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• White Label Video Telematics Solution

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  Change the way your clients track and monitor their fleet with our advanced video telematics software.

  Learn More Change the way your clients track and monitor their fleet with our advanced video telematics software. Catch a glimpse of what our software has to offer Multiple Camera Support Our software enables multiple camera support for a comprehensive view inside and outside the vehicle. Identify Risky Behavior Monitor risky driver behavior, including speeding, harsh braking, and other unsafe driving habits. Redefine Visibility Make a visual record of the tiniest details of your vehicle’s journey. With ready-to-access visual data displayed in real-time, see what the driver is doing. 24X7 Live Streaming Access video recordings instantly anywhere, anytime with our mobile app support. Enjoy multiple channel access and flexible viewing options. Learn how our video telematics can help your business grow Download E-book Other features you can explore Fuel Management Tire Management Job Module TPMS Route Optimization Expense Management On-Board Diagnostics E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 28 Mar 2023

• K–12 teachers in the US are quitting. What might make them stay?

  On Point

  Top drivers of attrition and retention ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 On teacher talent shortages In the news • Leaving the classroom. Many US educators are burned out and struggling with stressors related to the COVID-19 pandemic, including covering for absent colleagues, according to a 2022 National Education Association survey. The physical demands of the job, such as lugging heavy equipment, contributed to one art teacher’s decision to leave. Other teachers cite having to adapt to rapidly changing remote- and hybrid-learning needs, receiving candy instead of bonuses for performing well, and understaffing as reasons that they quit teaching. [NYT] • A teacher like me. For US students, being taught by someone who resembles them can make all the difference. Black students who have one Black teacher are much likelier to earn a high-school diploma, research has shown. Historically black colleges and universities (HBCUs) are critical sources of diverse educators: about half of the Black teachers in the US are HBCU graduates. The training a teacher received at an HBCU underscored the importance of connecting with every student, the teacher said. [AP] Teachers who plan to stay in their positions cite meaningful work, quality colleagues, and compensation as their top motivators. On McKinsey.com • Planning to quit. It’s increasingly difficult to retain teachers in US K–12 schools, and the COVID-19 pandemic has only compounded talent shortages. To understand what makes teachers want to stay or leave, McKinsey surveyed more than 1,800 US educators between February and May 2022. Approximately one-third of respondents—equating to about 900,000 teachers across the US—said they planned to leave their roles before the next school year began, according to McKinsey partner Jake Bryant and coauthors. • Compensation concerns. Compensation is a top driver of both teacher attrition and retention, McKinsey research finds. While school districts typically don’t have much leeway to alter salary ranges, some states and districts are exploring different models of addressing compensation concerns. For instance, Nashville is raising pay in response to inflation, and San Diego has started offering bigger bonuses. Review a strategic blueprint for attracting and retaining more K–12 educators in the US. See steps for retaining teachers — 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> - 12:23 - 28 Mar 2023

• Attention

  Dear sir/Madam,
  I have sent you  this email  from Goma, Democratic Republic of Congo.
  
  I am writing to inquire if your company can supply food (rice)
  to a war region.
  We do not have cash money for payment, but we have raw gold for. exchange.
  
  We shall convey our gold to you first before your supply.
  
  Please note that your help can save lives over here.
  
  Regards,
  David Moussavou
  davidmoussavou75@gmail.com
  
  Food coordinator, Congolese Revolutionary Army Goma.

