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• Expense Management - White Label GPS Tracking Software

  Expense Management - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Expense Management 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Gives fleet owners complete financial control Key Benefits Eliminate avoidable expenses With detailed cost distribution reports of avoidable and necessary expenses, Trakzee makes it easy to save money and taxes. Detailed expense breakdown Gives a complete breakdown and visual summary of all expenses — from fuel and tyres to insurance and driver salaries. Compare costs for Vehicles Keep track of how much each vehicle costs with monthly reports along with maintenance, repair and breakdown history. Make expense tracking simpler Trakzee's mobile app makes it extremely simple for drivers and fleet managers to track expenses and vehicle costs. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, A27, 29, 2nd floor, Pramukh Sanidhya, Dharampur Road Abrama, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.in> - 01:14 - 18 Oct 2022

• What are the greatest perceived risks to global economic growth?

  On Point

  Our latest survey on economic conditions ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York Forecasting the global economy In the news • Slowing growth, increased pressure. Ongoing conflict in Europe is exacerbating price pressures and contributing to a global economy that’s cooling off faster than expected. Worldwide economic growth is now expected to be a scaled-back 2.2% in 2023, compared with a previous forecast of 2.8%, according to the OECD. Consumers and businesses have been hammered by the rising costs of energy and food, with Europe being particularly affected by the slowdown. [NYT] • Seven economic winners. Despite global economic headwinds, a handful of countries have emerged with healthy economies, modest inflation, and robust earnings from stock markets, challenging deeply held biases about which kinds of countries perform well in the global economy. These seven economies in Asia, Europe, and the Middle East are all uniquely positioned: some are more insulated from energy supply shocks that are roiling other nations, while others are enjoying revived activity in foreign investment and in tourism. [FT] In a change from June, volatile energy prices have superseded supply chain disruptions as the third-most-cited global risk. On McKinsey.com • Top risks to growth. Respondents worldwide are generally downbeat about the economy, with those in most regions citing inflation as the main risk to growth in their home economies, according to McKinsey senior partner Sven Smit and colleagues. Nine out of ten respondents say their companies have experienced cost increases in the past six months, found the latest McKinsey Global Survey on economic conditions. Geopolitical instability and conflicts remain a top concern, most often cited as the greatest risk to global growth. • Focused on supply chains. Although concerns over the effects of supply chain disruptions on global and domestic growth have eased since the previous survey, those disruptions are still top of mind as a risk to company growth. A majority of respondents in manufacturing—including those in automotive and assembly, aerospace and defense, and advanced electronics—or retail say they have too much or too little inventory. See the biggest perceived risks to global economic growth (along with which pressures are moderating). Understand the risks Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:09 - 17 Oct 2022

• Why businesses thrive when women lead

  Harmony Internal - McKinsey

  Understand the value ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Stephanie d'Arc Taylor   Digital Editor, Southern California It’s not easy being a woman in business. Female executives represent just eight percent of CEOs leading Fortune 500 companies. What’s more, in 2021, female-led companies won just two percent of the $330 billion invested in startups by venture capital firms. But because they surmount such great odds to reach the top, female leaders are, by definition, exceptional. And there’s a lot we all can learn from their journeys, according to Julia Boorstin in a new Author Talks interview. See why Boorstin is “incredibly optimistic” for the future of women in the workplace despite the continuing challenges—and why companies with women in leadership positions are more successful—by catching her full interview. And for more on why diverse companies perform better, check out this article by Sundiatu Dixon-Fyle, Sara Prince, and their coauthors. Author Talks: Dismantling double standards in business with CNBC’s Julia Boorstin Julia Boorstin, creator of CNBC’s Disruptor 50 franchise, shares the lessons she’s learned on adaptability and decision making from some of the world’s top female CEOs. Understand the value   Quote of the day “The aim is for the future to become as open as the internet was when it was first launched. That is the kind of promise of what a future metaverse could be for everybody, not this idea of individual, siloed experiences.” —Rob Lowe, former managing director of Digital Play at LEGO Ventures, on the consumer experience in the metaverse in “Building a safer metaverse”  Chart of the day See today’s chart   ALSO NEW Appealing to a broader audience Ken Wee, chief strategy officer at Activision Blizzard, says despite the explosion of the market addressable by the metaverse, a true unlock has yet to occur to draw in a larger non-game-endemic audience. An edited version of the conversation from our ‘Value creation in the metaverse’ report follows. Thoughts from Activision Blizzard   Will the supply–demand mismatch persist for automotive semiconductors? Automotive OEMs can’t get enough chips for their vehicles. All signs point to a continued mismatch between supply and demand unless industry stakeholders act now. Get the insights   A defining moment: How Europe’s CEOs can build resilience to grow in today’s economic maelstrom Can leaders lift their companies to the next frontier of resilience—not only to survive but also to thrive? Get the bigger picture   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:33 - 17 Oct 2022

• [Webinar with Forrester] RESTful and Event-Driven APIs: Better Together

  SmartBear

  Join us for a special webinar hosted with Forrester!

