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• Company Insights: Artificial Intelligence

  Company Insights: Artificial Intelligence 0.7.4

  Dear MD Abul, Artificial intelligence is often viewed with skepticism when it comes to societal change. On the business side however, the technology boosts competitive advantages and innovation. On March 30, Maike Schlumbohm, Director of Company Insights at Statista, will share crucial insights into the recent developments in artificial intelligence and its impact on companies. The 30-minute webinar will additionally focus on: Market size and growth of artificial intelligence Generative AI market highlighting the current hype of ChatGPT Impact of artificial intelligence on companies and society Register here for the free webinar. If you would like to be invited to other webinars in the future, please click here. We look forward to welcoming you! Best regards, the Data on Stage team E-Mail: webinars@statista.com Statista GmbH, Johannes-Brahms-Platz 1, 20355 Hamburg Representatives: Dr. Friedrich Schwandt, Hubert Jakob Domicile: Cologne | HRB 87129 | municipal court of Cologne You are registered with the following email address: info@learn.odoo.com Manage newsletter preferences | Unsubscribe from all newsletters Information about the timing of deleting personal data, the countries where we save data (e.g., U.S., EU, UK, Singapore), and the companies we collaborate with can be found in our privacy statement.

  

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  by "Statista | Webinars" <webinars@statista.com> - 10:05 - 16 Mar 2023

• 6.6 billion smartphone users. Are you prepared to monitor that?

  New Relic

  Currently, there are more than 6.6 billion smartphone users in the world, roughly equivalent to 83.4% of the world’s population. Smartphones have revolutionized the way companies advertise, communicate, and most importantly, interact with their consumers by way of mobile applications. And those consumers prefer using apps on iOS or Android devices. But it isn’t always easy to replicate a desired mobile application on another platform. Developers need to keep up with the times and in our blog post, you can learn how to monitor your iOs and Android apps built with React Native. Read more Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com. Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 06:36 - 16 Mar 2023

• White Label Tire Management Software

  White Label Tire Management Software

  Start your profitable GPS tracking business.

  Learn More A tire management software that handles all aspects of tire inventory, operation, and inspection. Catch a glimpse of what our software has to offer Reduce Vehicle Downtime Identify tire issues early and minimize vehicle downtime with our tire management software Increase Fleet Safety Ensure vehicle safety by monitoring tire wear and pressure with our tire management software. Identify potential safety hazards and prevent accidents. Manage Tire Stocks You can easily upload tire stock details via an excel file and can check unused and used tire details on a single screen. Learn how our tire management system can help your business grow Schedule a Meeting You may also be interested in Fuel Management Job Module On-Board Diagnostics TPMS Video Telematics Route Optimization Expense Management E-lock www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 01:30 - 16 Mar 2023

• Can US students recover from pandemic-related learning delays?

  On Point

  The important role US states play ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Getting US students back on track In the news • Deficits in learning and earning. An analysis across 15 countries shows that kids lost the equivalent of one-third of a school year because of the COVID-19 pandemic. School closures had an outsize effect on students in developing countries and lower-income communities, as those students were more likely to be dealing with spotty internet access, parental job loss, and other stressors. In the US, these deficits could translate to a loss of $70,000 in lifetime earnings. [NYT] • Students, interrupted. Standardized test scores for US students have dropped considerably since the start of the pandemic. US public-school enrollment in kindergarten through 12th grade is down by more than one million students. While some of those students moved to private schooling or homeschooling, some are not yet accounted for. The federal government has allocated billions of dollars to help students catch up, so identifying the most vulnerable students could help teachers and administrators create more targeted interventions. [Fortune] In 17 US states, students are more than half a year behind, on average. In the worst-affected states, students may be almost a full school year behind. On McKinsey.com • Close the gap. In the US, learning disruptions related to the COVID-19 pandemic have wiped out two decades of progress, and the clock is ticking toward a September 2024 deadline for states and school districts to spend $190 billion in federal funding to help students catch up. Analysis by McKinsey senior partner Jimmy Sarakatsannis and colleagues shows a range in the spending of those funds, from just under 20% to just more than 50%, placing some states and districts at risk of leaving funding on the table. By understanding the situation across districts and supporting recovery initiatives, states have an important role to play. • Making the grade. Pandemic-related learning loss varies widely among individual districts and states, reflecting differences in the quality of remote learning, demographic shifts, and factors outside the classroom. With roughly two years left before Elementary and Secondary School Emergency Relief funds must be spent, states can support districts by ensuring that these funds are allocated effectively to get students back on track for the bright futures that they deserve. See three strategic steps to help students overcome learning loss related to the COVID-19 pandemic. Hit the books — Edited by Gwyn Herbein, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:54 - 16 Mar 2023