  
  

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  by "David" <davidmoussavou@server.com> - 01:37 - 27 Mar 2023

• A leader’s guide to long-term workforce health

  Harmony Internal - McKinsey

  In top form ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 It isn’t hard to make the connection between health and productivity— after all, common sense dictates that healthier people tend to be more productive and stay in the workforce longer. But the extent of the connection may not be immediately apparent. Our research shows that the improved labor productivity and higher incomes associated with better health can give societies a strong economic boost. The benefits of investing in health go beyond the traditional healthcare industry: they invite consideration from leaders in all industries and public- and private-sector organizations worldwide. Here are some actions you can take right now to ensure that your workforce remains healthier for longer. AN IDEA Consider the ROI of health Like most smart investments, spending on health can yield substantial returns. Our latest report on the impact of reducing the global disease burden finds that health improvements could add $12 trillion, or 8 percent, to global GDP in 2040. For employers, that means greater labor force participation, fewer employee health conditions, and improved productivity from workers who are physically, cognitively, and psychologically healthier. According to McKinsey senior partners Sven Smit and Jonathan Woetzel and their colleagues, every dollar invested in improving health could yield an economic return of $2 to $4. Long-term disease prevention and health promotion “cannot simply be left to healthcare providers or healthcare systems,” they say. “It is quite literally everybody’s business. Advancing healthy communities and healthy and inclusive workplaces will be critical.” A BIG NUMBER 10 That’s the number of new technologies that could reduce the burden of disease by 6 to 10 percent more than the estimated 40 percent from known interventions. Emerging technologies can not only fully cure many diseases but may also postpone the onset of age-related conditions, report the authors of a new McKinsey study. For example, a class of small molecules called senolytics may decrease or eliminate the aging cells that cause certain diseases. But to realize the potential of these innovations, leaders in businesses, governments, and academia need to make continual R&D investments, the McKinsey researchers suggest. A QUOTE ‘Mental health must be a priority for every employer.’ That’s Garen Staglin, cofounder of the brain health nonprofit organization One Mind, in a discussion with McKinsey’s Erica Coe and Kana Enomoto. Noting that an increasing number of people are experiencing mental-health challenges—many for the first time in their lives—Staglin emphasizes the importance of employer involvement in workplace mental-health efforts. In particular, “the single biggest influencer of a behavioral-health program’s success is the level of personal commitment from the CEO and other senior executives,” he says. Without that support, “these programs tend to lose momentum, often getting supplanted by new priorities over time.” A SPOTLIGHT INTERVIEW “The mind plays a massive role in how we create a healthy reality,” says author and entrepreneur Tamen Jadad-Garcia in this discussion with McKinsey. “Your mind has a practically unlimited capacity to interpret something as stressful or fear-inducing, but you can also interpret the same context as calming, joyful, and welcoming.” Besides training your brain to achieve this more optimistic perspective, Jadad-Garcia suggests paying attention to the qualities of physical spaces, which “can either contribute to or sabotage our healthy realities.” For example, green spaces—such as grasslands, trees, or vegetation—have been shown to improve cognitive functioning and reduce stress. “Being in nature helps with attention span, creativity, well-being, and happiness,” state McKinsey senior partner Arne Gast and coauthors in this article. “It shouldn’t be a vacation from building these crucial skills but rather a foundational resource for individual and team development.” BRAIN TEASERS You read a fortune cookie and you’re pleased at how aptly the prediction applies to you. That’s an example of the “Barnum effect,” a well-known cognitive bias where people believe that vague or generalized statements are tailored specifically to them. The Barnum effect is just one of many tricks that our minds play on us and that can affect decision making. People may tend to believe information that they hear repeated many times over—for example, the belief that online meetings are just as effective as those occurring in person. Such biases can constrain personal growth and job performance, says McKinsey partner Julia Sperling-Magro, a medical doctor and neuroscientist whose work focuses on helping leaders shift their mindsets and behaviors. “The biggest danger is when people think they are being impartial but in fact carry deep biases.” Lead in good health. — 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> - 02:52 - 27 Mar 2023

• There’s a tech skills gap in Europe. Can leaders find and retain women in tech?

