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Healthy dissent, the key to healthy living, ESG data governance, and more big reads for the weekend
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
We’ve made it to the weekend. Take a moment to relax and recharge by diving into this week’s big reads on healthy dissent, how history can provide insight on today's pressing issues, the key to healthy living, and more.
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— Edited by Joyce Yoo, editor, New York
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:09 - 17 Feb 2023 -
What is productivity?
Harmony Internal - McKinsey
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:57 - 17 Feb 2023 -
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 01:00 - 17 Feb 2023 -
Think outside the office: Harnessing nature to boost creativity and performance
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Regaining focus. Attention restoration theory suggests that the brain’s ability to focus on specific tasks is limited and results in directed-attention fatigue. Researchers have found that contact with nature can help alleviate mental fatigue and improve the brain’s ability to process information. Neuroscience backs up these claims; as McKinsey senior partner Arne Gast and coauthors share, when in nature, our brains emit alpha waves, which help enable greater levels of focus, intuition, and reasoning.
— Edited by Alexandra Mondalek, editor, New York
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:52 - 17 Feb 2023 -
The importance of US productivity for the economy
Harmony Internal - McKinsey
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Productivity growth in the US is declining—and this is a missed opportunity worth $10 trillion. Labor productivity, or the economic output per hour worked, is essential to addressing the major challenges we face today including workforce shortages, debt, inflation, and the cost of the energy transition. What can be done to boost US productivity, which has been growing at a mere 1.4 percent since 2005? In a new article from the McKinsey Global Institute, McKinsey’s Kweilin Ellingrud, Asutosh Padhi, Olivia White, and their coauthors explore the productivity challenges facing the US and other countries, and suggest action items business leaders and policy makers can take to return labor productivity growth to its historical level.
Quote of the day
—McKinsey senior partner Kweilin Ellingrud on key takeaways from Davos 2023 in “Resilience in crisis: Perspectives from Davos”
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:18 - 16 Feb 2023 -
[White Paper] Why Distributed Tracing is Essential for APM
New Relic
Across many organizations, software engineering teams face complex environments, which makes it difficult to diagnose and resolve performance issues and errors before they impact reliability and the customer experience. In our whitepaper, Why Distributed Tracing is Essential for APM, we cover how, 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. 
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by "New Relic" <emeamarketing@newrelic.com> - 09:08 - 16 Feb 2023 -
Learn from Remote's Remote's foremost experts on global employment inn this hour-long talk with a live Q&A
Learn from Remote's Remote's foremost experts on global employment inn this hour-long talk with a live Q&A
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Hi MD,
Employment markets continue to experience massive upheaval. Is your business prepared to break the trend and retain your best employees in 2023 and beyond?
Don't miss out on our upcoming webinar...
Webinar: Mass-quitting in 2023 - How to be an outlier company
Date and times:
Thursday, February 23rd 2023
2:00 pm UTC
3:00 pm CET
9:00 am ESTJoin this special online event from some of Remote's foremost experts on global employment. In this hour-long talk with a live Q&A, you will learn everything you need to know about why employees are leaving; signs to recognize resignations before they start; and how to make your company one they'll never want to leave.
What will you learn?
- Exclusive new research on global employment trends from Remote
- Signs of unhappy or burned-out employees
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Speakers:
- Rhiannon Payne - Senior Product Marketing Manager
- Sally Flaxman - Head of Mobility
- Joana Viana - Senior Expert, Global Benefits Design and Strategy
- Inumidun Akinboboye - Senior Manager, People Excellence
Attendees at this event will also be eligible for SHRM credit!
* To unlock SHRM credit you must watch at least 75% of the event, as per SHRM requirements.
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by "Remote" <hello@remote-comms.com> - 09:01 - 16 Feb 2023 -
Empower Your Business With Sangoma Voice
Empower Your Business With Sangoma Voice
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by "Sangoma Technologies" <webannounce@sangoma.com> - 03:32 - 16 Feb 2023 -
The risks and rewards of doing business in China
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Risks and rewards. While China has grown to become a world leader in areas such as artificial intelligence and space technology, multinational companies (MNCs) must contend with unique risks that make doing business there complicated. Some of those risks include investment exposure to rising real-estate prices and a historically high ratio of debt to GDP, reveal McKinsey Global Institute director and senior partner Jonathan Woetzel and coauthors. As a result, MNCs have started reappraising their relationships with China.
