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• The best response to an unfamiliar crisis may be counterintuitive. Here’s why

  On Point

  How dual awareness helps leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Deliberate calm in a crisis In the news • An essential skill. Technical skills are important, but emotional intelligence is essential for leaders. If managers are unable to foster collaboration, communication, and a supportive environment, technical prowess cannot make up for it. Indeed, a lack of emotional intelligence harms employee satisfaction, engagement, and a company’s bottom line. But leaders can develop greater emotional intelligence by, for example, relating to others on a personal level and being willing to express their own emotions. [Fast Company] • Moving past fear. Executives are dealing with added pressures this year. Navigating a hybrid-work world and dealing with the climate crisis isn’t easy. In addition, social and political unrest is increasing. Many leaders are feeling fearful of the future, which may cause counterproductive behaviors like procrastination, notes one CEO coach. Figuring out one small step to take next can help leaders who tend to put off making decisions because of anxiety over making a situation worse. [HBR] “Leaders trained in deliberate calm showed three times better adaptive behaviors and outcomes and an improvement of seven and a half times in well-being versus the control group.” On McKinsey.com • Pause, don’t pounce. When faced with an unfamiliar crisis, the best response might be counterintuitive, reveal McKinsey senior knowledge expert Jacqueline Brassey and senior partner Aaron De Smet, coauthors of Deliberate Calm: How to Learn and Lead in a Volatile World. “If you’re in a truly uncertain environment, the thing you would normally do might not be the right thing,” De Smet says. “Deliberate calm is a set of skills that helps leaders make the best decisions, even when it’s tough,” Brassey explains. • Dual awareness. Practicing dual awareness can help leaders break their habit of falling back on what they know when encountering a stressful situation. When people understand the connection between self-awareness and situational awareness, they pay attention to what’s going on internally while also focusing on the crisis at hand. “Navigating conditions of great volatility and great uncertainty almost always requires a higher degree of dual awareness,” De Smet notes. Learn how practicing deliberate calm benefits leaders. Maintain calm in a crisis — Hanna Carney, editor, New York 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> - 11:43 - 11 Dec 2022

• Enjoy unlimited access to McKinsey Explainers

  Harmony Internal - McKinsey

  You have questions. We have answers. ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices New from McKinsey & Company Explore the complete McKinsey Explainers series Previously exclusive to the Insights app, our full McKinsey Explainers series is now available to you on McKinsey.com as well. In the months since launch, the series has become one of our most popular, breaking down complex business concepts and offering straightforward answers to challenging questions—all backed by trusted McKinsey research and analysis. Sample our most-read Explainers below and visit our site or app to browse through them all. Plus watch for new Explainers weekly.   See the full series What is CX? What is the metaverse? What is innovation? What is inflation? What is cloud computing? What is leadership? What is supply chain? What is Industry 4.0? What is omnichannel marketing?  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of mckinsey.com. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 03:13 - 11 Dec 2022

• Is globalization over?

  Harmony Internal - McKinsey

  Change is the only constant ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices New from McKinsey & Company Is globalization over? You don’t need us to tell you: it’s been a tumultuous few years. Between the pandemic, the first land war in Europe in generations, and higher-than-ever tensions between the US and China—any one of these events would have shaken the foundations of the globalized world economy. Together, they’ve introduced cracks that have led some to believe the era of prosperous globalization is coming to end. Not so fast, says new research from the McKinsey Global Institute. The bonds forged in the 20th century between regions, industries, companies, and countries are not so easily broken. The challenge now is to fully reckon with the risks of dependency—and to help actors in each sector understand their responsibilities. Check out the new discussion paper by MGI partner Jeongmin Seong, MGI senior partner Olivia White, and their coauthors for a nuanced understanding of how global value chains will be shaped by new forces in the coming decade. For more on the state of globalization today, check out these insights. Read more Global flows: The ties that bind in an interconnected world Economic and political turbulence have prompted speculation that the world is already deglobalizing. But the evidence suggests that global integration is here to stay, albeit with nuance. Boost resilience  Risk, resilience, and rebalancing in global value chains Companies need an understanding of their exposure, vulnerabilities, and potential losses to inform resilience strategies. Read the report  On the cusp of a new era? Current economic and political turbulence could presage the start of a new era that is structurally very different with a new narrative of progress. Download the full discussion paper  Could climate become the weak link in your supply chain? Greater frequency and severity of climate hazards can create more disruptions in global supply chains—interrupting production, raising costs and prices, and hurting corporate revenues. Explore the case study  The new dynamics of financial globalization Cross-border capital flows have fallen 65 percent since the financial crisis as global banks retrenched, but a more stable form of financial globalization is emerging. Download the full report  Digital globalization: The new era of global flows Soaring flows of data and information now generate more economic value than the global goods trade. Catch up  Globalization in transition: The future of trade and value chains Global value chains are being reshaped by rising demand and new industry capabilities in the developing world as well as a wave of new technologies. 3 factors  MORE FROM MCKINSEY Bob Sternfels on global flows and value chains: “No region, no country is an island today.” At the Bloomberg New Economy Forum in Singapore, our global managing partner made the case for an interconnected business world that accelerates sustainable and inclusive growth. Collaboration is key  McKinsey Global Institute As McKinsey’s institute for business and economics research, we publish fact-based insights that help inform management and policy decisions. Learn more  To see more essential reading on topics that matter, visit McKinsey Themes. – Stephanie d’Arc Taylor, editor, Southern California Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 06:20 - 10 Dec 2022