  On Point

  How Europe’s economy could benefit ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Closing Europe’s tech talent gap In the news • Green-tech skills sought. In Europe, a shortage of workers with digital, engineering, and other skills is constraining investment in green technology, according to a survey of roughly 12,500 companies and 685 local officials. Even as Europe plans to boost production of green technology, more than 80% of businesses stated that green-energy projects weren’t moving forward due to a lack of skilled workers. The region is aiming to establish learning centers that will equip workers with capabilities for the green-energy transition. [FT] • Solar skills shortage. Europe’s ambition to expand capacity in solar and wind power could be hamstrung by a shortage of workers with related skills, including in civil and electrical engineering and in project management, an industry group has warned. In 2030, Europe’s solar sector will need more than one million employees to meet the region’s clean-energy-production goals. As solar-energy companies compete for talent with other industries, such as automotive, some are founding in-house training centers to serve employees. [Reuters] McKinsey analysis shows a tech talent gap of 1.4 million to 3.9 million people by 2027 for EU-27 countries. On McKinsey.com • Europe’s tech gap. Leaders in Europe building competitive advantage and growth should consider one fact: women hold only 22% of all tech roles in European companies. Addressing this shortfall is about more than doing the right thing; it’s an economic necessity, explain McKinsey senior partner Sven Blumberg and coauthors. Doubling the share of women who work in European tech to roughly 45%—about 3.9 million more women by 2027—could close Europe’s tech talent gap and increase GPD by €260 billion to €600 billion. • A big drop-off point. One major drop-off point for women in European tech occurs at the end of secondary education. During primary and secondary education, there are no indications that girls lag behind boys in STEM classes. Despite this, there’s an 18-percentage-point decline in girls going into STEM disciplines when they go to university. One reason may be that girls receive significantly less support for pursuing STEM careers. Discover four interventions that may increase the number of women in European tech. See how to retain women in tech — 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> - 12:24 - 27 Mar 2023

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  2023   VIEW IN BROWSER Hi there, Today, we’re going to save you time and reduce errors in your software development lifecycle...in 3 easy steps. Step 1: Create Your  FREE SwaggerHub Explore account Step 2: Send the request you want to explore Step 3: Instantly receive a response to understand how the API behaves It is our goal at SmartBear to provide you with practical tools to build quality software faster. That is why we launched SwaggerHub Explore. Our new FREE API exploration tool instantly visualizes API data received from a request to easily evaluate the API value all in one place.   Start Exploring     Resources for Getting Started What is API exploration and why is it important? SwaggerHub Explore Documentation SwaggerHub Explore Demo Video       Learn More From The On-Demand Webinar How to Dive Into API Behavior and Integrate Faster Join us and learn about why discoverability is important and see how SwaggerHub Explore shows the functionality of existing APIs to better understand the capabilities and limitations before integration.   WATCH HERE   Best, The SwaggerHub Explore Team

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, 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 "SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 08:51 - 26 Mar 2023