  VIEW IN BROWSER RESTful + Event-Driven APIs Join us on October 25th to learn about Event-Driven APIs from Forrester! Register Now   Registration is now open for our upcoming webinar, RESTful and Event-Driven APIs: Better Together, featuring Forrester Senior Analyst, David Mooter. RESTful APIs have maintained steady growth and popularity as APIs have become increasingly central to business operations and strategy. Many architects and developers, however, have realized that RESTful APIs simply cannot fulfill all API use cases.  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.  From a developer's point of view, having a single API catalog for both RESTful and event-driven APIs enables better discovery, reuse and governance across the organization.    What We Will Cover: Trends in APIs and Microservices Why - and how – event-driven APIs have grown in popularity How RESTful and event-driven systems can succeed in concert How to enhance developer experience across both RESTful and event-driven APIs Which protocols are emerging to add governance and precision to event-driven APIs Register Now   Hope to see you there! P.S. Feel free to complete our State of Software Quality | API survey to help shape the future of software development!   Andrew Marotta Growth Marketing Manager, SmartBear andrew.marotta@smartbear.com

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

  

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  by "Andrew from SwaggerHub" <swaggerhub-team@smartbearmail.com> - 02:25 - 17 Oct 2022

• A leader’s guide to building digital trust—and growth

  Harmony Internal - McKinsey

  A trusted relationship ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD   Edited by Rama Ramaswami   Senior Editor, New York World events today may not give much cause for optimism, but businesses can take comfort in at least one thing: research shows that they are the most trusted institution. People also view societal leadership as a core business function. All the more reason, then, for organizations to invest in building digital trust—the confidence of customers, employees, and stakeholders that their online interactions are secure, their data is protected and used ethically, and the digital products and services they use are trustworthy. “The stakes for companies could not be higher,” say McKinsey’s Kayvaun Rowshankish and others in this article on data management traps to avoid. “Organizations that fail to walk the walk on data ethics risk losing their customers’ trust and destroying value.” AN IDEA Boosting digital trust can lead to business growth Often shadowed by tracking technologies, consumers are highly wary of how brands use their personal information; many will buy only from companies that have a reputation for protecting consumer data. Organizations that lead in digital trust—defined as those companies with employees who follow codified data, AI, and general ethics policies and that engage in cybersecurity best practices—are more likely than others to see annual growth rates of at least 10 percent on their top and bottom lines, according to research by McKinsey’s Alex Singla, Kate Smaje, and colleagues. But while nearly 90 percent of companies believe that they are somewhat effective at mitigating digital risks, 57 percent have suffered at least one data breach in the past three years. This is where digital-trust leaders come out ahead: 41 percent have experienced an adverse event in the past three years, compared with 53 percent of all other institutions. “Achieving digital trust is a major strategic imperative and a huge business differentiator,” says McKinsey’s Jim Boehm. A BIG NUMBER $101.5 billion That’s the amount that organizations are projected to spend on cybersecurity service providers by 2025, according to McKinsey research. “Even today’s most sophisticated cyber controls, no matter how effective, will soon be obsolete,” note McKinsey experts in this article on the latest cybersecurity trends and their implications for organizations. As cyberattacks grow more widespread, sophisticated, and frequent, companies are racing to keep up: market indicators show the costs of cybercrime increasing 15 percent annually, reaching $10.5 trillion in 2025. A QUOTE “There is no cure-all for the broad spectrum of AI risks.” That’s McKinsey senior partner Kevin Buehler and other experts on managing the unwanted consequences of AI, such as privacy violations, discrimination, accidents, and even manipulation of political systems. Leaders can keep some incidents at bay by creating a risk prioritization and mitigation framework based on legal guidance and technical best practices. One way to do this is to map specific AI risk categories against possible business contexts. For example, privacy breaches usually occur in the context of data capture, collection, extraction, or engineering; therefore, any mitigation efforts should be directed to these areas. Alongside this framework, organizations should consider reviewing past failures in risk mitigation, since AI draws its predictive power from past events. A SPOTLIGHT INTERVIEW “A cyberattack tends to elevate and exacerbate tensions that already exist within an organization,” says McKinsey’s Wolf Richter in this podcast on how boards of directors can help shore up their organizations’ digital trust. “The board’s responsibility is to make sure that the executive team has a plan, is prepared, and is preparing the whole organization for the eventuality of an attack.” That means targeting particular vulnerabilities—such as field-service agents and customer service representatives—and balancing cybersecurity investments with investments in other parts of the business. “If I was a board member, I would ask which assets or parts of the organization the cybersecurity team and the leadership team focus their attention on,” Richter says. “The more specific they are in targeting initiatives toward specific systems, infrastructures, processes, and people, the better I would feel as a director.” GONE FISHING Phishing, pharming, sandboxing, island hopping—far from being things you’d do on vacation, these are just a few of the kinds of cyberattacks unleashed on organizations with alarming frequency. Incidents of cybercriminals holding data for ransom surged 105 percent worldwide in 2021, with governments and the healthcare industry bearing the brunt of the attacks. The large-scale adoption of work-from-home technologies following the pandemic makes it harder for companies to maintain security, but leadership teams should consider bolstering four key areas of vulnerability, including conducting a quantitative risk analysis and enhancing response and recovery capabilities. Lead with digital trust. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:28 - 17 Oct 2022