• The week in charts

  The Week in Charts

  Digital trust, climate technology, 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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested 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 how digital-trust leaders are outperforming peers, climate technology, crises in Europe, revenues in the global payments industry, and nuclear fusion as a clean energy solution. FEATURED CHART Digital trust is earned See more This week’s other select charts Cleantech creation  Different disruptions, different playbooks  Money side up  Investment in fusion is heating up 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> - 03:33 - 10 Dec 2022

• How to be well in the new year—and beyond

  Harmony Internal - McKinsey

  Look closer ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices New from McKinsey & Company How to be well in the new year—and beyond It’s that time again: The end of the year, for many, is a period of reflection and preparation for what’s ahead. The challenges faced in 2022 could pave the way for more uncertainties in the coming year, but if you take a step back to look at the bigger picture—and zoom in on the many pixels that paint that picture, the future may be brighter than you realize. A new report from McKinsey Global Institute's Chris Bradley, Marc Canal, Sven Smit, and Jonathan Woetzel reveals that much of the world has actually improved over the past two decades when using a microregional lens to look at human health and economic prosperity. Check out the comprehensive report for a dramatically different view of human development around the world, uncovering the true depth and breadth of progress, and explore more insights on improving healthy aging, practicing deliberate calm, prioritizing well-being, and more. Read more Pixels of Progress: A granular look at human development around the world Our world is big and complex, but human progress is still about life on the ground, up close and in detail. Explore now  Living longer in better health: Six shifts needed for healthy aging As many individuals live well past retirement age, stakeholders are examining how interventions, data, and innovation can transform aging. Embrace it  Adding years to life and life to years At least six years of higher quality life for everyone is within reach. Aim high  When things get rocky, practice deliberate calm When faced with an unfamiliar crisis, most leaders spring into action. But wait—here’s why it’s better for those in charge to pause instead of pounce. Get necessary awareness  Present company included: Prioritizing mental health and well-being for all A McKinsey Health Institute survey across 15 countries highlights how employers can make mental health a reality, especially for young workers. Make it a priority  US workplace benefits: Connecting health, wealth, and wellness Who will crack the code and create an integrated experience in the employer-sponsored benefits ecosystem? Crack the code  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Katherine Tam, editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:11 - 10 Dec 2022

• Seis prioridades para los CEOs en tiempos turbulentos

  McKinsey&Company

  Además, cómo cuadrar la resiliencia con promesas de cero emisiones netas ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ .

  Comparte este email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Destacados mensuales, Diciembre de 2022 Gestionar organizaciones complejas es mucho más difícil hoy que hace unos años, escriben Homayoun Hatami, líder global de prácticas de capacidades, y Liz Hilton Segel, líder global de prácticas industriales. ¿Cómo pueden los CEOs decidir lo que se debe hacer ahora y lo que puede esperar? Nuestros artículos destacados de este mes describen seis prioridades que ocupan un lugar prominente en las agendas de los CEOs de todo el mundo, así como cinco acciones principales para ayudar a los CEOs a cumplir un doble imperativo (resiliencia y cero neto) en el corazón de una nueva estrategia de sostenibilidad. Otros temas relevantes en la edición de este mes son: Un marco para ayudar a las empresas a priorizar sus acciones y colaboraciones que pueden contribuir a un crecimiento sostenible e inclusivo Una visión de los flujos que impulsan la integración global y una evaluación de los riesgos de interdependencia y concentración Por qué las empresas deberán empezar a crear muchos más negocios que hasta ahora para cumplir con sus expectativas de ingresos en los próximos años Cómo un enfoque basado en las habilidades puede ayudar a los empleadores estadounidenses a expandir las reservas de talento y retener a los mejores trabajadores La selección de nuestros editores ¿Qué es lo más importante? Seis prioridades para los CEOs en tiempos turbulentos Con los problemas económicos en aumento, es hora de apretarse el cinturón y ponerse el casco. Pero no olvidemos la mochila propulsora para acelerar hacia la siguiente fase de crecimiento. Ármese de valor   Una dualidad endiablada: Cómo los CEOs pueden conciliar la resiliencia con promesas de cero emisiones netas Las turbulencias en el camino hacia el cero neto no alterarán el destino ni la urgencia de llegar allí, y los líderes deberán ser mucho más ágiles para equilibrar la resiliencia con un futuro energético que sea seguro, asequible y limpio. Cinco acciones pueden ayudar. 5 acciones fundamentales LOS DESTACADOS DE ESTE MES Hacia un futuro sostenible, inclusivo y en crecimiento: El papel de las empresas Para hacer que el mundo sea tan sostenible e inclusivo como esperamos, será necesario un cierto tipo de crecimiento económico, y las empresas desempeñarán un papel vital en generarlo. Priorice lo que está por venir Flujos globales: Los lazos que unen en un mundo interconectado Las turbulencias económicas y políticas han provocado especulaciones de que el mundo se está desglobalizando. Pero la evidencia sugiere que la integración global está aquí para quedarse, aunque con matices. Impulse la resiliencia La creación de nuevos negocios en 2022: Impulsar el crecimiento en tiempos volátiles Una nueva encuesta global concluye que la creación de nuevos negocios puede impulsar el crecimiento y el valor. Sin embargo, para cumplir con las expectativas de ingresos en el futuro, las empresas deben aumentar drásticamente sus esfuerzos. Detone el crecimiento Adoptar un enfoque basado en las habilidades para desarrollar la fuerza laboral del futuro Nuestro trabajo con Rework America Alliance destaca cómo un enfoque basado en las habilidades puede ayudar a los empleadores estadounidenses a expandir las reservas de talento y a retener a excelentes trabajadores, incluso en medio de la incertidumbre económica. Rompa el molde Informe Global de Seguros 2023: Reimaginar los seguros de vida La industria global de seguros de vida se enfrenta a un punto de inflexión. Una reimaginación fundamental dará lugar a un cambio significativo. Examine los datos Incluso en el metaverso, las mujeres siguen excluidas de los roles de liderazgo Cinco indicadores tempranos sobre las mujeres en el metaverso revelan la desigualdad de género, especialmente en el liderazgo que crea y establece las normas del metaverso. Infunda un liderazgo diverso INFORME DESTACADO La situación económica de los latinos en Estados Unidos: Decididos a prosperar Los latinos de Estados Unidos son un motor de la economía de ese país y representan la porción de más rápido crecimiento del PIB estadounidense. Descargue el informe completo   Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Future of B2B sales: The big reframe Why bad strategy is a ‘social contagion’ The State of Fashion 2023: Holding onto growth as global clouds gather Building a world-class Dutch start-up ecosystem Communicating headwinds and tailwinds (Extremely) out of office: Let nature boost your team’s creativity and performance ‘It’s important to bring the spirit of emergencies to the long term’ More for less: Five ways to lower cloud costs without destroying value Starting strong: Making your CEO transition a catalyst for renewal Becoming indispensable: Moving past e-commerce to NeXT commerce When things get rocky, practice deliberate calm 114 down, 10 million to go: The Global Lighthouse Network’s mission Prioritizing brain health: Scaling what works to add years to life and life to years Special features Deliberate calm Experts offer a unique approach to learning and leading with awareness and intentional choice, even amid the most challenging circumstances. Order now The Next Normal AI—if properly integrated into scientists’ research—could revolutionize drug discovery. Look ahead McKinsey guide to managing yourself Insights from leaders around the world can help improve your professional and personal life. See the posts My Rookie Moment Senior McKinsey colleagues talk about experiences related to wellness. Watch the episode Classics Progress in digitizing the risk function and its processes has proceeded slowly. But “slowly” doesn’t mean “never.” Read our classic article “Digital risk: Transforming risk management for the 2020s.” Rewind Re:think Read a sample of the Re:think newsletter, and sign up for it or any of our more than 40 free email subscriptions. Subscribe — Edited by Eleni Kostopoulos, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android Comparta estas ideas ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:26 - 10 Dec 2022

• The power of design, listening to your inner voice, ERGs, and more big insights for the weekend

  Harmony Internal - McKinsey

  Unwind with these reads this weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices As we approach the holiday season, dig into the week’s big reads this weekend on why design should be prioritized by CEOs, the importance of listening to your inner voice, climate targets, and more. Companies that embrace the business value of design generate improved performance according to McKinsey research. That is why design should be on the CEO’s agenda, write Michael Birshan, Victoria Lord, Anne Schlößer, and Benedict Sheppard. Design for resilience In a new Author Talks interview, Columbia Business School professor Hitendra Wadhwa talks to McKinsey partner Tiffany Vogel about how connecting one’s inner core with the outer world can lead to success. Learn and grow How can employee resource groups (ERGs) enable an organization’s—and its employees’—success? Natacha Catalino, Nora Gardner, Drew Goldstein, and Jackie Wong examine how ERGs can align with employees’ expectations and with the business’s DEI priorities. Foster inclusion Our weekly briefing note on sustainable and inclusive growth explores current climate trends and forecasts based on differing scenarios, growth among mid-cap consumer companies in Europe, US retail markdown efforts, and more. Get updated QUOTE OF THE DAY “What makes me most hopeful [about achieving a 1.5° pathway] is the private sector. We have more than 3,000 corporates globally that have science-based decarbonization targets and plans, and we have a huge volume of financing that is seeking some form of ESG or sustainability investment focus. Society is also becoming more aware.” —Helge Muenkel, chief sustainability officer of DBS Bank, in “One way to help solve net-zero challenges: Working together as an ecosystem” 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  The board’s role in building resilience Boards of directors can help executive teams build the foresight, response, and adaptation capabilities they need to manage future shocks. Think systematically  14-Down: Musical with the song “Tea for Two” Know the answer? Test yourself with the latest McKinsey Crossword, A One and a Two and a One and a Two and a One | No. 105. Take one for the team  — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007 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> - 06:50 - 9 Dec 2022

