet. With any technology so vast and all-encompassing, the potential is enormous. On McKinsey.com • Numbers game. McKinsey estimated the market value of metaverse activity in June 2022 at between $200 billion and $300 billion. In an analysis of metaverse spending and opportunity, McKinsey’s managing partner of global client capabilities, Homayoun Hatami, and his coauthors find that the metaverse could generate $4 trillion to $5 trillion—about the size of Japan’s economy—in roughly eight years. Some 95% of business leaders expect the metaverse to positively affect their industry within five to ten years, according to our April 2022 survey. • Risk and reward. Big bets on Web3 technologies carry risks, as recent crypto and NFT debacles illustrate. But don’t be fooled: the biggest risk is missing out on change that could be as big as the invention of the internet. The metaverse has the potential to become a 3-D e-commerce channel, changing the way consumers buy a vast array of products. It also may reshape how nearly every aspect of work is conducted by enabling a “first pass” in a digital twin before real-life work begins. See three steps every CEO can take to boost their metaverse strategy. Take metaverse action — Edited by Katy McLaughlin, senior editor, Southern California 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 © 2023 | 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> - 12:51 - 22 Feb 2023

• How to Dive Into API Behavior and Integrate Faster

  SmartBear

  Learn about our new tool: SwaggerHub Explore

  VIEW IN BROWSER Webinar Event: How to Dive Into API Behavior and Integrate Faster Join us on March 1st to learn about our new API exploration tool, SwaggerHub Explore. Register Now   Hi Abul, We are excited to announce SwaggerHub Explore, our new API exploration tool built for increased visibility. This tool was built for users to instantly visualize API data received from a request all in one place, limiting errors to confidently move on to the next thing on your to-do list. SwaggerHub Explore currently supports REST APIs and Kafka services, and we’ll be adding support for more protocols soon to deliver you the best experience possible.     Try SwaggerHub Explore SwaggerHub Explore instantly visualizes API data received from a request to easily evaluate the API value all in one place. Adding this solution to your toolkit will save you time and limit errors.  Feel like trying out this new tool before our live webinar?   Start Exploring   Hope to see you there! P.S. If you can’t make it, register anyway and we’ll send you a recording.   Molly Farmer Growth Marketing Manager, SmartBear molly.farmer@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

  

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  by "Molly from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 12:05 - 22 Feb 2023

• The executive’s guide to new-business building

  Harmony Internal - McKinsey

  Stay focused ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities During these times of economic volatility and uncertainty, many executives are prioritizing building new businesses as a way to boost growth and value to their organization. A new interactive from Leap by McKinsey led by McKinsey senior partners Markus Berger-de Leon, Ralf Dreischmeier, and Ari Libarikian walks you through the steps of identifying your business’s value, how to get started, and what it takes to launch and grow the business. Follow the guide, which includes action items, pitfalls, and examples, and be prepared for your growth journey ahead. The executive’s guide to new-business building How to master the most important growth game. Stay focused   Quote of the day “When you see where we are now, in the last couple hundred years versus the previous millennia, you have to think, ‘Well, I’m really lucky to be alive now.’ If we can just understand that basis for what we have, and build on that, there’s a huge source of optimism.” —Alan M. Taylor, distinguished professor of economics and finance at the University of California, Davis, on what makes him optimistic in a recent episode of McKinsey Global Institute’s Forward Thinking podcast Chart of the day See today’s chart   ALSO NEW Rekindling US productivity for a new era Regaining historical rates of productivity growth would add $10 trillion to US GDP—a boost needed to confront workforce shortages, debt, inflation, and the energy transition. Download the full report   John Chambers: ‘Breaking away during the tough times is when the next generation of great companies gets formed’ Now a venture capitalist, the former CEO of Cisco Systems stresses the need for speed and agility in turbulent times. Keep learning   Into all problem-solving, a little dissent must fall In today’s interconnected business environment, companies won’t be able to solve problems effectively without encouraging “contributory dissent”—a healthy approach to gathering diverse perspectives that should be taught to team members, modeled by leaders, and supported by culture. Create a plan   — Edited by Joyce Yoo, editor, New York 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 © 2023 | 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> - 06:30 - 21 Feb 2023

• Forward Thinking on what deep history might tell us about today’s turbulent times with Alan Taylor

  Harmony Internal - McKinsey

  Focus on the long run ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Forward Thinking on what deep history might tell us about today’s turbulent times with Alan Taylor A leading economist uses a historical lens to gain insights into the economic consequences of pandemics, likely trends in wealth and globalization, and whether current economic turbulence signals the start of a new era. Focus on the long run Explore this and future episodes of the McKinsey Global Institute’s Forward Thinking podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, Stitcher, or Spotify. Related Reading How our interconnected world is changing  The future of globalization: Think diversifying, not decoupling  Follow our thinking 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. 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 Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | 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> - 02:09 - 21 Feb 2023

• Join me on Wednesday for a distributed tracing workshop: tracking across your application stacks

  Hi MD,

  
  

  It's Liam Hurrell, Senior Technical Training Specialist at New Relic University, here. Are you looking to improve how you use trace data to find and fix errors or latency issues? If so, you can register for the free online workshop that I'll be hosting on Wednesday 22nd February at 10 AM GMT/ 11 AM CET.
  