— Edited by Alexandra Mondalek, editor, New York
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:25 - 16 Feb 2023 -
Exploring APIs Made Easier
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Hi there,
We are excited to announce SwaggerHub Explore, our new API exploration tool built for increased visibility.
It is our goal to provide you with practical tools to build quality software faster. 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, so you can confidently move on to the next thing on your to-do-list.
If you’re new to the API exploration process, we recommend checking out the resources below.
Resources for Getting Started Learn More in our Upcoming WebinarJoin us March 1st to 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.Best,
The SwaggerHub Explore Team
by "SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 10:02 - 15 Feb 2023 -
Your Guide to Cloud-First Success — The Ultimate Log Management eBook
Sumo Logic
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by "Sumo Logic" <marketing-info@sumologic.com> - 08:00 - 15 Feb 2023 -
Has mining lost its luster? Why talent is moving elsewhere and how to bring them back
Harmony Internal - McKinsey
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The mining industry is going through a lot of changes—will you be able to keep up? The rise in automation, a shift in workers’ preferences, and remote work have contributed to an industry-wide talent squeeze. Over 70 percent of mining leaders say a shortage in talent is holding them back from meeting targets and 86 percent of them say it is harder to recruit and retain talent compared to two years ago. So what can miners do to address this challenge? In a new article, McKinsey partner Tino Grabbert and his coauthors explore four ways mining companies can approach talent management. Check it out and get perspective on how to build a well-managed and motivated workforce that can drive productivity and safety in mining.
Quote of the day
—Olivia White, director of the McKinsey Global Institute and senior partner, on global flows and the net-zero transition in a recent episode of The McKinsey Podcast
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— Edited by Joyce Yoo, editor, New York
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:10 - 15 Feb 2023 -
Urban transportation is changing fast. How big could shared mobility be by 2030?
Re:think
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ON SHARED MOBILITY
Shared rides and the future of urban transit
Kersten HeinekeMost of the world’s cities are largely car-centric. More than 50 percent of the miles traveled in a city are done so in cars—and mostly in personal vehicles. Over the past decades, there’s been a strong correlation between an increase in GDP and an increase in cars per capita. Typically, as a society gets wealthier, people have more cars. More cars lead not only to more mobility but also to more traffic and emissions.
We are at or past the tipping point in many cities. If we continue this trajectory of growth in GDP, in the number of vehicle miles traveled, and in the number of cars on the streets, cities would likely come to a complete standstill. Including more shared-mobility options could keep traffic flowing in cities and avoid gridlock. Shared mobility makes cities more livable.
My colleagues and I developed two scenarios that show how the shared-mobility market could evolve over the next decade. In our base case, everything that’s currently happening keeps going, but shared mobility trends don’t accelerate. Micromobility doesn’t accelerate, and neither does the rollout of autonomous driving. There isn’t massive investment into public transit.
Even in that scenario, the share of private-vehicle miles traveled will decrease. In an average larger city in Europe and in a typical American city, about five to ten percentage points of all miles traveled will be redistributed to other mobility modes.
As a result, micromobility will increase. People will bike more, ride more scooters, and even walk for certain trips. A share of private-vehicle trips will be replaced by ride hailing, taxis, and the like. These services are growing. Our analysis shows that by 2030, shared mobility could create $500 billion to $1 trillion in revenues. People like mobility as a service. They like shared mobility.
What does this mean for cities? They won’t change much. Bike-lane infrastructure will continue to improve, making cities more bike-friendly. Certain downtown areas will keep becoming more off-limits to cars or, at least, less convenient for private vehicles. The total number of miles traveled will also remain pretty much constant.“We believe that by 2030, shared mobility could create $500 billion to $1 trillion in revenues. People like mobility as a service. They like shared mobility.”
I’ll also mention our accelerated scenario. We’re partnering with a Scandinavian city that wants to do away with 90 percent of all private vehicles by 2030. It’s an ambitious target. Imagine that the city today has about 50 to 55 percent of all miles traveled by private vehicles, with the rest distributed over other forms of mobility. How does a city get rid of 90 percent of all private cars and reduce private-vehicle miles to 5 or 10 percent of the total miles traveled?
Ultimately, it means that society needs an alternative to private vehicles. That will require more investment into public transit. A significant push into micromobility—adding bike lanes, more scooters, more shared bikes—will also help. All of the existing ride-hailing services, car-sharing programs, and the rest will continue to grow. But there will still be a significant gap. Depending on the city, our analysis shows that gap equals somewhere between 20 to 35 percentage points of the total modal mix, which is a sizable number of vehicle miles.