• API Trends in 2023 - Don’t Miss the Webinar

  SmartBear

  Avoid the FOMO! Join us to learn about API predictions for 2023

  VIEW IN BROWSER 2023 API Predictions: Shift-Left and Standardize for Success Haven't made plans for December 13th yet? Good! We are hosting our final webinar of the year where we will share our predictions for APIs in 2023 and teasers of the incredible innovations coming to SmartBear in the new year. Register Now   Hi Abul, We’re excited for next week’s webinar, 2023 API Predictions: Shift-Left and Standardize for Success, and hope you are too! Join SmartBear API gurus Frank Kilcommins and Alex Bonstrom as they discuss: Insights from 2022’s API trends and our predictions for 2023 The possible impact of economic headwinds - and how to mitigate those impacts How APIs can drive seamless digital experiences, foster rapid innovation, help to maintain regulatory standards   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> - 11:29 - 9 Dec 2022

• We’re here to give your business a lift

  

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  Introducing: The Lift   Economic uncertainty is in the air, so we’ve launched a new initiative to help small businesses, entrepreneurs, and teams tackle potential challenges. Lean on The Lift for insights, tools, and advice from our professional community. Whether it’s reassessing your strategy, refining your skills, or refreshing your assets, we hope these handy resources can lighten some of your load. Want to learn more? Visit The Lift         Privacy Policy | Support | Invite a Friend | Get Inspired This email was sent to you by Fiverr International Ltd. You are receiving this email because you signed up for Fiverr. If you wish to unsubscribe from all future emails, please click here Fiverr International Ltd. | 38 Greene St. | New York, NY 10013, USA

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  by "Fiverr" <no-reply@announce.fiverr.com> - 07:03 - 9 Dec 2022

• The State of Fashion 2023: Bright spots and darker patterns

  The Shortlist

  Ten themes to watch ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | DECEMBER 9, 2022 View in browser Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices This week, why the fashion industry is likely to remain in a state of flux in 2023. Plus, consumer companies are turning to chief transformation officers more often, and why it’s important for leaders to demonstrate “deliberate calm.” Fashion forward. After experiencing 18 months of robust growth through mid-2022, the global fashion industry is facing a challenging environment once again. Inflation and gloomier customer sentiment have led to declining growth rates in this year’s second half, a trend that is likely to continue through 2023. According to the annual Business of Fashion and McKinsey State of Fashion Survey, industry executives expect that rising prices will lead most shoppers to curtail fashion spending or trade down for less expensive products. Fashion companies are also anticipating that inflation will cause their costs to spike; cotton and cashmere prices, for example, have increased 45 percent and 30 percent, respectively, year on year. Luxury is a bright spot. We anticipate that the luxury sector will outperform the rest of the industry, as wealthy shoppers continue to travel and spend, and thus remain more insulated from the effects of inflation. Based on our forecasts, the luxury sector is expected to grow between 5 and 10 percent in 2023, driven by strong momentum in China (projected to grow between 9 and 14 percent) and in the United States (projected to grow between 5 and 10 percent). Trends to watch. As McKinsey senior partners Anita Balchandani, Achim Berg, and their team note, fashion companies can adapt to global economic uncertainty and the industry’s consumer complexities by updating their operating models and adjusting their strategies for supply chain, sales channels, and digital marketing. And they should take note of several consumer trends that are gaining steam, such as gender-fluid fashion and the reinvention of formal wear. For many brands and retailers, the blurring of the lines between men’s wear and women’s wear will require rethinking their product design, marketing, and in-store and digital shopping experiences. Formal attire, too, is taking on new definitions as shoppers rethink how they dress for work, weddings, and other occasions. Despite the economic headwinds facing the industry, fashion leaders are in a unique position to reevaluate the ways that their brands produce, distribute, and market their collections. Supply chains remain disrupted from the COVID-19 pandemic, elevating the need to invest in faster and geographically closer manufacturing systems. While direct-to-consumer digital channels remain a top priority, fashion companies will need to diversify their sales channels to maintain efficiency and market relevance. Brands will need to be more creative in marketing to attract customers through bold, differentiated content that cuts through a crowded digital environment. Heading into 2023, those fashion brands that invest in agility and creativity will be in a position to succeed when the market recovers. Off the charts The newest member of the consumer C-suite? The CTO. More consumer companies are turning to chief transformation officers (CTOs) to transform their strategy and operations—and to do so quickly as disruption becomes the norm in consumer packaged goods (CPG) and retail. Of 100 prominent CPG and retail companies—the top 50 in North America in each category—23 percent employ enterprise-level CTOs, defined as executive-suite transformation officers reporting directly to the CEO. When expanded to include transformation leaders at the level of vice president or higher, that number rises to 35 percent. Of the CPG and retail companies with established CTO positions, 86 percent say their current CTOs came to their roles in 2020 or later, indicating that many companies are newly embracing this function. Check out our chart of the day here. PODCAST Why leaders should pause instead of pounce In this episode of The McKinsey Podcast, Jacqueline Brassey, a McKinsey senior knowledge expert, and Aaron De Smet, a McKinsey senior partner, talk about how extraordinary leaders succeed through volatile times by demonstrating “deliberate calm”—a practice of adaptive, intentional choice that anyone can develop by embracing what was once regarded as “soft stuff”: self-awareness, emotional intelligence, and mindfulness. To resist the temptation to react as usual, De Smet says, one has to be “very cognizant of a mindset that is reactive to protecting the status quo, where I just fall back on what I know, versus a learning mindset where I have to say, ‘This is an opportunity for me to learn something and evolve and adapt.’” More on McKinsey.com Even in the metaverse, women remain locked out of leadership roles | McKinsey set out to better understand how gender dynamics are playing out in the early-stage metaverse by examining a range of data. We found an already discernible gender gap, similar to the gap that exists in Fortune 500 companies and start-ups. Shaping the future of Thai banking | With new opportunities on the horizon, the Thai banking industry could ignite new growth and invigorate its profitability by redefining its meaning and purpose, reinventing its traditional role, and making bold and innovative operational changes. Making crops more resilient to drought risk | Up to 14 percent of rain-fed cropland has suffered from moderate to extreme levels of drought in 2022. Here’s what organizations can do to build resilience. SPOTLIGHT ON Getting over the presentation hurdle Public speaking can be a nerve-racking experience, even for the most seasoned professionals. Whether presenting to a large group, a senior client, or a CEO, speakers must overcome fears and doubts, project confidence, and think on their feet. In My Rookie Moment, McKinsey leaders look back on presentations they gave as newbie consultants—sometimes unexpectedly and without much preparation—and the lessons they learned that helped shape their careers. Vik Malhotra on his first time talking to a CEO. Cindy Levy on her first time speaking to a large audience. Shubham Singhal on his first proposal to a client. — Edited by Barbara Tierney, senior editor, New York Share this Spotlight On 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> - 01:46 - 9 Dec 2022

