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by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:10 - 11 Sep 2022 -
Here’s what life could be like in the 2030s
Harmony Internal - McKinsey
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Curated by Eleni Kostopoulos
Digital Publishing Manager, New YorkFor many companies—and many industries—the COVID-19 pandemic set off a period of head-spinning change. They realized they were capable of moving faster than they ever thought possible. They went digital in a matter of days, not years. They offered new services almost overnight. If companies sustain this newfound speed and agility, it’s conceivable that more innovation will happen in the next ten years than in any previous decade in modern history. Life in the 2030s could be vastly different from today. In our multimedia series called The Next Normal, business leaders and McKinsey experts describe what the 2030s might look like:
• Partner Jesse Klempner sees a future in point-to-point transport (that is, the idea that you can launch a rocket from New York and land in Paris in 30 minutes).
• Partner Anna Pione sees offerings that let consumers triage medical issues mostly by themselves, so they’d bring in a doctor only when absolutely necessary.
• Senior partner Aditya Sanghvi sees the high-rise of the future as a mixed-use building: maybe an office for ten floors, apartments for 15 floors, a hotel for ten, and a club area at the top.
Explore our new The Next Normal interactive for more evocative—and provocative—predictions across industries, and check out individual editions below.
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 06:07 - 11 Sep 2022 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:28 - 10 Sep 2022 -
El por qué y el cómo de ESG
McKinsey&Company
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Destacados mensuales, Septiembre de 2022 Las organizaciones han estado asignando más recursos para mejorar los criterios ASG (ambientales, sociales y de gobernanza o ESG por sus siglas en inglés), pero el acrónimo siempre se ha enfrentado con dudas y críticas, en concreto, por ser percibido como una distracción y por ser intrínsecamente difícil. Los socios sénior de McKinsey Lucy Pérez, Viviana Hunt, Hamid Samandari y los coautores ofrecen refutar esas afirmaciones, y aseguran que ASG ahora es más esencial, relevante y cuantificable que nunca. ¿Realmente importa ASG a las empresas? ¿Cuál es la razón estratégica basada en el negocio? Este mes, nuestros artículos destacados analizan el porqué ASG es importante para las empresas, así como el cómo las empresas pueden adoptar un enfoque ASG más sistemático y gratificante. Otros temas destacados en la edición de este mes incluyen: - Diez imperativos que deberían guiar a las organizaciones que buscan crecer y ganar más que sus pares
- Por qué las empresas deberían centrarse en la resiliencia y los costos, pero también hacer apuestas intencionales para el crecimiento a largo plazo
- Las consecuencias de una inminente crisis alimentaria
- Las conexiones en el lugar de trabajo y por qué son importantes
La selección de nuestros editores 
¿Importa realmente ASG y por qué? Aunque se han planteado preguntas válidas sobre los criterios ASG, es probable que la necesidad de que las empresas entiendan y aborden sus externalidades se vuelva esencial para mantener su licencia social. Genere un impacto significativo 
Cómo hacer ASG realidad La licencia social bien puede resultar más importante que nunca en los próximos años. Aquí se explica cómo las empresas pueden adoptar un enfoque más sistemático y gratificante para hacer realidad los aspectos ambientales, sociales y de gobernanza. Sea efectivo LOS DESTACADOS DE ESTE MES 
Las diez reglas del crecimiento La investigación empírica revela lo que se necesita para generar un crecimiento que cree valor en la actualidad. Siga un plan holístico 
La gran incertidumbre: Confianza y comportamiento del consumidor de EEUU en tiempos de inflación Nuestro último estudio de Consumer Pulse muestra que hay más presión que nunca sobre la confianza del consumidor. Sin embargo, pese a la sensación general de pesimismo, hay señales de esperanza en el comportamiento de los consumidores. Conozca el sentimiento del consumidor 
Una reflexión sobre los desafíos de la seguridad alimentaria global en medio de la guerra en Ucrania y el impacto inicial del cambio climático Los acontecimientos geopolíticos y climáticos están afectando la resiliencia del sistema alimentario. Esto es lo que sucedió este año, lo que puede ocurrir el próximo, las posibles consecuencias y lo que se puede hacer al respecto. Esté preparado 
Los efectos de la red: Cómo reconstruir el capital social y mejorar el desempeño corporativo Las redes profesionales de las personas se han reducido desde el inicio de la COVID-19, mientras que los retos de deserción y contratación de las empresas están creciendo. Para ayudar a revertir estas tendencias, las personas y las organizaciones deben gestionar las interacciones en el lugar de trabajo de manera más intencionada. Aquí se explica cómo. Explore los hallazgos 
La raza en el lugar de trabajo: La experiencia en los empleos primera línea Tres de cada cuatro trabajadores de primera línea quieren ser ascendidos, pero menos de uno de cada cuatro lo logra. Las empresas pueden tomar medidas específicas para apoyarlos mejor. Obtenga nuevos conocimientos de DEI 