• Log Analytics at Scale — The Best Way to Troubleshoot Faster

  Sumo Logic

  Troubleshoot and secure apps faster

  

  Turn log data from foe to friend. It has been said that "few things are as powerful, as frightening, as overwhelming and as important as data." Learn more in our new guide Log analytics at scale that includes: Compare and contrast of log management and log analytics Use cases Benefits Best practices Recommendations to help your modern log solutions search Learn more about Sumo Logic. The infinite power of log analytics. Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 09:00 - 15 Mar 2023

• Learn

  Good day!

   

  Would you be interested in of PyCon US 2023 attendee contact lists?

   

  If you're considering it, could I give you a quote? Also, please tell me who your target attendee is.

  Attendees: Developers, Technologists, Programmers, Educators, Bloggers, Authors, Web Developers, CTOs, Managers, Entrepreneurs, Scientists, Engineers & Domain Experts and many more…

   

  Kindly share your thoughts.

  Sincerely,

  Samantha Durfee| Events Data Specialist

   

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  by "Samantha Durfee" <samanthad@eventvisitorusa.com> - 03:34 - 15 Mar 2023

• Why do some DEI initiatives work?

  Re:think

  A recipe for DEI success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   MAKING DEI WORK Five ways to drive successful DEI initiatives  Diana Ellsworth A lot of research tends to focus on the challenge side of diversity, equity, and inclusion (DEI): the manifestations and root causes of inequity. There’s been less research, however, on the solution side, on “What does it take to make progress on DEI?” So, in partnership with the World Economic Forum, we created the Global Parity Alliance, and looked for lighthouse examples of companies that had made progress, and to see if lessons from those companies can be applied elsewhere. What we found is that there is a recipe, with five success factors as the key ingredients, for driving successful DEI initiatives—but that there is no recipe for which initiatives work best across the board. That’s because context is key. In fact, the first success factor is to gain a nuanced understanding of root causes.  Often, companies don’t approach DEI the same way they approach other aspects of business strategy. They often underinvest time and effort to deeply understand the problem they’re trying to solve. Instead, companies will launch initiatives because they saw, say, a mentorship program succeed somewhere else, and they say, “Let’s launch that here.” In a rush, often because of good intentions and an eagerness and desire to show employees that they’re “doing something,” companies might skip that step of really understanding exactly what the problem is that they’re trying to solve. So while an early-career mentoring program for women sounds innately appealing, when you ask the company to really dig into its data, it may be that women are actually advancing just fine early in their careers. The problems are at other points along the pipeline. Perhaps sponsorship of midcareer women is more important, or perhaps the company should be looking to root out bias in the review process. The initiatives that are most successful are ones in which the companies spent the time up front to really understand, “What is the problem we’re trying to solve?” and “What are the root causes for why the needle is stuck?” The second success factor, “a meaningful definition of success,” goes hand in hand with the first. The most successful initiatives understand both the problem they’re trying to solve and what success will look like once they’ve solved it. They have a real understanding