• Do you know how AI systems work? Here’s why explainable AI is essential.

  On Point

  Five benefits of explainable AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Exploring explainable AI In the news • Bikinis and business suits. Images in data sets used to train AI systems reflect human bias, researchers have found. When provided a picture of a woman’s face and asked to fill in the rest of the image, one computer vision model auto-completed more than half of the images with bikinis or revealing attire. Forty-two percent of men’s faces, however, were auto-completed with business attire such as suits. But even though computer vision models are involved in making critical decisions (for example, in evaluating job candidates), there’s no standardized process for transparency that gives people insight into how AI is used. [Brookings] • Four features of AI. To be successful, AI systems must gain the trust of consumers, employees, and other stakeholders. But AI models have four features that may make it difficult for people to trust them, MIT researchers find. One is that it’s difficult to understand if an AI model is accurate and ethical, because it depends on complicated mathematical and statistical calculations. By establishing practices for tracing decisions, such as using charts and other visuals, developers can make clearer how the models actually work. [MIT] Organizations that establish digital trust among consumers are more likely to see their annual revenue and EBIT grow at rates of 10% or more. On McKinsey.com • Explainability is essential. Companies increasingly depend on AI to make decisions, and consumers need to know that these decisions are fair, accurate, and trustworthy. Firms that show how their AI-driven recommendations are derived (that is, “explainability”) win over regulators and the public, while adding to the company’s bottom line, say McKinsey senior partner Alex Singla, Andreas Kremer, and colleagues. Companies that attribute at least 20% of EBIT to their use of AI are more likely to follow best practices that enable explainability. • Opening the black box. Mastering explainability in AI is more important than ever, but it’s also getting harder. Too often, advanced machine learning models remain a black box. The more sophisticated an AI system is, the tougher it is to understand. AI systems constantly learn from the data that they ingest, sometimes delivering outputs within fractions of a second. To demystify AI models, firms need to establish a governance framework and invest in the right tools and talent. See five ways that explainable AI can benefit organizations. See the value of explainable AI Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:08 - 17 Oct 2022

• The Creativity Conference begins Thursday 12.30pm (AEDT), 9.30am (SGT)

  Adobe

  Virtual attendance is free and there's still time to register.

  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ Adobe MAX The Creativity Conference A free virtual event Oct 20 Don't miss a MAX minute. Join us at MAX and spark your inspiration, learn how to bring your best ideas to life, and connect with other passionate creatives. It all starts Thursday at 12.30pm AEDT, 9.30am SGT and there's still time to register. It's going to be amazing. Register for free Diamond Sponsors Platinum Sponsors Connect with top creative professionals as a MAX sponsor. See how.   *Offer valid through the close of Adobe MAX 2022 registration. VOID WHERE PROHIBITED OR RESTRICTED BY LAW. Valid only for Adobe Creative Cloud members 18 or older with purchase of one (1) full (three-day) Conference Pass to the Adobe MAX event occurring October 18–20, 2022. Limit one (1) discount per person; not available retroactively. To redeem the US$500 savings with purchase of one (1) full Conference Pass for MAX 2022 (reg. street price US$1,895), register at max.adobe.com (or register on-site at the event) and provide promotion code M22CC when prompted. Discount will be applied during checkout. Offer not valid with non-full (three-day) MAX passes or for group, bundle, or volume purchases. Offer is subject to availability and may not be exchanged, sold, or transferred; combined with any other discount or offer; or redeemed for cash or other goods and services. Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 11:09 - 16 Oct 2022

• The week in charts

  The Week in Charts

  E-scooter investments, burnout in Asia, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored investments in e-kickscooters, burnout in Asia, opportunities for remote work, inclusion of LGBTQ+ employees, and the talent gap in aerospace and defense. FEATURED CHART Investors get a kick out of e-scooters See more This week’s other select charts Higher stress levels  Not everyone gets to work remotely  LGBTQ+ employees feel left out  Engineering a diverse talent pool Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:04 - 15 Oct 2022