Cuando delegar no funciona: Cinco cosas que solo el CEO de La empresa puede hacer para crear nuevos negocios La creación de negocios es cada vez más importante para la resiliencia de las empresas, y los directores generales están especialmente capacitados para ese trabajo. Aquí se presentan cinco tareas que los CEOs pueden realizar para desarrollar nuevos negocios exitosos. Trace un camino audaz Esperamos que disfrute de los artículos en español que seleccionamos este mes y le recomendamos explorar también los siguientes artículos en inglés. SPECIAL FEATURES 
2022 summer reading guide McKinsey’s annual book list from leaders, authors, and editors is back—with something for everyone. Browse 100+ picks 
Spotting green business opportunities in a surging net-zero world Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way. Make bold moves 
My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch the latest episode 
The McKinsey Crossword Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Play on 
McKinsey Classics Hard times call for creative solutions. How can companies maintain or improve their service levels while managing costs? Read our classic article, “Maintaining the customer experience.” Rewind 
Readers & Leaders Read a sample of our Readers & Leaders newsletter, and sign up for it or any of our 40+ free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest
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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:33 - 10 Sep 2022 -
Asian Americans in the workplace, geopolitical resilience, and more big reads for the weekend
Harmony Internal - McKinsey
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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS
Joyce Yoo
Digital Editor, New YorkAs we approach fall in the Northern Hemisphere, get caught up on some of this week's big reads on micromobility, the Asian American experience in the workplace, geopolitical resilience, and more.
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:08 - 9 Sep 2022 -
Strategic courage in an age of volatility
Harmony Internal - McKinsey
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New from McKinsey Quarterly
Strategic courage in an age of volatility
Focus now Related Reading
Laxman Narasimhan on corporate purpose during a crisis
Hear Starbucks’ incoming CEO Laxman Narasimhan discuss how corporate purpose helped Reckitt navigate the pandemic on our Inside the Strategy Room podcast.Share these insights
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 04:16 - 9 Sep 2022 -
To outearn competitors, start with ten steps to outgrow them
The Shortlist
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Edited by Barbara Tierney
Senior Editor, New YorkThis week, empirical research on what it takes to generate value-creating growth. Plus, an interview with Andy Penn, who just stepped down as Telstra’s CEO after leading a transformation of the Australian telecom, and a McKinsey expert on how the Great Resignation is giving employees and employers alike the chance to reshape the nature of work.
Room to grow. The past 15 years haven’t been stellar for corporate growth rates. After the global financial crisis, the world’s largest companies grew at half the rate they did before 2008. A typical company grew at a paltry 2.8 percent per year during the ten years preceding the COVID-19 pandemic, and only one in eight recorded growth rates of more than 10 percent per year. Now, with a slowing global economy, rising inflation, and geopolitical uncertainty, growth that delivers profits and shareholder value may become even more elusive.
A critical driver. McKinsey recently conducted a study of the growth patterns and performance of the world’s 5,000 largest public companies over the past 15 years. The research showed that an extra five percentage points of revenue per year correlates with an additional three to four percentage points of total shareholder returns (TSR)—the equivalent of increasing market capitalization by 33 to 45 percent over a decade. Companies that managed to grow faster and more profitably than their peers during that period did even better, generating shareholder returns six percentage points above their industry averages.
A ten-point plan. As senior partner Chris Bradley and his colleagues discuss in “The ten rules of growth,” business leaders can follow a holistic growth blueprint that allows them to overcome obstacles to growth. The list of imperatives includes starting with a winning, scalable formula; focusing on growth in your core industry; combining healthy organic growth with serial acquisitions; and focusing on growth where you have an ownership advantage.
Make the trend your friend. This age-old axiom holds especially true today as the acceleration of pre-COVID-19 trends widens the gap between corporate winners and laggards. Over the past 15 years, companies that expanded in ways that maintained or increased their exposure to fast-growing, profitable segments generated one to two percentage points of additional TSR annually. This suggests that organizations already in attractive markets should keep investing to stay ahead of the pack.
Leading the way. As senior partner Jill Zucker and her team note in “Choosing to grow: The leader’s blueprint,” leaders who outperform their peers not only think, act, and speak differently; they align their organizations around a shared mindset, strategy, and capabilities. Drawing on McKinsey research, the article looks at how growth-oriented leaders shape their thinking and actions toward growth over both short- and long-term horizons. They react decisively to shorter-term disruptions that can be turned into opportunities—what we call “timely jolts”—and build organizational resilience to respond to disruption.