of “Where are we today?” and “Why are we here?” and “Where are we trying to go?” This isn’t rocket science—these are the keys to attacking most business problems. But, again, many DEI initiatives don’t start with these basic business fundamentals. “Often, companies don’t approach DEI the same way they approach other aspects of business strategy.” The third success factor is “accountable and invested business leaders.” Senior leadership’s commitment and accountability are necessary for a successful DEI initiative. And if the initiative requires changing a set of practices across the company, you’ll need a broader set of committed business leaders. Role modeling is important. This is a topic where a lot of people can be skeptical, and they need to see that leaders are personally making changes in line with the new way of working suggested by the initiative. Furthermore, leaders must be prepared to devote themselves, and the company’s resources, over time. Many successful DEI initiatives needed substantial time to get to the desired outcome. Some may not move the needle meaningfully for a year or more. But that time isn’t wasted. You’re laying the foundation to attack a complex problem that may have vexed the company for decades. And since these problems tend to be quite hard, it’s best not to try to tackle everything all at once. The “let a thousand flowers bloom” approach to DEI is a recipe for failure. The fourth factor is “a solution designed for context.” Strong initiatives seek a fit-for-purpose solution. They build on a nuanced understanding of the starting place, the root causes, and a clear view of success, and they are strategically designed to address the issues. Sometimes this can mean launching a new effort or intervention, but often this means changing a variety of things that already exist, such as policies, processes, or learning and development programs.   The final success factor is “rigorous tracking and course correction.” Many companies don’t do this with DEI. For instance, they don’t define the specific leading indicators and ultimate outcomes that they hope the initiative will change—and thus, they don’t have the data to discuss if it’s working, how it might be improved, or if the results can be accelerated. It’s one thing to be able to cite the number of people who took part in an initiative, but it’s far more meaningful to be able to track details like “people who participated in the program were promoted twice as often as those who did not,” or “participants stayed with the company at a 40 percent higher rate.” Here, too, you need to be patient. There’s going to be a period of time where you see more progress on the leading indicators than you do on the ultimate outcomes that you’re trying to achieve. But if you stick with it and start to see a real ROI, it becomes easier to commit for the long run—and getting DEI right is definitely a project for the long run.  ABOUT THE AUTHOR Diana Ellsworth is a partner in McKinsey’s Atlanta office. MORE FROM THIS AUTHOR Racial and ethnic equity in US higher education We explore how US academic institutions can leverage teaching, learning, and scholarship to achieve greater racial and ethnic equity in higher education. More  LGBTQ+ voices: Speaking out and looking ahead LGBTQ+ business leaders speak about the challenges they face and what it takes to make the workplace more inclusive. More  UP NEXT Jen Henry on the restaurant industry Restaurants are facing unprecedented challenges, including labor shortages and soaring ingredient costs. New ideas and technological innovations could help keep customers, employees, and owners well-fed. 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:11 - 15 Mar 2023