We believe that mileage gap will be serviced by pooled autonomous vehicles, or robo-shuttles. These will be multiseat vehicles that you’ll hail via an app. Together with other passengers, you will ride to your destination. You might make two or three stops along the way to drop people off, which will add a bit of time to your journey. But it will still be convenient because you won’t have to drive, and the vehicle will pick you up right where you are.
The price tag for that robo-shuttle ride is going to be nowhere near what you would pay for a ride-hailing service today. But in theory, it’s going to be comparable to what you pay for your private vehicle today, analyzing your cost per trip.
For cities, mobility leaders, and the auto industry at large, the most important thing to understand is that there’s going to be a reduction in private-vehicle miles traveled. But the value pool and consumer spending for mobility is not going to decline.
Finding new ways to supply the consumer with mobility is extremely attractive. People will always want to be mobile. The question is, “How do I tweak my business model?” The first step is to accept the fact that mobility is changing. Try not to have the discussion that all this is not happening. Mobility could change so drastically that every business model that touches it will likely be affected. It’s up to business leaders and others to ensure that these changes are positive.ABOUT THE AUTHOR
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UP NEXTDiana Ellsworth on diversity
Organizations have demonstrated positive intent on DEI, but progress is slow. A new McKinsey report, developed with the World Economic Forum, surfaces key success factors that have driven significant impact.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:47 - 15 Feb 2023 -
Can you tell whether this subject line was written by AI?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Putting AI to work. Generative-AI tools have the potential to change how many different jobs are performed. Despite the need to proceed with caution with this nascent technology, the opportunity for businesses is clear. After all, as McKinsey Global Institute partner Michael Chui and coauthors note, companies are seeing significant bottom-line impact from AI adoption. Learn about the problems generative AI can solve and why most companies will use out-of-the-box tools or fine-tune these models rather than develop their own.
— Edited by Heather Hanselman, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:38 - 15 Feb 2023 -
The latest on inflation, energy prices, and world economic performance
Harmony Internal - McKinsey
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
What’s the latest on inflation, energy prices, and economic performance across the globe? The January update on McKinsey’s Global Economics Intelligence by McKinsey’s Sven Smit and his coauthors explores these topics and more with insights from the United States, Eurozone, the UK, China, India, Brazil, and Russia. Check it out—and for a more detailed look on macroeconomic data and analysis of the world economy and key insights on national and regional developments, download the full Global Summary Report and the Critical Trends and Risks.
Quote of the day
—Tess Wilkinson-Ryan, a professor at the University of Pennsylvania Carey Law School, on the fear of ‘playing the sucker’ in a recent Author Talks interview
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— Edited by Joyce Yoo, editor, New York
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:38 - 14 Feb 2023 -
Is Your Network Protected From Unwanted Threats?
Is Your Network Protected From Unwanted Threats?
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by "Sangoma Technologies" <webannounce@sangoma.com> - 05:17 - 14 Feb 2023 -
How are employees in the Middle East faring—and feeling?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Focus on employee health. In a new survey of 4,000 respondents in four countries (Kuwait, Qatar, Saudi Arabia, and United Arab Emirates), the McKinsey Health Institute (MHI) finds that 66% of the respondents report at least one mental-health challenge at some point in their lives. The good news: less than 20% report a social- or spiritual-health challenge, and the majority report happiness at work. Making the investment to employee health and well-being is a long journey, but it can pay off in productivity, write partner and MHI coleader Mona Hammami and colleagues.
— Edited by Elizabeth Newman, executive editor, Chicago
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:20 - 14 Feb 2023 -
Resilience in crisis: Perspectives from Davos
Harmony Internal - McKinsey
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Last month, leaders in government, business, and civil society convened in Davos, Switzerland at the World Economic Forum Annual Meeting. Every year, delegates from all over the world discuss the most pressing issues of the day and the urgent priorities for the year ahead. In a new video series, McKinsey leaders based in Asia talk about the themes that emerged from Davos this year, addressing topics such as sustainability, economic inclusion, diversity, and the importance of leadership. Tune in to see what Kweilin Ellingrud, Gautam Kumra, Joe Ngai, and Yuito Yamada have to say.