Students in higher education are eager to continue using new classroom learning technologies adopted during the pandemic, according to McKinsey research. In a survey, more than 60 percent of students said that all the classroom learning technologies they’ve used since COVID-19 began had improved their learning and grades. Two technologies in particular stood out for boosting academic performance: 80 percent of students cited classroom exercises, and 71 percent cited machine learning–powered teaching assistants.
Since he became the CEO of the Australian telecommunications company Telstra in 2015, Andy Penn has seen his fair share of challenges, from network outages that shook the company’s core value proposition to building the right leadership team to staying the course in the face of impatient market expectations. In an interview conducted before he stepped down from the role on September 1, Penn discusses the challenges of transforming an organization while maintaining an innovative spirit and employee engagement. “You’ve got to be unreasonable because that’s how you stretch the aspiration and how you ultimately get the best out of your people and your teams,” he says.
More on McKinsey.com
INTERVIEW
Three questions for
Bonnie Dowling
Bonnie Dowling, an associate partner in McKinsey’s Denver office, helps clients with transformations and organizational health. During the pandemic, she has focused on virtual and in-person hybrid-work operating models, employee engagement and retention, and leadership development.
You’ve been leading McKinsey’s research into the Great Attrition since it began in 2021. What has struck you most about this job-quitting trend over time? Where do you see it heading?
What will the new global economic picture mean for the trend?
Your latest research surfaced five employee profiles, or ‘personas’ of workers that companies can pursue to fill open jobs. Which persona would you be?
At the end of the day, it’s a really exciting time to be an employee, and in my opinion, an employer as well. We have the opportunity to reimagine and reshape the very nature of work—how it is done and the role that it plays in our lives. Getting it right not only gives employers an incredible advantage but also lays the foundation for a new, more effective and efficient way of working for employees, employers, and their customers.
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:30 - 9 Sep 2022 -
Need help choosing your next book?
On Point
Edited by Vanessa Burke
Copy Editor, Atlanta• Take your pick. In the midst of constant change and uncertainty, in 2022, CEOs and other leaders, including McKinsey global managing partner Bob Sternfels and senior partners Tracy Francis and Sven Smit, are recommending books that offer potential answers but also historical context in our annual summer reading guide. Peruse a plethora of books on global issues such as war and inflation, as well as history, science and technology, workplace culture, fiction, and other genres. For even more books, we’ve also provided an additional 14 curated reading lists.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:17 - 9 Sep 2022 -
Reducing food loss: What grocery retailers and manufacturers can do
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
More than two billion tons of food—representing up to 40 percent of the world’s food—are lost or wasted every year, yet one in nine people in the world can’t get enough to eat. Indeed, food loss and food waste are major global problems, which have been exacerbated by the war in Ukraine, the pandemic, and climate change. Fortunately, despite these dire statistics, reducing food loss is immensely achievable according to Clarisse Magnin, Björn Timelin, and their coauthors. In a new article, they lay out the unique opportunity food manufacturers and retailers have to cut food loss by 50 to 70 percent. See why addressing this problem is not only the right thing to do but also a good business practice. Check it out and turn food loss into big wins. — Joyce Yoo, digital editor, New York 
Reducing food loss: What grocery retailers and manufacturers can do An estimated $600 billion worth of food is lost during or just after harvest. Can manufacturers and grocers do anything about it? Definitely—and it will be good for business, people, and the planet. Enable lasting change 
Quote of the Day “We should always understand and respect the opportunity cost of time and resources. Humans don’t quit enough for two main reasons. The first is that society tells us quitting is repugnant. The second is that we neglect our opportunity cost of time.” —John List, chief economist at Walmart and a professor at the University of Chicago, discusses opportunity cost in a recent episode of the Inside the Strategy Room podcast
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Overcoming obstacles to the electrification of transportation In an interview at the M30 Mobility Summit, Navistar’s Michael Grahe shares his views on the latest developments in mobility. Collaborate and adapt
Freight forwarders’ earnings amid carrier-rate volatility Three key charts reveal the relationship between freight forwarders’ rates and earnings. Explore 3 charts
Space: Building a digital infrastructure above the sky Venture capitalist Mark Boggett offers an investor’s view of the strides being made in space technology, its practical applications, and its potential impact. Seize the opportunity
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:54 - 8 Sep 2022 -
Your exclusive invite to the Innovation Summit World Tour Keynote
Schneider Electric
See for yourself: Innovations for a Sustainable World
The pace of change has never been faster. So how do we stay competitive in today’s business environment? How do we satisfy ever-evolving customer needs?