• Here’s what the best CEOs do differently

  Harmony Internal - McKinsey

  CEO Excellence: One year later ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities New from McKinsey & Company Here’s what the best CEOs do differently One year ago today, senior partners Carolyn Dewar, Scott Keller, and Vik Malhotra released their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. Today, as leaders grapple with a lifetime’s worth of disruption and crises—including fraught global dynamics, mounting economic woes, and digital trends—the role of the chief executive is more crucial than ever. Check out these insights to dive into the mindsets that set the best leaders apart, and revisit learnings from the #CEOExcellenceBook, now on The New York Times and Wall Street Journal bestseller lists, for frank, in-depth interviews with 67 of the world’s best CEOs. Read more Actions the best CEOs are taking in 2023 Corporate leaders are addressing the risks while finding the opportunities in digital disruption, the economy, and geopolitical uncertainties. 3 strong signals Stepping up: Becoming a high-potential CEO candidate The road to becoming CEO is a difficult ascent for even the most seasoned leaders. Here are four keys to making the journey a success. Tread carefully  Starting strong: Making your CEO transition a catalyst for renewal The best CEOs use the first six to 12 months of their tenure as a moment of great personal transition and institutional renewal. There are four keys to success. Don’t make it about you  Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Ginni Rometty shares her strategies for managing conflict, finding growth in discomfort, and remaining grounded in ambition to make you proud of not only what you do, but how you do it. Be proud of the life you live  Leadership lessons from the world’s best CEOs The authors of the new book CEO Excellence, who interviewed dozens of the top-performing chief executives, share their most memorable encounters and stories. Get the scoop  What matters most? Six priorities for CEOs in turbulent times With economic troubles mounting, it’s a time to tighten belts and put on hard hats. But don’t forget the jet pack, to accelerate into the next phase of growth. Take courage  Voices of CEO excellence: Morgan Stanley’s James Gorman The chair and CEO of the financial services giant explains how he reshaped the firm in the wake of the financial crisis. Learn his views on strategy  Author Talks: What separates the best CEOs from the rest? Three McKinsey senior partners looked across more than 20 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries to identify the mindsets that helped top chief executives deliver extraordinary impact. Seek excellence  How ambidextrous leaders manage through volatile times When uncertainty reigns, the best leaders play both defense and offense. That requires honing three types of competitive edge: insights, commitment, and execution. Be open  What sets the world’s best CEOs apart Are you a great CEO, or just a good one? New research shows that the leaders who truly excel have a set of distinctive mindsets and practices. 6 dimensions of CEO excellence  The CEO: Architect of the new operations agenda To thrive in a volatile and unpredictable postpandemic economy, companies need smarter, faster, more agile business operations. That requires big changes—and commitment from the very top of the organization. 3 operations imperatives  MORE FROM MCKINSEY One book. Sixty-seven stories of extraordinary leadership. A new McKinsey book, CEO Excellence, reveals the six mindsets common among extraordinary leaders and shares practices you can adopt no matter where you sit in your organization. Think like a leader  Building Great CEOs Explore McKinsey’s CEO counseling offerings, as well as our latest insights and learnings for current and future CEOs to unlock heightened performance. View the collection  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:44 - 15 Mar 2023

• What is leadership?

  On Point

  How leadership is evolving ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Becoming a better leader In the news • Leadership programs that work. Companies pour billions of dollars into leadership development initiatives each year. While such programs can boost the effectiveness of leaders by fostering personal growth, many fall short of delivering meaningful results. Providing leaders with ample opportunity for self-reflection is one aspect of a more effective program. Time for reflection can help workers cultivate a clear sense of purpose, which often leads to greater engagement and effectiveness. [HBR] • Meaningful appreciation. Year-end staff parties, milestone gifts, company-branded swag: organizational leaders understand that appreciating employees is crucial to engaging them, fostering a positive workplace, and inspiring loyalty. But according to a new global survey of more than 36,000 workers, roughly four in ten said that the thanks they receive in the workplace comes across as an empty gesture. Delivering verbal appreciation during regular meetings and giving kudos in front of leaders could help create a culture of appreciation. [Fortune] Organizations whose leaders successfully empower others through coaching are nearly four times more likely than peers to make swift, good decisions and outperform. On McKinsey.com • How effective leaders behave. Leaders enable groups of people to work together to accomplish what each couldn’t do individually. According to McKinsey analysis of academic literature and a survey of 189,000 people in 81 organizations around the world, four types of behavior account for 89% of leadership effectiveness. These are being supportive, operating with a strong orientation on results, seeking different perspectives, and solving problems effectively, explain McKinsey senior partner Ramesh Srinivasan and colleagues. • Beyond command and control. In the past, leadership emphasized providing technical expertise and direction in a traditional industrial economy command-and-control organization. While traditional management was once revolutionary, it doesn’t guarantee happy or loyal workers. It’s more effective for leaders to operate in service of the people whom they lead. This often means focusing on how to make team members’ lives easier. See five key shifts that today’s leaders are making to enhance both team performance and satisfaction. Learn new ways to lead — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:06 - 14 Mar 2023

• 5 key recommendations to improve your alerting strategy

  Sumo Logic

  Are your Best Practices the best they can be?