  While APM transaction tracing is helpful for analyzing calls in a single application, distributed tracing broadens your view by showing the path a request takes across multiple applications and services–from start to finish. In this practical session, you’ll learn how New Relic Distributed Tracing can extend your transaction tracing capabilities, and help you resolve issues in a distributed architecture.

  
  

  You can find the full agenda on the registration page here. While we recommend attending the hands-on workshop live, you can also register to receive the recording.
  
  Hope to see you then, 

  
  

  Liam Hurrell

  Senior Technical Training Specialist
  

  New Relic

  
  
  

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  by "Liam Hurrell, New Relic" <emeamarketing@newrelic.com> - 05:36 - 21 Feb 2023

• How to Dive Into API Behavior and Integrate Faster

  SmartBear

  Learn about our new tool: SwaggerHub Explore

  VIEW IN BROWSER Webinar Event: How to Dive Into API Behavior and Integrate Faster Join us on March 1st to learn about our new API exploration tool, SwaggerHub Explore. Register Now   Hi Abul, We are excited to announce SwaggerHub Explore, our new API exploration tool built for increased visibility. This tool was built for users to instantly visualize API data received from a request all in one place, limiting errors to confidently move on to the next thing on your to-do list. SwaggerHub Explore currently supports REST APIs and Kafka services, and we’ll be adding support for more protocols soon to deliver you the best experience possible.     Try SwaggerHub Explore SwaggerHub Explore instantly visualizes API data received from a request to easily evaluate the API value all in one place. Adding this solution to your toolkit will save you time and limit errors.  Feel like trying out this new tool before our live webinar?   Start Exploring   Hope to see you there! P.S. If you can’t make it, register anyway and we’ll send you a recording.   Molly Farmer Growth Marketing Manager, SmartBear molly.farmer@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

  

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  by "Molly from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 02:56 - 21 Feb 2023

• Customized GPS Tracking Software

  Customized GPS Tracking Software

  Custom Software Development for Your Unique Requirements

  GPS TRACKING PLATFORM Benefits We offer customized software development solutions to meet your specific needs. Our team of expert developers will work with you to create a tailored software solution that will help streamline your operations, improve efficiency, and increase productivity. Personalization We provide you with modified software to meet your unique requirements, leading to greater satisfaction and better performance. Flexibility You can get a customized software designed to be flexible. It adapt to your changing business needs and grow with your business. Competitive advantage With customized software, you can differentiate yourself from your competitors and attract more customers. Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 01:30 - 21 Feb 2023

• Farewell dinners, Mindful Mondays: How workplace rituals create community

  On Point

  Why rituals at work matter ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Revitalizing workplace rituals In the news • Familiar territory. Most people have rituals, such as how they take coffee or tea in the morning, or how they mark milestones like birthdays and weddings. A ritual is “a series of actions performed according to a prescribed order,” according to an archeology professor. The earliest example of an ancient ritual is the burial of a Neanderthal woman found in Israel. Rituals help people feel more secure and in control in times of crisis and uncertainty. They also bring people together to bond around major life events. [The Conversation] • Unwind from the daily grind. When you’ve shut down the laptop after a grueling work week, do thoughts of work continue to spring up in your head? If weekends consist of ruminating about the past or anxiously anticipating the future, it’s time to give yourself permission to shut down and fully enjoy your time off. A five-minute Friday ritual could help create a more relaxing weekend, one computer science professor suggests. One of the steps is to make a pact with yourself to not entertain intrusive work thoughts during days off. [Inc.] “If I were starting up a ritual, I would ground it in two things: mindfulness and gratitude. If you start with that combination, good things will happen.” On McKinsey.com • End the ‘me’ mentality. The COVID-19 pandemic halted many office rituals, from watercooler banter to in-person celebrations recognizing employees’ achievements. While some organizations have been intentional about bringing back the physical aspect of work, other companies rely on virtual get-togethers. In this episode of the McKinsey Talks Talent podcast, talent leaders Bryan Hancock and Bill Schaninger suggest that the absence of strong workplace rituals may lead some employees to adopt a “me” mentality. • Personal touch. Workplace rituals matter because they help define culture. For example, prepandemic, teams often held farewell dinners to honor departing colleagues. “Sending a well-crafted email celebrating someone leaving is just not the same as getting together and having a little bit of roast, a little bit of toast. Knowing that people traveled and made an effort to get there—that matters,” Schaninger says. Learn to foster the development of rituals, prioritize connectivity, and create opportunities to acknowledge and celebrate workers. Recapture connectivity — Edited by by Katrina Parker, editor, Atlanta 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 © 2023 | 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> - 12:37 - 21 Feb 2023