By cleverly rethinking how we do what we do. That's key to thriving in business while contributing to a more sustainable world, and it's easier than you think.
Join us for the virtual Global Keynote and World Premiere with Schneider Electric Chairman and CEO, Jean-Pascal Tricoire, on October 12, 2022 at 1:00 PM CEST, to dive into this enthralling topic. Spoiler alert: Everything you need to make your business more digital, electric, sustainable and efficient is available right now.
Insights that inspire changeDigitization and electrification are key to greater sustainability and efficiency. Where do you start? Find out in an exciting keynote from our Chairman & CEO Jean-Pascal Tricoire.
© 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.
by "Schneider Electric" <reply@se.com> - 04:06 - 8 Sep 2022 -
It’s back-to-school time—and for some, a final bid for back to the office
On Point
Edited by Katy McLaughlin
Senior Editor, Southern California• Rewriting history. A popular trope suggests that offices used to be densely packed hives of activity. But prior to COVID-19, between 10% and 20% of desks in most traditional offices went unassigned, with another 20% or more of assigned desks sitting empty, McKinsey partners Naomi Hudson, Martin Rosendahl, and colleagues share. Instead of getting everyone “back to the office,” leaders should focus on their offices’ purpose and accept that many companies no longer need so much space.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:18 - 8 Sep 2022 -
Investing in—and with—Black consumers in financial services
Harmony Internal - McKinsey
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Edited by Joyce Yoo
Digital Editor, New YorkIn 2019, the average Black American family’s wealth was about an eighth of that of the average White family. And while Black Americans are looking to increase spending on financial services, historical exclusionary policies have contributed to a difficult relationship with financial institutions. What can banks and insurance providers do to address this racial wealth gap in the US and better serve Black consumers? In a new article, Samuel Abrams, Munya Muvezwa, Tawanda Sibanda, and Shelley Stewart III estimate that financial-services providers that offer more equitable products and services can earn $225 billion in cumulative spending from Black consumers from 2022 to 2030. Take a look and see the five strategies retail banks, wealth managers, and insurance providers can implement to help Black consumers build economic security. 
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—Mark Boggett, managing director of Seraphim Capital, on opportunities in space in a recent episode of the At the Edge podcast
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:21 - 7 Sep 2022 -
In uncertain times, how do you lead with courage?
On Point
Edited by Belinda Yu
Editor, Atlanta• Don’t play defense. CEOs, board members, and others all share that today’s environment is perhaps the most challenging one that they have ever faced, note McKinsey senior partners Michael Birshan, Ishaan Seth, and Bob Sternfels. Organizations confront many challenges: the war in Ukraine, rising inflation, the ongoing global pandemic, supply chain bottlenecks. Although many executives are adopting a defensive stance, our research on corporate resilience suggests that cautious, “wait and watch” tactics tend to produce median company performance.
• Volatile times. The most effective leaders focus on near-term threats while also moving boldly into the future. Such leaders understand that when volatility is high, seeing accurately more often than rivals creates competitive advantage. One global bank achieved this by tapping into the collective wisdom of roughly 70 of its chief country officers. This group uncovered trends that enabled sales teams to better identify client opportunities, giving the company an important advantage with clients. To compete in an age of volatility, focus on three critical areas.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:46 - 7 Sep 2022 -
Unconscious bias affects everyone. Here’s how to change that.
Harmony Internal - McKinsey
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Edited by Katherine Tam
Digital Editor, New YorkWhat can be done to eliminate unconscious bias? And why should those who express bias want to give it up or change? These are the questions science journalist Jessica Nordell explores in a new Author Talks interview. She notes that unconscious bias, or the subtle, more ambiguous forms of prejudice is more harmful in the workplace than explicit discrimination, and shares why it is so critical to address this. Give it a read and see why tackling this problem benefits everyone. And if you’re interested in learning more about cognitive and organizational biases, be sure to also check out this article by Tim Koller and his coauthors which lays out ways to counter emotions with facts.
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:41 - 6 Sep 2022 -
Faster troubleshooting, reduced help desk calls and more efficient engineers- Read more in the IDC report
New research from the International Data Corporation (IDC) explores the value and benefits of using the New Relic observability platform to manage the application development lifecycle and troubleshoot operations. In this report, they found when companies used New Relic it showed:
- 83% faster issue identification for troubleshooting
- 16% more efficient IT engineers
- 22% reduced help desk calls.
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by "EMEA Marketing" <emeamarketing@newrelic.com> - 05:36 - 6 Sep 2022 -
Do you have a side hustle? Unemployment is scarce, while gig work abounds.