• Building resilience in Europe, gender parity in Mexico, electric-vehicle charging solutions, and more: The Daily Read weekender

  Harmony Internal - McKinsey

  Unwind with these reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York The weekend is finally here. Take a moment and get caught up on the week’s big reads on building resilience in Europe, gender parity in Mexico, product inclusion and equity in tech, and more. Hemant Ahlawat, Homayoun Hatami, Maria del Mar Martinez, Thomas Poppensieker, and their coauthors outline a resilience framework to help European leaders understand gaps and identify growth opportunities amid disruption. Get the bigger picture How can gender parity be achieved in Mexico’s workplaces? Eduardo Bolio and his coauthors explore what companies can do to make progress. Close the gap McKinsey partners Martin Harrysson and Claudy Jules talk to Annie Jean-Baptiste, head of product inclusion and equity at Google about what it takes to make equity and inclusion a core part of the product process. Embrace inclusive innovation Our weekly briefing note on sustainable and inclusive growth explores electric-vehicle charging solutions, the global payments landscape, conscious eating, and more. Get the latest update Quote of the day “Alternative proteins are the next battlefield. What people often don’t know is that the food system makes up about 34 percent of the total greenhouse-gas emissions globally, and most of it comes from meat and dairy.” —McKinsey senior partner Daniel Läubli on what's next for grocery retail in a recent episode of the McKinsey on Consumer and Retail podcast Chart of the day See today’s chart ready to unwind? Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz   We’re helping build an economy that works for all. 7 in 10 people live in societies with growing inequality. That’s why McKinsey is taking action to create a more inclusive economy through our work with clients, and in local communities. See how we’re helping   1-Across: With 52-Down, author of the cookbook whose title is in the shaded squares Know the answer? Test yourself with the latest McKinsey Crossword, “Now You’re Cooking!” | No. 97. Get cooking  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:24 - 14 Oct 2022

• Amid volatility, stick to long-term thinking

  The Shortlist

  Value creation for markets and managers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | OCTOBER 14, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, we’re focusing on long-term value in an era of turbulence. Plus, the state of fintech in Africa, and a look at how a more efficient food system can build global resilience. October is the cruelest month for stock markets, or so many believe (think 1929 and 1987). With worries swirling about the global economic picture, it’s a good time to remind even the most sophisticated business readers what a solid bet the capital markets are over the long term. Stock markets can be volatile, and some years they decline. This is no surprise. But the ups far outnumber the downs—and recent returns are in line with two centuries of performance. A longer horizon. In “Looking back: What does the long term really mean?,” partner Tim Koller writes: “When McKinsey on Finance was first released in 2001, the market capitalization of the companies that made up the S&P 500 Index was about $10 trillion. As of mid-June 2022, the S&P 500 Index market capitalization was about $35 trillion.” Koller goes on to note that “from 1996 to mid-June 2022, S&P 500 Index returns declined annually only five times (six if we assume that full-year 2022 will also result in an annual decline).” The long-term mentality. With a stretched time horizon, companies generate more shareholder value, create more jobs, and contribute more to economic growth than do peer companies that focus on the short term. Data also show that companies can achieve better long-term performance when they address the interests of employees, customers, and other stakeholders. Even so, a 2020 survey of 500 global executives conducted by FCLTGlobal and McKinsey shows that many continue to feel pressure from shareholders and directors to meet near-term earnings targets at the expense of long-term strategies. Managers and boards can take five steps to reorient their organizations toward long-term value creation rather than just short-term performance. Creating value. Although it is far from perfect, shareholder-oriented capitalism is still the best path to broad economic prosperity, as long as companies focus on the long term. The guiding principle of business value creation is a refreshingly simple construct: companies that grow and earn a return on capital that exceeds their cost of capital create value. When managers, boards of directors, and investors forget this guiding principle, the consequences are disastrous, as we saw with the financial crisis of 2007–08 and the Great Recession that followed. Creating shareholder value is not the same as maximizing short-term profits—and companies that confuse the two often put both shareholder value and stakeholder interests at risk. What’s needed at a time of volatility is a clear definition of value creation that can guide markets and managers alike. Off the charts Expectations for company performance, by industry In the latest McKinsey Global Survey on economic conditions, respondents’ expectations for their companies’ performance are more somber than they have been since early in the COVID-19 pandemic. This pessimism comes as companies feel the impact of cost increases. While expectations for profits have become less positive in most industries since December 2021, respondents working in the energy and materials sector have a rosier view of their profits over the next six months than they did last quarter. Check out our chart of the day here. PODCAST Empowering economic growth in the US Latino community In this Future of America podcast, Domenika Lynch, head of the Aspen Institute’s Latinos and Society Program, joins McKinsey partner Bernardo Sichel and senior partner Kweilin Ellingrud to explore the economic experiences of Latinos in the United States and the prospects for their full participation in the US economy. As workers, entrepreneurs, and consumers, Latinos are “too large of a community to fail,” Lynch says, but they continue to experience a wage gap and barriers to full economic participation that must be addressed. More on McKinsey.com Fintech in Africa: The end of the beginning | In the face of political and economic challenges and a global pandemic, Africa’s fintech industry is booming. Here’s what comes next. Still feeling good: The US wellness market continues to boom | New survey results show continued growth of consumer interest in health and wellness, with persistent gaps in certain areas presenting exciting opportunities for companies to serve unmet consumer needs. Leading operating model modernization: What do transformation leaders say? | Executives from across Europe and Asia–Pacific discuss their organizations’ emerging agile-working practices and factors they view as crucial for success. INTERVIEW WHAT WE’RE THINKING Nicolas Denis Nicolas Denis is a partner in McKinsey’s Brussels office. He advises government institutions on sustainable economic development and serves leading companies in agribusiness, fisheries, forestry, and biotech. A combination of factors is disrupting the global food supply. We have more people to feed in a system that is global, but where there is more geopolitical constraint. And at the same time, there is an increased risk of simultaneous breadbasket failure because of climate change. There are six breadbaskets in the world. Combined, Ukraine and Russia are a big one. The region produces 28 percent of the world’s exported wheat and 15 percent of its corn. The current war in Ukraine has two implications in this area: besides being a region where a lot of commodities are produced, it’s also where some of the world’s fertilizer is produced. That has contributed to the price of fertilizers going up, which affects farmers’ ability to pay for those fertilizers, which can potentially have an impact on crop yield. This is happening at a time when grain stocks are relatively low in many countries. That’s because since 2020, we saw a spike in the price of agricultural commodities, and countries tend to deplete their stocks more aggressively when the price of commodities is high. The combination of relatively low stocks with a disruption in one of the breadbaskets has a further impact on price. The bottom line is that there are currently more shocks to the food system than usual. To deal with these problems in the shorter term, we must ask: How do we rebuild strategic stocks for different commodities? How can we protect populations most vulnerable to food insecurity and make food affordable for them? In the medium to long term, private- and public-sector stakeholders can think about how to build more resilience into the food supply chain. One way may be through diversification of the sources of supply—being less dependent on just a few countries. Another could be by trying to eliminate losses and waste, including by using effective seeds and irrigation efficiently. Roughly 30 percent of all food globally is wasted across the value chain. And then there’s getting both the right level of protein consumption in diets and thinking about the protein mix. There is a factor of ten or more between the least and most efficient ways of producing protein. Focusing on the most efficient proteins can relieve some pressure on the food system. It’s like energy: the more efficiency you create, the more resilience you have in your energy system. Share this What We’re Thinking BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:50 - 14 Oct 2022