• Inflation is at a record high throughout Europe. How should retailers respond?

  On Point

  What resilient retailers do differently ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices European retail resilience In the news • Retail gloom amid festive season. As European consumers contend with double-digit inflation and soaring costs of living, the region’s retailers are gloomy on the holiday shopping season. According to a survey that included 400 European merchants, roughly half said that they were dissatisfied with Black Friday sales, and only one-fifth of respondents were feeling optimistic about year-end sales. Retail sales in Germany for November and December are expected to be 4% lower than the same period in the previous year, a German retail association reports. [CNBC] • Slowing sales. In Europe, monthly retail sales have slowed more than at any other time during the year. European retail trade dropped 1.8% in October, the largest decline since December 2021, according to EU data. At a 4.6% decrease, Austria suffered the sharpest drop in retail turnover, with sales also slowing significantly in France and Germany. Europe will likely be in recession this winter, although it may be milder than at first anticipated, many economists say. A moderate fall season has helped to limit energy usage and increase gas storage. [FT] Consumer confidence in Europe has plummeted, falling to levels even lower than those in the first months of the COVID-19 pandemic. On McKinsey.com • Painful prices. Everywhere in Europe, inflation is at record-breaking highs. With food and gas prices soaring, many Europeans are reducing or drawing down on savings. Fifty-five percent of consumers in Europe say they’ve cut their savings in recent months, and one-third say they’ve dipped into savings to cover living expenses, our latest European Consumer Pulse Survey shows. Retailers under pressure will need to quickly adjust for high inflation while preparing themselves for long-term resiliency, reveal McKinsey senior partner Franck Laizet and coauthors. • Resilient retailers. To learn why some retailers are much likelier to emerge stronger from a crisis, McKinsey analyzed the performance of the 80 largest European retailers during and after the 2008 financial crisis. Resilient retailers (those in the top quartile of TSR) were likelier to adopt a through-cycle mindset, willing to invest in longer-term growth and market share despite the economic downturn. See three critical areas European retailers can focus on as they position themselves for outsize growth following a downturn. Three areas for growth — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 12:22 - 9 Dec 2022

• The state of AI in 2022—and a half decade in review

  Harmony Internal - McKinsey

  Dig into the results ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices AI is becoming a bigger part of our lives. Adoption of AI has more than doubled since 2017, though it has leveled off in the past few years. And capabilities like natural-language generation and computer vision are playing a major role in the products and business processes of many organizations. In the latest annual Global Survey on AI, McKinsey leaders Michael Chui, Bryce Hall, Helen Mayhew, and Alex Singla look at how AI has expanded and evolved over the past five years, what AI leaders are doing differently to stay ahead, and what needs to be done when it comes to hiring talent. Check it out and explore the data. The state of AI in 2022—and a half decade in review The results of this year’s McKinsey Global Survey on AI show the expansion of the technology’s use since we began tracking it five years ago, but with a nuanced picture underneath. Dig into the results   Quote of the day “We see cloud technology as being a way to drive agility and velocity—it gives companies the ability to deliver new services into production environments in such a way that customers can interact with new features and functionality on a much more regular basis. We see this growing customer focus across multiple industries, which is really exciting.” —McKinsey partner Brant Carson, leader of McKinsey’s technology and cloud practices across Asia, on a recent episode of McKinsey’s Future of Asia Podcast Chart of the day See today’s chart   ALSO NEW How retailers in Europe can navigate rising inflation With inflation at record highs throughout Europe, retailers are under more pressure than ever. Those that act quickly and follow a holistic playbook can be well positioned to thrive. Be prepared  Effective employee resource groups are key to inclusion at work. Here’s how to get them right By aligning their work with corporate and employee expectations, employee resource groups can help people feel more included in the workplace. Foster inclusion   India’s shifting automotive procurement mandate Automotive procurement in India must undergo a strategic redesign as players struggle with emerging challenges. Build new capabilities  — Edited by Katherine Tam, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 06:15 - 8 Dec 2022