Quote of the day
—Karl Siebrecht, cofounder and CEO of Flexe, on how the pandemic affected Flexe and its customers in “Logistics Disruptors: Flexe’s Karl Siebrecht on battling uncertainty with flexible logistics”
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— Edited by Joyce Yoo, editor, New York
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:49 - 13 Feb 2023 -
The value of human capital: A leader’s guide to developing people
Harmony Internal - McKinsey
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Investing in people is a good strategy. By improving people’s health, skills, experience, and knowledge—their human capital—countries and organizations stand to benefit. But human capital investments are often uneven, leaving many workers unable to be fully productive and organizations struggling to find employees with the advanced skills needed to adapt to new technologies. Our research shows that the value of human capital represents roughly two-thirds of an individual’s total wealth. But what does investing in human capital do for a company? This week, we explore some perspectives on this question.
When companies invest in employees, the returns are not always quantifiable. Yet some organizations are much more effective than others at turning human capital into a tangible competitive advantage, according to new McKinsey research. The best companies are good at both developing their employees and turning in stellar financial performance. This subset of our respondents—companies that we call People + Performance (P+P) Winners—are more consistent and resilient performers than the rest; they also are better at attracting and retaining talent, an important advantage at a time of severe labor shortages. In addition to being heavily people-focused, P+P Winners emphasize organizational capital—the unique management practices, systems, and culture of each company. “This concept encompasses everything from training programs to workflows, department and team structures, employee communications, norms, culture, and leadership,” note the McKinsey researchers. “When these elements are effective, they can turn a collection of talented individuals into a cohesive team.”
That’s the percentage of employees who report experiencing at least one mental-health challenge, according to the findings of a McKinsey survey of nearly 15,000 workers across 15 countries. “For leaders, that means that the vast majority of their employees are directly or indirectly affected by mental-health-related challenges,” write McKinsey’s Jacqueline Brassey, Erica Coe, Barbara Jeffery, and their colleagues in their report on the results. They urge employers to create a better workplace through a modern understanding of health that includes eliminating toxic behaviors, creating inclusive work environments, and holding leaders accountable for workforce well-being.
Yet that’s precisely what one institution had in mind when it sent students to a monk in a remote village for guidance on ethical dilemmas, according to an article in the Economist. That’s a reflection of today’s shifting expectations for high-ranking executives. “Simply creating shareholder value no longer cuts the mustard,” the article observes. “Running a modern business requires an ever-expanding list of credentials and competencies.” These include spending considerably more time managing people—a shift in focus that is also changing traditional management education. For example, most MBA programs now offer courses on interpersonal skills, and interviewers may screen candidates for emotional traits such as empathy, motivation, and resilience.
Remember virtual watercooler meetings and video cocktail hours? To some participants, those pandemic-era corporate rituals may have seemed like “forced fun.” But conducted properly, rituals can be powerful acts that help define company culture, state McKinsey talent leaders Bryan Hancock and Bill Schaninger in a recent episode of the McKinsey Talks Talent podcast. “As a leader, you’ve got to be thoughtful about how a ritual advances togetherness,” says Hancock. Whether you do that through team lunches, meditation breaks, or celebrations of birthdays or promotions, the goal should be to build a sense of purpose and connection at work—including face-to-face interactions. “Let’s remember that the majority of workers are not hybrid,” Schaninger says. “And those folks desperately need rituals. There’s a huge swath of the workforce that does not feel respected or valued. So I would encourage us to keep thinking about rituals for people who still go to the workplace daily.”
The ‘quiet quitting’ trend has set off variations. People are showing their dislike for work in a growing number of ways. In fact, 38 percent of employees globally say that they wouldn’t wish their jobs on their worst enemies. More employees may be experiencing “resenteeism,” which describes workers who hate their jobs but stay in them resentfully for fear of not finding better alternatives. Or they could be displaying “digital presenteeism,” where they feel pressured to show constant online availability to bosses and colleagues to prove that they are working. (In traditional presenteeism, workers make sure to be seen sitting at their desks for the same purpose.) Leaders may want to try “career correction,” whereby employees work with their managers to help find different and potentially more interesting roles within the organization.
Lead by developing human capital.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:29 - 13 Feb 2023 -
People are still drawn to self-driving cars. Can leaders win the passenger car market?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Driving value. The dream of seeing fleets of driverless cars efficiently delivering people to their destinations has captured consumers’ imaginations and fueled billions of dollars in investment in recent years. Even after some setbacks, autonomous driving (AD) could create massive value for the auto industry, explain McKinsey senior partner Ruth Heuss and colleagues. Advanced driver-assistance systems (ADAS) and AD could generate between $300 billion and $400 billion in the passenger car market by 2035, McKinsey analysis finds.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:10 - 13 Feb 2023