  

  View in browser When your SRE team is consuming valuable time and resources troubleshooting, the customer’s digital experience suffers. False positive alerts continue to cause real issues to be missed, downtime and decreased reliability. Sumo Logic product experts as they share 5 key recommendations to reduce alert noise and detect real issues efficiently. Choose what to measure Choose how to measure Decide who responds to alerts Decide where to route alerts Tune your alerts Wednesday, 22nd March at 2pm AEST Register today Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "SumoLogic" <marketing-info@sumologic.com> - 09:01 - 14 Mar 2023

• ลงทะเบียน! ร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  อัพเดทข้อมูลและกิจกรรมล่าสุดที่นี่   ดูออนไลน์     Innovation Day: Industrial Solutions, Chon Buri 2023   ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล ไฮไลท์สำคัญ เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล พิเศษ! สัมผัส Mobile Innovation Hub และลุ้นรับรางวัลฯ เฉพาะผู้ที่มาร่วมงาน   ลงทะเบียน       วันและเวลา   วันที่ 23 มี.ค. 2566 เวลา 8:30-16:00 น.     สถานที่จัดกิจกรรม   ห้อง The Tee พัฒนากอล์ฟคลับ แอนด์ รีสอร์ท จ.ชลบุรี       + 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 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 09:01 - 14 Mar 2023

• Why typecasting can cloud good decision making

  Harmony Internal - McKinsey

  Address the bias ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities At work and in life in general, we often make assumptions about people based on their socially defined roles, such as a parent, a manager, or a teacher. This adherence to role theory, a cognitive bias, can cloud our decision making, according to McKinsey’s Eileen Kelly Rinaudo, Tim Koller, and Derek Schatz in a new Bias Busters article from McKinsey Quarterly. We’re all unique individuals, and we have to remember that our actions and motivations can be informed by lots of other things besides our socially designated roles. Check it out for more on the perils of executive typecasting and what organizations can do to address it. Bias Busters: The perils of executive typecasting Decision making can be clouded when people attribute others’ actions and motivations to the societal roles that they play (such as parent, teacher, and manager). Address the bias   Quote of the day “I think if you shut your eyes and think about when you learned the most in life, it’ll be at times when you were in risky or uncertain situations. That crystallization made it much easier for me to take on risky changes in different jobs that were really difficult.” —Ginni Rometty, former chairman, president, and CEO of IBM and the cofounder and cochair of OneTen, on why she thinks growth and comfort cannot coexist in a recent Author Talks interview Chart of the day See today’s chart   ALSO NEW ‘Let’s not just rely on data’: Holt Renfrew’s Anne Pitcher on the future of retail Retailers must become more consumer-centric, experiential, sustainable, and diverse than they’ve ever been, says the department store veteran and former managing director of Selfridges. Look beyond data   Achieving gender parity in Asia To make sustainable progress toward gender equality, businesses need to go beyond table stakes. What steps can companies in Asia take to address this challenge? Learn more   From bench to bedside: Transforming R&D labs through automation Laboratory technology has been a steady runner in the world of pharmaceuticals, rather than a racing star—until now. A series of innovations points toward exponential gains in R&D productivity. Accelerate your results   — 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 our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:04 - 14 Mar 2023

• How William Hill boosts revenue and digital business growth using New Relic

  New Relic

  During the Grand National, William Hill had a direct hotline to New Relic in case they needed exceptional support during peak traffic. Yet, William Hill stayed stable and continued to ingest data, with no failures or downtime. With New Relic’s all-in-one approach, William Hill was able to have: 35% lower detection time 30% lower resolution time 60% reduction in alert noise. Find out more in our blog post on how William Hill boosts revenue and digital business growth with New Relic. Read the Blog Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com. Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 06:36 - 14 Mar 2023

• Fuel Monitoring Software which works with various industries

  Fuel Monitoring Software which works with various industries

  White Label Fuel Monitoring Software

  Free Trial Revolutionize the way your industry manages fuel usage with our cutting-edge fuel monitoring software. Use cases across industries Tanker Trucks Tankers are often used to transport fuel. 53% of tanker truck overseers have reported the theft of fuel during transit. Such thefts can affect your business’s bottom line and dip your profits. To avoid this, use a fuel monitoring solution for petrol and diesel transfer. Diesel Generator Monitor the consumption of diesel in your DG set. You can track run hours, refills, and battery voltage. Also receive notifications for generator overheating, low fuel levels, or a sudden decrease in fuel levels. Marine Fleets Get accurate fuel sensor data, even when your ship is at a distant sea. Experience zero data gaps. Monitor multiple tanks at the same time and get notifications for fuel theft. Discuss your usecase get your business growing Get a Demo www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 14 Mar 2023

• Brain health conditions are pervasive. How can society reclaim healthy years of life?