• The metaverse could generate up to $5 trillion in value by 2030

  Harmony Internal - McKinsey

  Are you making the right moves? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities New from McKinsey & Company 10 metaverse must-reads Millions of customers are flocking to the early-stage metaverse. But is it really the next big thing or just another fad? The bottom line: With its potential to generate up to $5 trillion in value by 2030, the metaverse is too big for companies to ignore—and if CEOs don’t hop on the metaverse train, they risk being left at the station, write Homayoun Hatami, Eric Hazan, and Hamza Khan. Check out these 10 insights to understand both the opportunities and risks of what some are calling “the next iteration of the internet,” and then dive deeper with more insights in our special collection, McKinsey on the Metaverse. Read more A CEO’s guide to the metaverse It’s too big to ignore—yet its future is far from certain. Companies need to dip a toe in the water and plan to take the plunge should developments warrant. Get a fresh start  What is the metaverse? The metaverse is the emerging 3-D-enabled digital space that uses virtual reality, augmented reality, and other advanced internet and semiconductor technology to allow people to have lifelike personal and business experiences online. Dive into digital  Value creation in the metaverse With its potential to generate up to $5 trillion in value by 2030, the metaverse is too big for companies to ignore. Enter the metaverse  The metaverse: Driving value in the mobility sector Although a fully immersive, interconnected metaverse remains years away, mobility stakeholders can already capture real business value from the technologies designed to enable it. Make an impact  Five Fifty: Make way for the metaverse The metaverse is morphing—and investments in the space are growing. Are you making the right moves? Take a deep dive  Even in the metaverse, women remain locked out of leadership roles Five early indicators on women in the metaverse reveal gender inequality—especially in the leadership creating and setting metaverse standards. Infuse diverse leadership  Digital twins: The foundation of the enterprise metaverse Companies can leverage digital twins in a way that delivers significant value today—while building the engine for the enterprise metaverse of tomorrow. Take the journey  Marketing in the metaverse: An opportunity for innovation and experimentation Although widespread adoption of the metaverse may take some time, leading brands are already rewriting the rules of marketing. Understand digital strategies  Building an open metaverse Niantic CEO John Hanke says the promise of the metaverse is massive, but there are technological and financial hills to climb. An edited version of the conversation from our ‘Value creation in the metaverse’ report follows. Thoughts from Niantic  Fashion-forward in the metaverse Irene-Marie Seelig, co-founder and CEO of AnamXR, says the metaverse is tailor-made for fashion brands looking to help people clothe their digital personas. An edited version of the conversation from our ‘Value creation in the metaverse’ report follows. Thoughts from AnamXR  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:17 - 20 Feb 2023