• Ever heard of the Stanley Steamer? Here’s what it teaches about the car of the future.

  On Point

  Key challenges in the shift to electric ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Alexandra Mondalek   Associate Editor, New York The road ahead for EVs In the news • Anyone have a charger? There’s more to know about purchasing an electric vehicle (EV) than whether you can afford the car itself. While consumers won’t be spending money at the gas pump, those with longer commutes may want to pay for installing a charger at home, which could add up to about $1,500 to $3,000. Consumers will also need to buy the charger itself, with one popular choice priced at about $700. Overnight charging sessions may also increase household energy bills. But even with the upfront costs, consumers should quickly see savings from gas and maintenance. [WaPo] • Get in (the assembly) line. US consumers’ appetite for electric vehicles is growing, with one in four drivers saying they want an EV. Still, only 4% of cars produced in American factories are electric (that’s 323,000 EVs out of 7.4 million vehicles). Carmakers say they need the revenue generated from selling gas-powered cars to fund the shift to EVs. They’re racing to obtain supplies for batteries and to add EV production lines. But the longer it takes companies to manufacture battery-powered cars, the more likely they are to lose revenue to existing EV producers. [Bloomberg] In the early 20th century, steam powertrains failed and ICE succeeded because an entire infrastructure developed for ICE automobiles. On McKinsey.com • Ford versus Francis and Freelan. Twin brothers Francis and Freelan Stanley created their steam-powered automobile in 1897, eventually calling it the Stanley Steamer. It became the best-selling car in the US, even with electric and internal-combustion-engine (ICE) cars available. How, then, did Henry Ford’s Model T—which relied on internal combustion—overtake the Stanley Steamer in sales just a few years later? For McKinsey partners Russell Hensley, Moritz Rittstieg, and Shivika Sahdev, the key was that Ford did his thinking “relentlessly in systems.” His assembly line helped enable the company to produce more vehicles that often exceeded consumer expectations on speed, power, and price. • Lessons for the shift to electric. As automakers begin to shift production toward electric vehicles to meet consumer demand, there are lessons to glean from the past. As Ford recognized, making a great car means not just operating a great factory but also considering both physical and human capital. Decades ago, ICE-powered vehicles gave rise to an ICE-vehicle ecosystem, with gas stations, ICE-powered buses, a network of paved roads, parking lots, and garages all springing into existence. Leaders know that as demand grows for EVs, they must advance investment in supporting infrastructure. Imagine the future car ecosystem Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:47 - 14 Oct 2022