• Top ten articles this quarter

  McKinsey&Company

  At #1: What is generative AI? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   For direct answers to complex questions, check out McKinsey Explainers. Top Ten Newsletter | First Quarter 2023 Our top ten articles this quarter look at the metaverse, leadership mindsets, and more. At No. 1 is What is generative AI?, an article from our McKinsey Explainers series, which features research from authors including Michael Chui, Roger Roberts, and Lareina Yee on new breakthroughs in the field. Read on for our full top ten. 1. What is generative AI? Generative artificial intelligence (AI) describes algorithms (such as ChatGPT) that can be used to create new content, including audio, code, images, text, simulations, and videos. Recent new breakthroughs in the field have the potential to drastically change the way we approach content creation. Take a comprehensive view  2. 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  3. Stepping up: Becoming a high-potential CEO candidate The road to becoming CEO is a difficult ascent for even the most seasoned leaders. Here are four keys to making the journey a success. Tread carefully  4. Mindsets for success: Lessons from top CEOs During times of change, successful bosses adapt and exhibit service-minded leadership. Leaders at all levels should take note. Dive deeper  5. Consumers care about sustainability—and back it up with their wallets A joint study from McKinsey and NielsenIQ examines sales growth for products that claim to be environmentally and socially responsible. Embrace it  6. Performance through people: Transforming human capital into competitive advantage A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development  7. What is the future of work? Just like the world at large, the world of work shifts and changes over time. The future of work refers to an informed perspective on what businesses and other organizations need to know about how work could shift (given digitization and other trends), plus how workforces and workplaces can prepare for those changes, big and small. Understand what’s coming  8. Diversity, Equity and Inclusion Lighthouses 2023 Leaders need clarity on what works to improve diversity, equity, and inclusion. Our 2023 report shows success factors that contributed to significant, quantifiable, scalable, and sustainable DEI impact. Be accountable  9. Author Talks: The world’s longest study of adult development finds the key to happy living Harvard study director Robert Waldinger provides the data-backed answer to what makes people live happier and longer lives and shares the choices anyone can make to start feeling more fulfilled right now. Take stock  10. What is Davos? Davos, Switzerland, is where the World Economic Forum holds its annual meeting. Delegates from many sectors converge for several days of talks and meetings to address urgent global issues. Understand the agenda  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. YYou received this email because you are a registered member of the Top Ten Most Popular 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 Top Ten" <publishing@email.mckinsey.com> - 03:33 - 25 Mar 2023

• The week in charts

  The Week in Charts

  Meat consumption in China, racial inequities in cities, 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 meat consumption in China, racial inequities in cities, young talent shortage in mining, investing in microelectronics, and G&A costs. FEATURED CHART Meating agenda See more This week’s other select charts Locating racial inequities Mining for talent Big things come in small devices Rethinking administrative costs 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> - 11:51 - 25 Mar 2023

• A conversation with partner Anu Madgavkar

  Harmony Internal - McKinsey

  Discover your potential ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The Women of McKinsey: Anu Madgavkar This Women’s History Month, we’re chatting with McKinsey leaders about their role as women in the workplace and beyond. Today, we’ll hear from Anu Madgavkar, a McKinsey Global Institute partner who leads global research focused on labor markets and human capital, technology’s economic impact, gender economics, digital and financial inclusion, and inclusive growth. For more Q&As throughout the month, bookmark this page.  What are you most proud of? I'm most proud about how we, as a firm, and at the McKinsey Global Institute, really shape and influence the way global leaders think about important issues. I think our work around gender parity and sizing its economic value changed the course of the debate. We were also the first to put society issues side-by-side with economic ones, as we thought about capturing that opportunity. That changed the way world leaders like Shinzo Abe, Hillary Clinton, and Melinda Gates talked about these issues and framed them. More recently, we are setting aspirations for whole nations in terms of economic empowerment, rather than just poverty reduction. That changes the way world leaders are thinking about these issues, including most recently at the B20 in Indonesia, where we really set the course for a much bolder set of aspirations for countries to take forward. Watch the full interview PUBLISHED WORK 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  Performance through people: Transforming human capital into competitive advantage A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development  Addressing the revolving door in risk As the field of risk management evolves, the value proposition for employees has to evolve as well. Create more interest  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> - 12:42 - 24 Mar 2023

• Announcing a new way to read the McKinsey Quarterly

  Harmony Internal - McKinsey

  Get exclusive early access as a McKinsey.com subscriber ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Executive insights, now for everyone For nearly six decades, the McKinsey Quarterly has been McKinsey’s flagship print publication, available only to a relatively limited number of print subscribers. We’re now delighted to offer the Quarterly to a wider audience in a digital experience that has all the same content and elegance of the print magazine, but in an engaging package that helps to reduce our collective carbon footprint—as we accelerate on the path toward a more sustainable future for all of us. As a McKinsey.com subscriber, you’re invited to sign up for a free McKinsey Quarterly membership to read the first digital edition of the magazine in full before it’s open to the public—and be notified each time a new issue is ready. To sign up, visit the new Quarterly landing page and either log into your existing McKinsey.com account or create a new one. Get my free membership 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 are a registered member of mckinsey.com. 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> - 07:27 - 24 Mar 2023

• So you want to be CEO? Here’s how.