  On Point

  Research from the McKinsey Health Institute ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Better brain health In the news • Mental health workouts. In 2022, stress prevented a quarter of US adults from functioning on most days, an American Psychological Association survey has found. To help people develop greater resilience, mental health gyms offering services such as journaling and neurofeedback therapy are being set up throughout the country. One gym offers equipment such as flotation therapy tanks and zero-gravity chairs to promote relaxation. The practices are useful but cannot replace treatment from a mental health professional, one expert said. [BBC] • Your brain on art. The brain is wired to respond to art, says the coauthor of an upcoming book on neuroaesthetics, or the study of how the brain reacts to art. Dance, music, and other cultural pursuits are an important part of mental and physical health. When people create or appreciate art, they often enter a calm, focused state of mind, which can lower stress. One way to enjoy the health-boosting benefits of art is to establish a daily arts practice, whether it’s 20 minutes of coloring, dancing, knitting, or playing a musical instrument. [WaPo] Mental and substance-use disorders are on par with cardiovascular diseases as one of the top three most burdensome conditions in society. On McKinsey.com • Lost years. Brain health affects every person’s life. Mental and substance-use disorders are highly treatable and often preventable. Yet these conditions remain common worldwide, with nearly one in eight people having a mental disorder before the COVID-19 pandemic, explain McKinsey senior partner Martin Dewhurst and coauthors. The associated burden of brain health conditions contributes an added 150 million lost years globally, analysis by the McKinsey Health Institute and the Healthy Brains Global Initiative collaboration finds. • Better quality of life. Unlike other chronic illnesses, mental and substance-use disorders disproportionally affect younger people. Along with improving overall quality of life, reclaiming just one year of life without a brain health disability could return roughly $200,000 of economic value, on average, to the global economy. Even if society does not discover new drugs, we have the potential to recover healthy years of life by applying well-established interventions. See the estimated burden of brain health conditions by country. Prioritize healthy brains — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:13 - 14 Mar 2023

• Scaling green businesses: Next moves for leaders

  Harmony Internal - McKinsey

  3 areas of action ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities What’s next for green businesses? While decarbonization efforts including electric vehicles, wind and solar power, and green hydrogen have been notable, more needs to be done to meet net-zero targets. In a new article, McKinsey’s Rob Bland, Laura Corb, Anna Granskog, Tomas Nauclér, and Giulia Siccardo lay out three actions green business builders can take as they navigate an uncertain economic and geopolitical environment. See why building up supply chains, addressing the skills gap, and exploring different avenues for financing and investments could make a difference in the path to a net zero future. Scaling green businesses: Next moves for leaders New challenges—and opportunities—have emerged for green business builders. A set of actions could help companies scale during these uncertain times. 3 areas of action   Quote of the day “Success is about more than just being present in fast-growth markets. We need to have a clear purpose and understanding of the impact we wish to have.” —Ingrid Johnson, president of Sun Life Asia, on how insurance can help make societies in Africa and Asia more resilient in “Building purpose-led businesses: An interview with Ingrid Johnson” Chart of the day See today’s chart   ALSO NEW Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Ginni Rometty shares her strategies for managing conflict, finding growth in discomfort, and remaining grounded in ambition to make you proud of not only what you do, but how you do it. Be proud of the life you live   Accelerating customer-centric innovation in medtech Investing in understanding the needs of customers and the healthcare ecosystem in the early stages of innovation can boost performance and reduce the risk of failure. Start small   How digital tools could boost efficiency in African health systems By expanding their use of digital health tools, African health systems could realize up to 15 percent efficiency gains by 2030 and reinvest the savings to improve access and outcomes. Make a difference   — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:39 - 13 Mar 2023