• Raising the resilience of your organization

  Harmony Internal - McKinsey

  Adapt now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Emily Adeyanju   Digital Editor, Charlotte Did you know that companies with organizational resilience are less likely to buckle during economic downturns? That’s because adaptable leaders learn from their mistakes and view disruptions as opportunities to make lasting, substantive, and positive changes. Organizations seeking to be more resilient should focus on four strategic capabilities—building an agile organization, developing self-sufficient teams, finding and promoting adaptable leaders, and investing in talent and culture. To find out more about how you can navigate an uncertain future, check out these insights from McKinsey’s Dana Maor, Michael Park, and Brooke Weddle. Raising the resilience of your organization Repeatedly rebounding from disruption is tough, but some companies have a recipe for success: a systems mindset emphasizing agility, psychological safety, adaptable leadership, and cohesive culture. Adapt now   Quote of the day “I expect that charging will happen where it’s most convenient for the consumer and businesses. And that drive for convenience will drive the future of e-mobility.” —Andreas Lips, president and CEO of Shell Recharge Solutions in North America and Asia–Pacific, on the changes in electric charging in “Scaling electric-vehicle infrastructure to meet demand” Chart of the day See today’s chart   ALSO NEW We’re helping build an economy that works for all. 7 in 10 people live in societies with growing inequality. That’s why McKinsey is taking action to create a more inclusive economy through our work with clients, and in local communities. See how we’re helping  Developing a customer-centric approach to rare conditions In this interview, Roche Pharmaceuticals’ rare-conditions leaders discuss their organization’s approach to rare diseases and their industry’s efforts to make a difference. A different approach   The multi-billion-dollar paper jam: Unlocking trade by digitalizing documentation Trade documentation is a paper-intensive and resource-consuming process. An electronic bill of lading could save $6.5 billion in direct costs and enable $40 billion in global trade. Learn more   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:56 - 13 Oct 2022

• A defining moment: How Europe’s CEOs can build resilience to grow in today’s economic maelstrom

  Harmony Internal - McKinsey

  Get the bigger picture ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly A defining moment: How Europe’s CEOs can build resilience to grow in today’s economic maelstrom Can leaders lift their companies to the next frontier of resilience—not only to survive but also to thrive? Get the bigger picture Related Reading Lifting Europe’s Ambition   Securing Europe’s competitiveness: Addressing its technology gap  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:56 - 13 Oct 2022

• What does the enterprise metaverse hold for you?

  Schneider Electric

  Register now for this Innovation Talk!   ดูออนไลน์     Step into a new digital universe   Innovation Summit World Tour 2022 continues on October 20 with our next Innovation Talk, and you're invited! Join "Building the Enterprise Metaverse," a forward-looking Innovation Talk live stream, to connect with industry leaders and experts and learn how you can prepare your business for the future. Take this opportunity to explore a world where everything, from devices to buildings and processes, is seamlessly integrated with software. Where humans and machines work together, making use of insights based on data from a multitude of sources and virtually tested on digital twins. You will also have a chance to talk to our experts in the live chat.   Register now   Learn more       When?   Thursday, October 20 at 2:00 PM CEST     Where?   Live stream on LinkedIn       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5500     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:03 - 13 Oct 2022

• US consumers spend billions on wellness. What products do they say they still need?