• [Ebook] Anti-Complexity: Your Guide to Distributed Tracing

  New Relic

  Modern software environments are complex, and optimizing them can be difficult. Not anymore with distributed tracing. It’s how you can visualize requests pinging all the services your applications use. With distributed tracing, you’ll troubleshoot faster, even if with no explicit error to follow. In the ebook “Why Distributed Tracing is Essential for APM”, you’ll learn: What distributed tracing is all about When to use distributed tracing How it gives engineers an edge Take the complexity out of complex systems. Discover distributed tracing. Download Ebook View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 8 Dec 2022

• Institutional investors like diversity when allocating capital to private equity firms

  Intersection

  Significant opportunities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   DIVING INTO DIVERSITY, EQUITY, AND INCLUSION STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Insights and strategies to nurture diversity, equity, and inclusion in the workplace. In your mailbox every two weeks. In this issue, we look at an inaugural study of gender and ethnic/racial diversity in the $10 trillion global private-markets industry. News flash: gender and racial/ethnic diversity at private equity (PE) firms remain low, but institutional investors are eager to see more progress. Top investment officers say they would allocate more than twice as much capital to more diverse PE teams when choosing between otherwise comparable teams. We also head over to the metaverse, where women are already a powerful user base—but where the gender gap in leadership roles is substantial. Plus, some reader reactions to our Women in the Workplace 2022 research.  The PE industry is expanding workforce diversity. The ensuing value could help motivate even more.  SPOTLIGHT The private-markets industry is enormous in size and scale: its nearly $10 trillion in assets under management outranks the GDP of every country in the world except China and the US. In a recently published, first-of-its-kind McKinsey report, The state of diversity in global private markets: 2022, McKinsey senior partners Pontus Averstad and Alejandro Beltrán, along with other McKinsey experts, explore the talent driving the deployment of such immense amounts of capital. Among their key findings: gender and racial/ethnic diversity at PE firms remain low overall but range widely; at the firms that lead in diversity, nearly a third of managing directors (MDs) are women, and an equal share of MDs are ethnic/racial minorities. Diversity laggards have no women MDs whatsoever and just 2 percent ethnic/racial minorities in the role. The report finds that institutional investors can be a catalyst for change. For example, chief investment officers of leading institutional investors told the report’s authors that they would allocate twice as much capital to firms with more gender diversity if choosing between two otherwise comparable firms.  DATA DROP Less than one-fourth of all investing roles at PE firms globally are held by women. At the MD level, that percentage drops down to just 12 percent. But even when women make it to the senior investing ranks, they may still not hold the same positions of power: women comprise just 9 percent of investment committees across the globe. TAKE 3 We spoke with McKinsey partner Alexandra Nee, coauthor of The state of diversity in global private markets: 2022, to learn more about the research for this report.  1. What’s your biggest takeaway from this report? We need more longitudinal data [which tracks the same type of information on the same subjects over a period of time], but we have found positive signs that the industry is making progress on improving gender and ethnic/racial diversity on investing teams. But there is still more opportunity for progress. Aggregating diversity statistics to a firmwide number masks the diversity of PE deal teams, given the higher percentage of minorities in noninvesting roles today. By disaggregating the data, we found that globally, women on average comprise only 12 percent of all MD investing roles in PE firms. 2. Did anything in the results surprise you? Chief investment officers at top institutional investors across the globe showed a willingness to invest more capital with diverse deal teams, all else equal, with two times the capital allocated to the more gender-diverse deal team and 2.6 times the capital allocated to the deal team with more ethnic/racial diversity. 3. Where do you see signs of progress?   Progress is being made globally on gender diversity. But understanding regional differences will be key to effectively tailoring initiatives to support progress on diversity, equity, and inclusion [DEI] in private markets. For example, while the Asia–Pacific region has the most women in investing compared with Europe and the Americas—20 percent across all investing roles—it also had the largest drop-off in share of women from VP to principal level compared with other regions. This suggests that initiatives to improve gender diversity in Asia–Pacific would be different from those that would most efficiently improve DEI within PE firm offices in Europe or the Americas.   MAKE IT RIGHT It may still be in its early days, but the metaverse—the next iteration of the internet—has the potential to bring significant change to the global economy. As with other transformative technologies like cloud and AI that have been evolving for decades, early consumers and leaders—including investors and CEOs—will shape the metaverse’s future. The question is, what role will women play? McKinsey’s Mina Alaghband and Lareina Yee found an already existing gender gap in the leadership of today’s metaverse that mirrors one among Fortune 500 and technology companies. That’s despite the fact that women are spending more time in the metaverse than men and are more likely than men to spur and lead metaverse initiatives. In addition, CEO roles and entrepreneurial capital in the metaverse space remain disproportionately reserved for men. Since the metaverse is projected to have a significant impact on our commercial and personal lives, understanding today’s dynamics will be critical for leaders looking to address them while the metaverse is still in its formative stage.  YOUR TURN We asked our readers in a previous issue to share those findings from our Women in the Workplace 2022 research that resonated particularly powerfully with them. Here’s what two readers had to say.   “Many of your conclusions resonated with me. As a Eurasian female executive, I have faced many biases throughout my career. As many women have called out, you have to be twice as qualified, work twice as hard, and always be two steps ahead of all your male colleagues. It is going to take many more women making it to C-suite roles as role models and sponsoring other women up the ladder with them. Stereotypes around what a leader looks and acts like—just Google ‘CEO’—will need to change dramatically from what they are today. I just hope this happens in my daughter’s lifetime.” —Former GM/VP at a global insurance company “This issue resonated particularly strongly. Increasingly, I believe that getting [through to] those who are not yet convinced about why DEI makes good commercial/business/ethical sense means including them in the conversation. It’s one of the Big Problems in society we need to address.” —Technology leader For McKinsey’s latest thinking on diversity, equity, and inclusion, visit our Diversity, Equity & Inclusion collection page. – Justine Jablonska (she/her/hers), editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Intersection 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 Intersection" <publishing@email.mckinsey.com> - 01:29 - 8 Dec 2022