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from any business leader in any geography. In this edition, we look closely at new advice for CEO aspirants, the squeeze on middle management, and more. We hope you enjoy the read. —Liz and Homayoun What’s new One in a million. When Mary Barra joined General Motors as an 18-year-old intern, she was more likely to be struck by lightning than become CEO. The odds were far lower than one in 750,000 (the number of GM employees at the time). Yet today, she’s nearly ten years into her tenure. How did she—and dozens of other CEOs—beat the odds? There’s no guaranteed formula, but we’ve isolated four key pieces of advice that will greatly increase your chances of winning the top job. To get your trail map, read Stepping up: Becoming a high-potential CEO candidate, a new article by Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink. What’s now Middle managers can’t win. Sometimes they’re seen as superfluous; “managers managing managers” is one recent criticism. Sometimes they’re so vital to everyday operations that they’re essentially still working a line job, with no time to help the people who report to them. If those people leave for lack of a good boss, the company suffers. Where’s the middle ground?   If your company is in one of these traps, our new article has tips to get out. Check out Stop wasting your most precious resource: Middle managers, by Emily Field, Bryan Hancock, Marino Mugayar-Baldocchi, and Bill Schaninger. What’s next The rise and rise of generative AI. Not all business problems are machine learning problems. But looking at some persistent challenges through a machine learning (ML) lens can lend critical new insight. Applying foundational models like ChatGPT to specific issues can significantly shorten the time needed for model development, a key step in ML applications. Fashion companies are already using generative AI to shorten their design cycle.  Speed up your problem solving with A new and faster machine learning flywheel for enterprises, by Medha Bankhwal and Roger Roberts. What’s needed Let’s also be smart about intelligence. New automation and AI technologies are poised to change the world. But whether they’re moving the needle in the direction of shared, sustainable global prosperity is another question altogether. In a new report, we found that education—of all kinds, including emotional and social skills, and at all learning stages—will be critically important to ensuring tech-fueled growth leaves no one behind.  To learn more about the looming skills gap—and how to close it—check out The skills revolution and the future of learning and earning, a new report by Emma Dorn, Stephen Hall, Hibatalla Ibrahim, Shajia Sarfraz, Dirk Schmautzer, and Safia Tmiri. We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.  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 Shortlist 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 Shortlist" <publishing@email.mckinsey.com> - 02:29 - 24 Mar 2023

• Where does shared autonomous mobility go next?

  On Point

  Top AV markets of the future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 On shared autonomous mobility In the news • Boosting employment. Many people with disabilities have limited options for accessible transportation, making it difficult to find employment. Self-driving cars might enable millions of Americans with disabilities to participate in the workforce, per a National Disability Institute study. In 2021, 21% of Americans with disabilities held jobs, compared with nearly 70% of people without disabilities. Widespread adoption of self-driving cars could add an additional 9.2 million US workers to the labor force, including 4.4 million people with disabilities. [Axios] • Smaller parking lots. Self-driving vehicles such as robo-taxis may reduce the need for big parking lots in urban areas, since consumers would probably need fewer private cars. However, nearly 70% of American adults say they are wary of fully autonomous cars, and many are confused about self-driving systems and how they operate, a recent AAA survey has found. Although self-driving cars have faced concerns over safety, a majority of serious collisions are caused by human error, according to a US government study. [The Week] Competition will likely be most intense in major urban areas. Top AV markets worldwide will likely include Beijing, London, New York City, Paris, and Shanghai. On McKinsey.com • Commercializing autonomous cars. As the autonomous-vehicle (AV) industry attempts to move from testing and validating the technology to launching and commercializing it, it faces some challenges. Pure-play AV players have seen dropping valuations, and investments into the space are slowing. However, commercial successes of key players in China and the US suggest that the promise of shared autonomous mobility, including robo-taxis and robo-shuttles, could soon be realized for the on-road, inner-city transportation of people, explain McKinsey partner Kersten Heineke and coauthors. • Selective capital. Today’s uncertain economic and political environment has created headwinds for R&D and venture capital investments. With more cautious investors, capital has become more selective. AV players gearing up for commercialization will require significant capital outlays before the business can turn profitable. McKinsey analysis suggests cumulative burn rates of about $50 billion to $67 billion through 2030, with results varying by region. Consider five key factors that may influence the future shared AV market. Understand the shared AV market — 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> - 10:10 - 23 Mar 2023