  On Point

  Six new trends in wellness ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta The thriving US wellness industry In the news • Skincare by celebs. When it comes to celebrities launching their own beauty and skincare lines, there’s one group of people whose feelings aren’t too pretty about it: beauty industry insiders who’ve spent decades building their careers. In recent years, actors, actresses, and former talk-show hosts have all sought to capture a slice of the US luxury skin care market, which generated $6.3 billion in sales in 2021. But although brands founded by famous people tend to instantly capture consumers’ attention, only quality products will keep them coming back, said one beauty industry expert. [WaPo] • Learning to meditate. From reducing anxiety and depression to boosting concentration, meditation has a host of benefits. But it’s often difficult to get started and can be especially frustrating for people who struggle to pay attention. Meditation experts offer tips that may help, starting with the advice that everyone gets distracted. Rather than assuming that you’re doing something wrong each time your mind wanders, simply notice when you get sidetracked, begin again, and accept that you’re only human, says one teacher. [NYT] The wellness market is growing quickly. Overall, around 50% of US consumers now report wellness as a top priority in their day-to-day lives. On McKinsey.com • A booming industry. The surging US wellness industry shows little sign of slowing. Spending on wellness products and services tops $450 billion in the US alone and is growing at more than 5% each year, find McKinsey senior partners Martin Lösch, Warren Teichner, and colleagues. Even so, many consumers still feel that what’s available doesn’t fully meet their needs. About 37% of consumers report wanting additional products and services in sleep and mindfulness, while almost a third of consumers say the same for health, nutrition, fitness, and appearance, according to a McKinsey survey of more than 2,000 US consumers. • Open to influence. Celebrities and social media influencers increasingly affect how brands are discovered. From 2020 to 2022, the share of consumers saying that celebrities are an important way for them to learn about new wellness products or brands grew from 38% to 62%, an increase of 24 percentage points, McKinsey research shows. Over the same period, the share of consumers looking to small-scale and large-scale influencers to find new brands increased 17 and 20 percentage points, respectively. See six surprising new trends in wellness in the US. Explore wellness trends Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:19 - 13 Oct 2022

• Maintenance Reminder - White Label GPS Tracking Software

  Maintenance Reminder - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Maintenance Reminder 500,000+ units  50,000+ happy customers  65+ countries Tracker independent  Supports multiple language Download E-Book Don’t let your business slow down because of unexpected breakdowns. Reminders designed especially for you Add new reminder types that work well for your business vertical Schedule reminders based on work hours or miles driven Decide who receives these reminders. Add multiple phone numbers & emails Tell us how many days before servicing do you need to be reminded Get a demo Fleet Management Platform That Grows With You Plan & Pricing Uffizio India Software Consultant Pvt Ltd, A27, 29, 2nd floor, Pramukh Sanidhya, Dharampur Road Abrama, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.in> - 10:30 - 12 Oct 2022

• How digital twins create value in the enterprise metaverse

  Harmony Internal - McKinsey

  Take the journey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Stephanie d'Arc Taylor   Digital Editor, Southern California Put away your crystal ball. For enterprise organizations, the metaverse has the potential to help predict what's next with tremendous precision through mass simulations and artificial intelligence technologies. The engines that will power these predictions are digital twins—exact replicas of physical assets, processes, and even people within organizations to reinvent experiences and decision making in a digital context. A new interactive from Tomas Lajous, Kayvaun Rowshankish, Rodney Zemmel, and their coauthors breaks down how digital twins can drive efficiency and optimize outcomes—and what we can look forward to in the future. Check it out and get connected. 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   Quote of the day “We are quick to tell ourselves stories. And in those stories, we often cast ourselves as the hero and the other person as the villain because it’s an easy shortcut. It’s an easy trope, but it’s often not the full story.” —Amy Gallo of Harvard Business Review and the Women at Work podcast on processing conflict at work in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW Sustainability in global transaction banking: A market imperative Sustainable financial products can propel revenue growth for banks and contribute substantially to businesses’ progress in meeting global climate goals. But success requires a strategic approach. Learn more   Keeping pace with change: Insights from the core of consumer companies Insights from nearly 1,500 managers at North American consumer companies pinpoint areas that could improve performance and make operations more nimble. Read the latest insights   Scaling electric-vehicle infrastructure to meet demand An interview with Shell Recharge Solutions’ Andreas Lips. Meeting demand   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:08 - 12 Oct 2022