• Tire Management - White label GPS tracking software

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  by "Jignesh Pardeshi" <official@uffizio.com> - 11:15 - 7 Dec 2022

• Life insurers face persistent challenges. What major forces are at play in the industry?

  On Point

  Four forces shaping life insurance ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Reimagining life insurance In the news • More uninsured women. The percentage of women in the US without a life-insurance policy has gone up for the sixth year in a row, according to a 2022 survey that garnered more than 8,500 responses. US women are likelier than US men to forgo life-insurance coverage, with 46% saying they own life insurance compared with 53% of men. Despite the gap in coverage, only around one-third of uninsured women say they intend to buy life insurance in the coming year. The cost of coverage is a top reason women remain uninsured, according to the survey. [InsuranceNewsNet] • Billions to beneficiaries. More Americans are seeking life-insurance coverage as the COVID-19 pandemic lingers. In 2021, application activity for individual life insurance increased at a rate of 3.4% compared with 2020, which itself was a year of record-breaking growth. US life insurers paid more than $100 billion to beneficiaries in 2021, an 11% increase in payments compared with the previous year. Looking ahead, industry leaders are grappling with a series of questions over how to evolve applications and pricing. [CNBC] In the past two decades, economies grew faster than insurance premiums, indicating insurers haven’t been growing at the same rate as the economies in which they operate. On McKinsey.com • Four forces in life insurance. The past decade has brought with it instability in the life-insurance and retirement industry. Four forces are likely to shape the industry’s future, McKinsey senior partner Vivek Agrawal and coauthors explain. Gaps in governments’ funding of health and retirement programs may create growth opportunities for insurers, nominal interest rates will likely remain high as central banks aim to tamp down inflation, the role of technology is growing as consumers expect better service, and a new middle class is emerging in Asia. • Structural shifts. New sources of capital are disrupting the life-insurance sector. Consider the rise of private-capital-backed platforms, which alternative asset managers typically own. These platforms are gaining relevance, in part, because they can generate fairly predictable fees while reducing the fundraising burden. In the US, private-capital-backed platforms account for almost $292 billion in general account reserves, McKinsey analysis finds. See how life insurers are reevaluating traditional business models. Understand life-insurance trends — Edited by Alexandra Mondalek, editor, New York 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> - 10:15 - 7 Dec 2022

• After founding Grubhub, Mike Evans is still hungry

  Harmony Internal - McKinsey

  Make the product ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices A lot of people might feel that taking a startup from idea stage to IPO is a success story. But not Mike Evans, the founder of food delivery behemoth Grubhub. “For me,” Evans says in a new Author Talks interview, “the success was the fact that it was a constant learning process.” It’s taken him years to arrive at that conclusion, a journey on which he freely admits he made some mistakes. To read Evans muse on the times he’s been a “jerk,” the role personal relationships play at work, and what he learned from a cross-country bike tour, check out the interview here. And for more on the rapid growth of the food delivery sector, check out this episode of the McKinsey on Start-ups podcast with McKinsey partners Vishwa Chandra and Victoria Lord. Author Talks: After founding Grubhub, Mike Evans is still hungry Grubhub cofounder Mike Evans shares how he started one of the largest food delivery companies in the world and advises budding entrepreneurs on finding success. Make the product   Quote of the day “The way I like to say it, ‘It’s time for STEAM cleaning.’ You have to shatter the stereotypes. You have to provide exposure and encouragement. You have to tell the whole story about science.” —Jayshree Seth, the chief science advocate of 3M, discussing the role of girls and women in the sciences, in a recent Forward Thinking podcast from the McKinsey Global Institute Chart of the day See today’s chart   ALSO NEW Building digital platforms to enable advanced air mobility Advanced air mobility could revolutionize passenger transportation, and the digital platforms that support it must be equally innovative. Choose where to play   African banking: The productivity opportunity African banks can increase their productivity to enhance competitiveness, build resilience, and deliver new value to customers—even in the face of a tightening global business environment. Accelerate the technology   Addressing the revolving door in risk As the field of risk management evolves, the value proposition for employees has to evolve as well. Create more interest   — Edited by Stephanie d’Arc Taylor, editor, Southern California 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> - 06:30 - 7 Dec 2022

• It all begins in 5 minutes' time! Join the fun LIVE!

  It all begins in 5 minutes' time! Join the fun LIVE!