• See Adobe Commerce in action at our upcoming demo webinar

  Adobe

  Adobe Commerce delivers multichannel commerce experiences on a single platform.

  EXPERIENCE MAKERS COMMERCE WEBINAR SERIES Adobe Commerce Demo Webinar Thursday 6 April 2023 2:30pm AEST | 12:30pm SGT | 10:00am IST Buyers love to buy. And seamless, personalised experiences keep them coming back for more. Join our next APAC demo webinar to discover how Adobe Commerce gives you the best-in-class experiences that buyers expect. You’ll see a high-level product demo (great for everyone, not just back-end users and developers!), and learn about the newest Adobe Commerce 2.4.5 release. We also cover: How AI makes product recommendations a breeze B2B, D2C, and B2C features Different tech architectures to fit all business models It's time to bring your commerce vision to life. Date:  Thursday 6 April 2023  Time:  2:30pm AEST | 12:30pm SGT | 10:00am IST Register now We look forward to seeing you there! Best Regards, The team at Adobe Commerce   Make the digital economy personal.     Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe" <demand@info.adobe.com> - 10:06 - 23 Mar 2023

• Reminder: Artificial Intelligence Webinar

  Reminder: Artificial Intelligence Webinar 0.7.4

  Dear MD Abul, Next week, on March 30, Maike Schlumbohm, Director of Company Insights at Statista, will share crucial insights into the recent developments in artificial intelligence and its impact on companies. Register here for the free webinar! Best regards, the Data on Stage team E-Mail: webinars@statista.com Statista GmbH, Johannes-Brahms-Platz 1, 20355 Hamburg Representatives: Dr. Friedrich Schwandt, Hubert Jakob Domicile: Cologne | HRB 87129 | municipal court of Cologne You are registered with the following email address: info@learn.odoo.com Manage newsletter preferences | Unsubscribe from all newsletters Information about the timing of deleting personal data, the countries where we save data (e.g., U.S., EU, UK, Singapore), and the companies we collaborate with can be found in our privacy statement.

  

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  by "Statista | Webinars" <webinars@statista.com> - 09:04 - 23 Mar 2023

• Monitoring software shouldn’t be hard.

  New Relic

  Without a complete picture of application performance, incidents can catch you off guard—and fixing them can take uncomfortably long. Using distributed tracing in New Relic APM gives you that complete picture, so your team can have the answers they need to stay a step ahead. With distributed tracing, teams can: Trace the path of a request as it travels across a complex system. Understand where bottlenecks are occurring in the request path. See and analyze where errors happen in the transaction at the individual service level. Learn more 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> - 06:36 - 23 Mar 2023

• How are the best CEOs navigating the turbulence of 2023?