• Rekindling US productivity is a $10 trillion opportunity

  Harmony Internal - McKinsey

  On the path to sustainable, inclusive growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities New from McKinsey & Company Rekindling US productivity is a $10 trillion opportunity As we mark another Presidents’ Day in the US, business leaders and policy makers are striving to build a future that delivers sustainable and inclusive growth. But to make progress, they must also confront looming challenges—including workforce shortages, debt, inflation, and the cost of the energy transition. The tasks at hand are Herculean, but there’s one area of focus that can help: productivity. Returning labor productivity growth to its historical level would not only add $10 trillion to US GDP, but it would also help finance the net-zero transition, bring workers back to the job even as the population ages, and put the brakes on rising inequality, write Olivia White, Asutosh Padhi, Kweilin Ellingrud, Anu Madgavkar, and co-authors in a new McKinsey Global Institute report. Explore these insights for ways to revive the engine of US economic power and prosperity, and understand how companies, leaders, and society can work toward sustainable, inclusive growth in the US and beyond. Read more Rekindling US productivity for a new era Regaining historical rates of productivity growth would add $10 trillion to US GDP—a boost needed to confront workforce shortages, debt, inflation, and the energy transition. Download the full report  Resilience for sustainable, inclusive growth Resilience should be seen as the ability to deal with adversity, withstand shocks, and continuously adapt and accelerate as disruptions and crises arise over time. Withstand shocks  Want to drive inclusive economic growth? Start with manufacturing The decline of the US manufacturing industry has contributed to rising inequality and hurt the country’s global competitiveness—a revitalization could contribute to sustainable and inclusive growth. Restore competitiveness  Sustainable and inclusive growth: A weekly briefing Banks need better methods for handling data on sustainability. Our weekly digest of McKinsey insights explores that topic and more. Get updated  Toward a sustainable, inclusive, growing future: The role of business To make the world as sustainable and inclusive as we hope, a certain kind of economic growth will be necessary—and companies will play a vital role in generating it. Prioritize what’s to come  The path to sustainable and inclusive growth Can collaboration between business, government, and society spur economic growth that benefits everyone without destroying the planet? Focus on the future  A CFO’s perspective on sustainable, inclusive growth In the current challenging environment, how can CFOs and other business leaders continue to deliver sustainable, inclusive growth? Be nimble  Financial inclusion and sustainable, inclusive growth in action Access to financial services remains a significant barrier to prosperity for millions of Americans. How can businesses promote financial inclusion and support sustainable, inclusive growth more broadly? Understand the issues  Rise of the inclusive, sustainable consumers How can businesses attract and retain customers when sustainability and inclusion are no longer “nice to have” but critical to business? And how can they do so successfully in this challenging economic environment? Understand key values  Forward Thinking on sustainable and inclusive growth with Ron O’Hanley A leading US financier discusses the route to carbon neutrality, what the pandemic taught us about resiliency, and the true meaning of stakeholder capitalism. Make green moves  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this 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 Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:20 - 20 Feb 2023

• Requesting Response

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  Let me know your list requirements in the below format so that I can get back to you with all the information like counts & cost.

   

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  From: Denise Ceraso
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  Subject: RE: BlazeMeter Software End Users Records

   

  Hi,

   

  Just following up with you to check if you had a chance to review my email which I have sent across to you earlier.

   

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  From: Denise Ceraso
  Sent: Friday, January 20, 2023 9:09 AM
  Subject: BlazeMeter Software End Users Records

   

  Hi,

   

  I’m inquiring to see if you would be interested in procuring our updated list of Load Testing Platform Software Users with verified emails and phone numbers.

   

  We also gathered users information from: Akamai, Apache JMeter, Micro Focus LoadRunner, BlazeMeter, and many more…

   

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  So, let me know your specific requirement and we can provide you with the numbers of counts available and pricing, and more information.

   

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  by "Denise Ceraso" <Denise.gilbertdata@outlook.com> - 11:48 - 20 Feb 2023