  The Holiday APIM Extravaganza kicks off shortly

  Behold! The world's first ever Holiday APIM Extravaganza!   We're bringing you Martin Buhr, Postman's Kin Lane, Twilio's Nathaniel Okenwa, Women in API's Claire Barrett - and more.... all around one virtual fireplace.    Come join us live by the fire in 10 minutes' time 1000 PT, 1300 ET, 1800 GMT  YouTube livestream link    And don't forget: Snap your ugly Xmas sweater for a chance to win a Tyk one!    There's a limited edition Tyk holiday sweater and a $250 Amazon gift card up for grabs. All you need to do is snap your favourite holiday sweater, post it to your social media network of choice, tag us with the hashtag #APIMExtravaganza - and you will enter the draw! Winners will be announced at the end of the show.  Psst. Why are you still reading this email? It’s time to join us LIVE! Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences Tyk, 828 Ralph McGill Blvd NE, Atlanta, Georgia GA 30306, USA, +1 (404) 4511123 Tyk, High Street Centre, 1 North Bridge Road, #08-08, Singapore, 179094, +65 681 32083 Manage your subscriptions here

  

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  by "Jason Miller" <jason.miller@tyk.io> - 12:58 - 7 Dec 2022

• US employers are struggling to find the right candidates. Could skills-based hiring help?

  On Point

  Two strategic actions to advance skills-based hiring ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Shifting to skills-based hiring In the news • Degrees optional. In the US, job postings that require candidates to have earned a bachelor’s or higher degree fell to 41% in November 2022, from 46% before the COVID-19 pandemic, according to a research institute focused on the future of work. That confirms anecdotal evidence that fewer employers—some of which include the world’s biggest companies—require workers to have a college education to be hired. With 10.7 million job openings versus 5.8 million unemployed Americans in September 2022, employers face intense competition for workers. [WSJ] • The paper ceiling. While more employers might desire to hire candidates based on skill, bias in some AI-powered hiring software could prevent certain job seekers, such as those without college degrees, from being referred to hiring managers. Such software algorithms may rely on coded language in job descriptions and unintentionally exclude candidates who may not list certain skills or key words on their résumés. Roughly two-thirds of US workers don’t hold college degrees and face a lack of access to better-paying jobs, known as the “paper ceiling.” [Marketplace] Sourcing, validating skills, and scaling skills-based practices across an organization are three of the most common challenges employers face when implementing a skills-based approach to hiring. On McKinsey.com • Seeking skills. A tight labor market, a challenge that has intensified since the COVID-19 pandemic began, has pushed employers to look beyond college degrees and job titles for qualified candidates. More employers are embracing skills-based hiring practices, finds research by McKinsey and the Rework America Alliance. Employers who focus on skills help communities by creating more and better job opportunities for a diverse, broader pool of workers, say McKinsey senior partner Jonathan Law, partner Bryan Hancock, and their coauthors. • Overcoming barriers. While the benefits of hiring based on skills rather than institutional credentials has already proven a worthwhile strategy for employers, many have found it challenging to implement skills-based practices throughout the talent journey. Companies can support employees after they have accepted an offer by designing custom onboarding programs to meet new hires where they are and providing on-the-job training, which may help boost retention. See two strategic actions that employers can take to implement skills-based hiring successfully. Accelerate skills-based hiring — Edited by Alexandra Mondalek, editor, New York 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> - 12:31 - 7 Dec 2022

• How to make a CTO role count

  Harmony Internal - McKinsey

  Create a recipe for success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Lasting change, or idea of the day? Many consumer-packaged-goods and retail companies are adding a chief transformation officer to their C-suite–but just what should this critical role entail? Ill-defined responsibilities and a narrow scope can stall out the change your CTO is charged with, or limit the potential of a company looking for holistic growth. No one wants to come up with “yet another change program” every two years, write senior partners Kevin Carmody, Kristi Weaver, partners AD Bhatia, Jim Scott, and their coauthors. There’s no one-size-fits-all, either; while most successful CTOs share a certain skills toolkit, the kind of CTO you require will be determined by your company’s unique needs. Don’t miss a new McKinsey Quarterly article that incorporates insights from nearly 40 current and former CTOs and transformation leaders across CPG and retail companies on the pitfalls they faced, where they were supported and where they weren’t, and how to get the key details right for equipping a new CTO. Meet the newest member of the consumer C-suite: The chief transformation officer More consumer companies are turning to chief transformation officers, but the role is often ill-defined. Here’s how organizations can empower this crucial position to drive holistic change. Create a recipe for success   Quote of the day “Toward the end of the decade, about half of the new vehicles sold in the US … will likely be powered by an electric motor and battery.” —Russell Hensley, co-leader of the McKinsey Center for Future Mobility in the Americas, on a recent episode of The McKinsey Podcast Chart of the day See today’s chart   ALSO NEW What is blockchain? Blockchain is a secure database shared across a network of participants, where up-to-date information is available to all participants at the same time. Understand the concept   Destination zero: An action plan for shipping CEOs The transition to zero carbon can be a value-generating opportunity for shipping companies—if they are proactive and purposeful, rather than reactive and defensive. Make it sustainable   Nature in the balance: What companies can do to restore natural capital Specific corporate actions, many with a positive return on investment, could help reverse the trend of the depletion of natural capital. Prepare for the future   — Edited by Sarah Skinner, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 06:34 - 6 Dec 2022