  On Point

  Our latest CEO Excellence Survey  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Top trends for CEOs in 2023 In the news • Testing generative AI. CEOs and other leaders are experimenting with buzzy generative AI tools that can produce artwork, images, and text with human-like results. Using an AI-enhanced chatbot to write letters and emails has already enabled one leader, the CEO of an online learning platform, to “spend way more time thinking.” At an international architecture firm, an AI-based image generator has become so popular with clients that the company is working to create a formal set of policies on the use of generative AI. [WSJ] • More upbeat. At the start of 2023, CEOs were feeling a little more upbeat about the economy, reveals a survey of roughly 140 top US bosses. Chief executives’ sentiment isn’t consistent with a recession. This year, they forecasted that the economy would grow 1.4%, which is below historical levels of growth but also not in negative territory. The US job market has proven resilient, and business activity is also keeping up. However, inflation is still high, and 71% of CEOs said that they are worried about the national debt. [The Hill] Companies that outperformed peers during the 2008 crisis cut operating costs by 1% before the downturn, while the others expanded costs by the same percentage. On McKinsey.com • Three big trends. Which trends matter most to leading CEOs in 2023? McKinsey’s latest CEO Excellence Survey takes the pulse of the world’s top-performing CEOs’ evolving priorities and the actions they’re taking in response. Their answers suggest that three trends will have the biggest influence on how they lead their business in 2023 compared with past years: digital disruption, the economy, and geopolitics, find McKinsey senior partner Carolyn Dewar and coauthors. • Risks and opportunities. Today’s top CEOs are making defensive and offensive moves. Leaders who protect against risks and uncover new opportunities create a powerful playbook. To deal with digital disruption, 62% of CEOs say they are developing advanced analytics. One beverage company used geolocation data to personalize and target content for consumers, which led to a 17% increase in media spend ROI. Explore more actions CEOs are taking to navigate the turbulence of 2023. See the actions of top CEOs — 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> - 12:45 - 23 Mar 2023

• A Tire Management Software that works with various industries

  A Tire Management Software that works with various industries

  White Label Tire Monitoring Software

  Download E-book Unlock the full potential of your tires. See how tire management software can benefit several industries. Use Cases Across Industries Mining Industry Mining operations face harsh conditions that result in rapid tire wear and failures, causing costly downtime and safety risks. Our software tracks real-time tire wear and other metrics to identify potential issues, enabling proactive measures to prevent failures Trucking Industry Managing tire costs is crucial for trucking operations. With various tire brands and models to choose from, it can be challenging to identify the most cost-effective ones. Our software provides real-time tracking of tire performance and costs, to compare and optimize tire usage Agriculture Industry Efficient farm operations rely on tire monitoring for heavy machinery. Our software facilitates real-time monitoring of all tires, issuing alerts for underinflated, overinflated, or abnormally worn tires. Additionally, it generates various reports for analysis Discuss your use-case to get your business growing Get a Demo You may also be interested in Fuel Management Video Telematics Job Module TPMS Route Optimization Expense Management On-Board Diagnostics E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 23 Mar 2023

• [Webinar] Boost Collaboration in Event-Driven Architecture with Development and QA Teams

  SmartBear

  Join Us for An Upcoming Webinar

  VIEW IN BROWSER Webinar Invitation   Scale. Update. Deploy: Boost Collaboration in Event-Driven Architecture Join us on March 29 or 30 to learn how to use AsyncAPI with design-first methodology throughout the API lifecycle. Register Now   Registration is now open for our March 29th webinar, Scale. Update. Deploy: Boost Collaboration in Event-Driven Architecture with Development and QA Teams. As companies grow and rely more on automation and expansion through APIs, so does the need to manage that increasing complexity. Event driven architectures 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.  With SmartBear’s commitment to the API Lifecycle, we’ve added some new functionalities to our flagship API development and testing tools.   What Will Be Covered: AsyncAPI standardization in SwaggerHub How to import AsyncAPIs from SwaggerHub into ReadyAPI for testing How to broker the complexity of EDAs with Pactflow Live Demo and Q&A Register Now   Hope to see you there! P.S. Can't make it? Register anyways to receive the webinar recording.   Molly Farmer Growth Marketing Manager, SmartBear swaggerhub-team@smartbearmail.com

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, 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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