• Why the new ethics of AI are the CEO’s responsibility

  Harmony Internal - McKinsey

  Only human ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities If a chatbot had written this edition of Leading Off, would you have known the difference? Generative-AI models are gaining worldwide attention for creating text and graphic content that is convincingly human-like—so much so that a public-school system has even banned the use of one such AI tool in its schools. While these powerful technologies offer exciting opportunities for innovative content creation, they present ethical dilemmas for which many organizations are unprepared. For leaders, that means taking a fresh look at the long-standing debate over AI’s promise and perils. Here’s how the discussion is evolving. AN IDEA It’s up to CEOs to shape guidance The risks of AI—such as privacy violations, bias, and fraud—are well known, but generative models add new challenges. For example, the technology could be misused to produce deepfakes (fake images or videos that may present people or individuals in a negative light) or spread misleading or harmful information. It has always been the CEO’s job to ensure responsible deployment of AI systems, but now it’s even more important for the chief executive to take on this task personally. High-level corporate value statements won’t suffice “in a world where ‘right’ and ‘wrong’ can be ambiguous and the line between innovative and offensive is thin,” caution McKinsey’s Roger Burkhardt, Nicholas Hohn, and Chris Wigley. Rather, CEOs need to set clear-cut standards for their organizations by “using examples that show how each value translates into the real-world choices that analytics teams make.” A BIG NUMBER 51% That’s the percentage of organizations that are working to mitigate AI-related cybersecurity risks, according to the 2022 McKinsey Global Survey on AI—and it’s only marginally higher than the 48 percent reported in 2019. In fact, while AI adoption has more than doubled since 2017, the lack of progress on mitigating any AI-related risks remains “concerningly consistent,” note McKinsey partners Michael Chui and Helen Mayhew and their coauthors. Mitigation of personal-privacy risk is even lower than it was in 2019, and managing “explainability”—the capacity to express how AI models come to their decisions—has barely improved in three years. A QUOTE “Generative AI is . . . pushing technology into a realm thought to be unique to the human mind: creativity.” That’s McKinsey senior partner Lareina Yee and colleagues on the game-changing potential of new technologies that create original content by learning from existing data. Generative-AI systems have achieved public popularity because of their ability to write convincing text and produce artwork, but, increasingly, their business uses are also catching on: early adopters are deploying them to create, among other things, product user guides, IT code and documentation, legal document drafts, and business presentations. Eventually, AI will become “boring,” predicts an Economist article, as the technology is “applied to ever more jobs and company functions.” But right now, generative AI is not a ready-set-go technology, the McKinsey experts warn: “Its nascency requires executives to proceed with an abundance of caution.” A SPOTLIGHT INTERVIEW Generative AI may be stealing the headlines, but mainstream AI has yet to make inroads into strategy—and that’s where leaders need it the most, suggests McKinsey senior partner Yuval Atsmon in this episode of our Inside the Strategy Room podcast. “Only 7 percent of respondents to our survey about the use of AI say they use it in strategy or even financial planning,” he says. “In areas like marketing, supply chain, and service operations, it’s 25 or 30 percent.” That may be because executives expect too much from AI capabilities at this stage; out of six possible levels of AI development, only three are currently available. “Where AI can be affordably used in strategy today is for building blocks of the strategy,” says Atsmon. For example, one company uses AI to scan for certain consumer technology usage patterns that could give the business a strategic edge. “It can be a sharp knife that cuts through some of the clutter,” he says. LAYING DOWN THE LAW On the fence about an AI-related ethical decision? You may want to consider this sage advice from a chatbot, “interviewed” by the magazine Government Technology. “State and local leaders should approach the regulation of AI systems, such as myself, in a thoughtful and measured way,” responds the chatbot to a question on how leaders should manage AI governance. “Leaders should consider implementing regulations that balance the need to promote the use of AI with the need to protect the public and ensure that AI systems are used responsibly.” We couldn’t have said it better ourselves. Lead by managing AI responsibly. — Edited by Rama Ramaswami, senior editor, New York 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 © 2023 | 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> - 02:48 - 20 Feb 2023

• Scale Business With Unified Communication

  Scale Business With Unified Communication

  Sangoma is a leader in UC industry

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 02:46 - 20 Feb 2023

• The week in charts

  The Week in Charts

  Delivery drones, autonomous driving, 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 McKinsey Chart of the Day 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 delivery drones, autonomous vehicles, net-zero investment needs, the labor market, and telehealthcare adoption. FEATURED CHART Two if by land, one if by drone See more This week’s other select charts Warming up to autonomous driving Banking on decarbonization Help (really really) wanted Mapping virtual care 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 © 2023 | 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> - 03:09 - 18 Feb 2023

• Dispelling the mystery of zero-based budgets

  Harmony Internal - McKinsey

  An alternative to indiscriminate job cuts ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | February 2023 Dispelling the mystery of zero-based budgets Back in 2014, many companies found that their revenues were growing more slowly than their sales, general, and administrative (SG&A) costs were. Controlling those costs became essential. At such times, executives often think they have to make large, arbitrary budget cuts, no matter how imprudent or unsustainable. But a McKinsey team argued that companies had a better choice: zero-based budgeting (ZBB). ZBB does involve “building a budget from zero,” but it is also very much more: a repeatable process that organizations can use to scrutinize every part of the annual budget, rethink their processes, manage their financial performance, and implant a cost management culture among employees. A best-practice ZBB program exposes all cost drivers and uses the findings to set aggressive but realistic budget targets. Executives and managers can then understand and debate the company’s finances and work. ZBB can cut SG&A budgets by 10 to 25 percent, often within six months. Yet it remains a mystery for many executives. At a time when businesses are again trying to rein in costs, you’ll want to read “Five myths (and realities) about zero-based budgeting.” — Roger Draper, editor, New York Learn how to cut budgets intelligently Related Reading Michael Birshan and Ishaan Seth, “How ambidextrous leaders manage through volatile times”  Ankur Agrawal, Stefon Burns, Kyle Hawke, and Matt Jochim, “The SG&A imperative in times of crisis”  “Zero-based budgeting gets a second look”  Did You Miss Our Previous McKinsey Classics? How a great customer experience creates value Executives understand the benefits of customer-centric strategies, but many of them don’t know how to implement one. Read our 2016 classic “Linking the customer experience to value.” Learn how to give customers what they 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 11:16 - 18 Feb 2023