• Use your imagination: A leader’s guide to scenario planning

  Harmony Internal - McKinsey

  Picture this ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The Titanic was deemed ‘unsinkable’ before it hit an iceberg. Technology and forecasting techniques have advanced considerably since that 1912 disaster. Yet leaders still struggle to cope in a world where catastrophes are increasingly more frequent, more severe, and more far-reaching in their impact. While no organization can anticipate all disruptions, the pandemic and its aftershocks have revived the value of scenario planning, a time-honored exercise that now requires a higher degree of senior-leadership involvement than has traditionally been the case. Here are some creative ways to scan the horizon for high-consequence, low-probability events that could seriously damage your organization. AN IDEA Look for opportunities amid danger “Scenario planning is squarely back,” assert McKinsey’s Andrew Grant, Ziad Haider, and Anke Raufuss in their article on how companies should prepare for the so-called black swans, gray rhinos, and other disruptions that characterize geopolitical events today. “The imperative to lift one’s gaze and look around the corner has become key to strategy and performance,” they say, advocating that leaders develop a deeper level of strategic foresight and creative thinking than was necessary in earlier, more stable times. This may involve “reperceiving” events through multiple lenses when scanning for scenarios, as well as looking for “silver linings”—openings amid turmoil that allow organizations to operate safely and potentially gain competitive advantage. “Leaders within multinational corporations also are reflecting on appropriate ways to inform policy in a more polarized geopolitical environment,” the authors add. “An organization should . . . consider how to employ its voice.” A BIG NUMBER 3 That’s the number of key scenarios we have developed that CEOs and their teams may want to consider for 2023 and beyond, as discussed in this article by McKinsey senior partner Michael Birshan and coauthors. Two scenarios depict a range of possible outcomes and GDP growth rates, while the third offers a more pessimistic outlook reminiscent of the economic conditions of the 1970s. Working with these scenarios can “help executive teams build shared conviction about their operating and competitive environment,” the authors suggest. “Consequently, [they can] act more decisively when it’s time to commit, be bold, and accelerate execution; or hold back, remain agile, and preserve optionality. These scenarios can help provide the foresight that can improve the odds of success.” A QUOTE “To embed scenario thinking, organizations must institutionalize new mental habits and ways of working.” That’s McKinsey partner Bernardo Sichel and colleagues on how to get past the many cognitive biases that can undermine scenario planning. For example, people may base decisions on what they already know (availability bias) or assume that the future will look just like the past (stability bias). With their natural bias toward stability, leaders may tend to outsource scenario creation to junior team members or external vendors—a “problematic” situation, in the authors’ view, “because when senior leaders aren’t part of the process of developing scenarios, they are less likely to make sense of or act on them.” Rather than hanging back, leaders need to be at the forefront of scenario planning, instilling the idea of change, establishing processes to counter bias, and encouraging the habit of thinking the unthinkable. A SPOTLIGHT INTERVIEW As geopolitical risks increase, companies are challenged to plan in a continually shifting environment. In an interview with McKinsey, top executives from three global organizations discuss their most pressing concerns, which include discordant relationships among countries, the growing prominence of government affairs, widespread disinformation, and the difficulty of staying ahead of current events. One executive emphasizes “the need to make sure, both in terms of how we run our company and how we sell things, that we really do look to have resiliency and redundancy, whether that’s in manufacturing, whether that’s in supply chain, or whether that’s in R&D.” Another leader fears an inconsistently regulated internet: “One thinks about all the benefits that have been derived from an integrated, free, interoperable internet over the past 15 to 20 years, and now look at this future of one that is a ‘splinter net,’ not an internet,” he says. IT’S IN THE CARDS Even the contemplation of multiple scenarios—and having to choose among them to create a plan—can sometimes leave leaders confused and overwhelmed. This classic McKinsey article offers some ways to cut through the clutter. For example, “companies should search for predetermined outcomes—particularly unexpected ones,” recommends the author. Predetermined outcomes are the inevitable consequences of things that are already happening, such as demographic shifts or fluctuations in supply and demand. “As in physics, every economic action has a predetermined reaction,” the author points out. “These reactions are often ignored in business strategy. If uncovered through scenario planning, however, they can generate powerful insights.” Lead by creating effective scenarios. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:10 - 13 Mar 2023

• Test Smarter, Sleep Better With Design-First API Contract Testing: A Real-Life Scenario

  SmartBear

  Last Chance to Register!