• Americans feel more pessimistic about opportunity

  Re:think

  Survey reveals sentiment ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON ECONOMIC SENTIMENT How do Americans view their economic opportunities?  Kweilin Ellingrud The American Opportunity Survey explores how Americans are feeling about their economic opportunities today, how optimistic or pessimistic they are about the future, and how that differs by gender, race, income, educational level, and geography. This was our third such survey, and we’re conducting it now for the fourth time, so we have valuable longitudinal data. In this survey taken between mid-March and mid-April 2022, Americans were feeling the most pessimistic since we started conducting the survey. Wages are growing, but inflation is outpacing them, so people are feeling the pinch of affordability, particularly in food and gas prices. Americans are not sensing that economic opportunities will get better in the future. Women are feeling more pessimistic than men, and a lot of them cut back on spending, including on essentials such as groceries and transportation. In the younger age group, between the ages of 18 and 24, 48 percent said that they couldn’t afford healthcare. That was up by four percentage points from the previous year. Exactly half of all respondents said they couldn’t cover more than two months of expenses if they were to lose their jobs. So, for a lot of people, there’s not a lot of economic wiggle room, period. In the US job market, there are more job postings than people looking for work, but there are a few things that are causing a labor market mismatch. One is that many of the job postings are for roles with much higher skill and education levels than what the people looking for jobs possess. There is also a geographic mismatch—and only a third of respondents said they would move for a job. The third is a lack of flexibility. Remote work is not an option for everybody. That being said, we also learned that many workers can and do work flexibly or remotely. A full 58 percent of respondents told us that they have the option of working flexibly at least part of the time. It differs by gender, junior workers versus more senior workers, and the type of job. This movement to flexible work allows some companies to lift geographic barriers. It allows them to recruit from a larger talent pool. More companies than before are able to look across the entire country for talent to find the right leader for the right role.  In this survey, we also asked about independent work—gig, freelance, and side-hustle work. A remarkable 36 percent of employed respondents told us they identify as independent workers. That’s a notable increase since we last estimated the US independent workforce in 2016 at 27 percent of the employed population. Pretty consistently over our surveys, these have been jobs for both younger and older workers and are also more likely to be positions for new immigrants. Independent work is often a stepping-stone job to more full-time employee status. Interestingly, about a third of gig workers over age 55 didn’t expect to stop working. They seem to think of this as “I’m going to keep doing this for a very long time,” likely as a way to supplement retirement income. “People were pretty much across-the-board more pessimistic than last year. Only 15 percent of Americans thought that they had more economic opportunities than last year.” Throughout this research, I was most struck by the fact that people were pretty much across-the-board more pessimistic than last year. Only 15 percent of Americans thought that they had more economic opportunities than they did last year. Women on average were more pessimistic than men: one in four men thought that they would have better opportunities, compared with only 16 percent of women. Immigrants are a bit more optimistic, possibly because a greater sense of optimism about economic opportunities in the United States may be one of the drivers for immigrating in the first place. The research revealed some interesting generational divides, especially about Gen Z, or people ages 18 to 24. This was the least likely age group to expect ever to retire—almost a quarter of them never expect to do so. Gen Zers also had much higher rates of being diagnosed with or treated for mental-health conditions than any other age group. Gen Z really stood out in these two ways: expecting to work for a very, very long time, and higher rates of mental-health issues. Is the American dream alive and well? I think most people would say no. I think it’s largely because of inflation, mental-health challenges, and other issues in accessing jobs and economic opportunity. We’re seeing some real threats to the American dream, but they’re not insurmountable.   Organizations can take action in a few ways. One is to think hard about the flexibility that employers can offer in a broader set of jobs. That can make a big difference to the talent companies are trying to attract. Companies and leaders can also think about geographic mismatches and explore ways to access rural talent, for example. Finally, they can think more about the mental-health challenges that their employees are increasingly experiencing and consider the support that is needed. A toxic workplace, for example, can lead to employee burnout. Forty-one percent of workers reported that they feel like they have a hostile work environment and that such an environment is hampering their ability to perform their jobs. That’s an extremely high number of people who feel their work environment is hostile. ABOUT THE AUTHOR Kweilin Ellingrud is a director of the McKinsey Global Institute. She has led McKinsey’s life insurance work in North America and is a member of the North American Operations leadership team. She has broad experience redesigning operating models to increase operational efficiency and effectiveness through process redesign, digital, and analytics. MORE FROM THIS AUTHOR Empowering economic growth in the Latino community Domenika Lynch, head of the Aspen Institute’s Latinos and Society Program, and McKinsey’s Bernardo Sichel discuss the economic state of Latinos in America and ways to remove barriers to participation. More → Asian American workers: Diverse outcomes and hidden challenges Asian Americans often face invisible challenges at work. Organizations can maximize more of this group’s potential by acknowledging its diversity. More → UP NEXT Federico Marafante on the new real estate reality The COVID-19 pandemic had a lasting impact on how the world works, shops, and interacts. Here’s how real estate is changing for employers, workers, consumers—and landlords.  Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:29 - 12 Oct 2022

• Automate, consolidate, celebrate - the Remote API is here!

  Automate, consolidate, celebrate - the Remote API is here!

  Hi MD, We want you to be among the first to hear the news that the Remote API is now available to our customers 🎉. Our robust API empowers you to consolidate and share global employee data across platforms and create more seamless processes for your team. The possibilities are boundless – here are just a few examples of what can be achieved: Sync employee details to your preferred HRIS Have a single view of your entire team’s data, regardless of location, so you can generate insightful reports. Consolidate your compensation data and reporting Feed the latest employee compensation data from Remote into your company reports for enhanced insights. Automate employee onboarding Save time and avoid onboarding delays by adding new hires to the Remote platform with a single click. Get all the details now Learn how to get more from your HR tech stack in our upcoming webinar!   Save your seat now FEEL CLOSER, GROW FURTHER REQUEST A DEMO You received this email because you are subscribed to Exclusive Customer Product News from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 09:04 - 12 Oct 2022

• MAX happens only once a year - don't miss out

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  Be inspired and uplevel our skills. Register to attend online Oct 20 for free.

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 11:11 - 11 Oct 2022