  VIEW IN BROWSER Webinar Invitation   Test Smarter, Sleep Better With Design-First API Contract Testing: A Real-Life Scenario Join us this week to dive deeper into the integration for enhanced API designing + testing! Register Now   Imagine a world where you don’t have to wake up at 3 AM to fix an easily preventable API outage. Or one where you catch errors earlier in the cycle, rather than wait for others to confirm if your changes caused code to break. Join this webinar for an interactive walkthrough of design-first API contract testing - the solution to preventing API service outages. Our poster boys for design-first API contract testing, Yousaf Nabi and Alex Bonstrom, will show you a real-life implementation of the SwaggerHub and PactFlow integration for your API provider and API consumer teams.   Hope to see you there! P.S. Not sure to join? As a live attendee you'll find this format gives you a lot of value in a short amount of time - especially if you have questions. (You can catch the recording later, but potentially get a lot more out if you join us live.)   Molly Farmer Growth Marketing Manager, SmartBear swaggerhub-team@smartbearmail.com

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

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  by "Molly from Smartbear" <swaggerhub-team@smartbearmail.com> - 01:36 - 13 Mar 2023

• The global order is fragmenting. How can leaders anticipate geopolitical risks?

  On Point

  Black swans, gray rhinos, and silver linings ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Getting ahead of geopolitics In the news • More volatility. Businesses could confront additional volatility in 2023 as tensions between major world powers come to the fore. No longer relegated to dinner party talk, geopolitics have become a chief concern for executives, according to one expert. More and more countries are using financial measures to achieve strategic national goals. That means complications such as economic sanctions and trade restrictions. C-suite leaders are looking to establish geopolitical risk management functions at their companies. [WSJ] • Diversifying supply chains. High inflation, increasing interest rates, and strained international relations are prompting companies to reconfigure supply chains for greater resilience. Businesses are navigating a raft of challenges, including Europe’s energy crisis and the possibility of regional conflicts in Asia, the latter of which could disrupt an important source of electronic chips. Since relying on a single supplier is risky, many companies are turning to dual sourcing, says one business school professor. [FT] In our era of volatility, the need for board-level strategic conversations on geopolitical risk is vital. On McKinsey.com • What concerns CEOs. The global order is still reeling from disruptions related to the war in Ukraine. A central concern among global CEOs we have spoken with is whether and how they will contend with additional geopolitical ruptures when they occur, reveal McKinsey senior partner Andrew Grant and coauthors. Even as boards and CEOs work to build capabilities in managing risks and developing geopolitical resilience, looking around the corner has become key to strategy and performance. In other words, scenario planning is squarely back. • Anticipate risks. Geopolitical scenarios can be viewed through three lenses: black swans, gray rhinos, and silver linings. The first, black swans, are commonly known as unexpected events that carry major impacts. The war in Ukraine was arguably the core case study in 2022. Although black swans are inherently unpredictable, anticipating as wide a range of scenarios as possible is crucial for sound planning. Consider how organizations might both anticipate geopolitical risks and define their role in shaping the environment around them. Develop geopolitical resilience — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:21 - 12 Mar 2023

• The week in charts

  The Week in Charts

  The market value of metaverse activity, Black talent, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored the market value of metaverse activity, Black talent, women in tech, first-time biotech launches, and the commercial aviation industry. FEATURED CHART Meta-value See more This week’s other select charts Building up Black tech talent An uneven distribution of women in tech Launch and learn Plane planning  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:39 - 11 Mar 2023