On Point
Edited by Katy McLaughlin
Senior Editor, Southern California• Workin’ for a living. McKinsey’s latest American Opportunity Survey (AOS) finds that independent work is booming. In the US, 36% of employed respondents—58 million people when extrapolated from the representative sample—identify as independent workers, up from 27% of the employed population in McKinsey’s previous estimate in 2016. Nearly half of all immigrants report being independent workers, in addition to large numbers of young and lower-income people.
• A hard day’s night. Senior partners André Dua and Kweilin Ellingrud and colleagues’ research reveals that independent workers face more challenges, including in accessing healthcare, nutritious food, and transportation, than permanent workers. Nonetheless, independent workers are remarkably more optimistic about economic opportunity than permanent workers. See McKinsey’s data and analysis of this growing but understudied part of the US workforce.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:40 - 6 Sep 2022 -
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The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:28 - 3 Sep 2022 -
The why and how of ESG
McKinsey&Company
Share this email Monthly Highlights, September 2022 Organizations have been allocating more resources toward improving ESG (environmental, social, and governance) efforts, but the acronym has consistently encountered doubt and criticism—namely, for being perceived as a distraction and intrinsically too difficult. Senior partners Lucy Pérez, Vivian Hunt, Hamid Samandari, and coauthors rebuke those claims, asserting that ESG is now more essential, relevant, and quantifiable than ever. Does ESG really matter to companies? What is the business-grounded, strategic rationale? This month, our featured stories look at the why of ESG (that is, why ESG matters to companies), as well as the how of ESG (that is, how companies can take a more systematic and rewarding approach to ESG). Other highlights in this month’s issue include the following topics: - ten imperatives that should guide organizations seeking to outgrow and outearn their peers
- why companies should focus on resiliency and cost but also make intentional bets for longer-term growth
- the technology trends that matter most for companies in 2022
- why leaders should play offense and defense during times of volatility
Editor’s choice 
Does ESG really matter—and why? Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is likely to become essential to maintaining their social license. Deliver meaningful impact 
How to make ESG real While ESG is likely to evolve both in substance and name in the coming years, its underlying impulse is here to stay. Here’s how companies can take a more systematic and rewarding approach to ESG. Be effective THIS MONTH’S HIGHLIGHTS 
The ten rules of growth Empirical research reveals what it takes to generate value-creating growth today. Follow a holistic blueprint 
The Great Uncertainty: US consumer confidence and behavior during inflationary times Our latest Consumer Pulse research shows that there’s more pressure than ever on consumer confidence. But despite a general feeling of pessimism, there are signals of hope in consumer behavior. Tap into consumer sentiment 
McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Explore the research Strategic courage in an age of volatility Today’s challenging environment requires business leaders to hone their edge in three critical areas: insights, commitment, and execution. Focus now 
Race in the workplace: The frontline experience Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers. Get new DEI insights 
Where delegation fails: Five things only the enterprise CEO can do to build new businesses Business building is increasingly important for company resilience, and CEOs are uniquely suited for the job. Here are five tasks that CEOs can undertake to build successful new businesses. Chart a bold path ALSO NEW A reflection on global food security challenges amid the war in Ukraine and the early impact of climate change Author Talks: Don’t skip the ‘soft stuff’ Network effects: How to rebuild social capital and improve corporate performance Three big moves that can decide a financial institution’s future in the cloud How Americans are feeling about economic opportunities and the future Freelance, side hustles, and gigs: Many more Americans have become independent workers ‘When it comes to mental health, all countries are developing countries’ The growth triathlon: Three pathways to extraordinary growth in the consumer sector People and places: How and where to work next ‘Making the world a better place never feels like work’: An interview with chief DEI officer Indhira Arrington Author Talks: 25 million … and counting SPECIAL FEATURES 
2022 summer reading guide McKinsey’s annual book list from leaders, authors, and editors is back—with something for everyone. Browse 100+ picks 
Spotting green business opportunities in a surging net-zero world Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way. Make bold moves My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch the latest episode The McKinsey Crossword Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Play now 
McKinsey Classics Hard times call for creative solutions. How can companies maintain or improve their service levels while managing costs? Read our classic article, “Maintaining the customer experience.” Rewind 
Readers & Leaders Read a sample of our Readers & Leaders newsletter, and sign up for it or any of our 40+ free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest
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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:22 - 3 Sep 2022 -
Voltage ideas, biases, and more essential reads: The Daily Read weekender
Harmony Internal - McKinsey
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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS
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Digital Editor, New YorkIt's Labor Day weekend in the US and the unofficial end of summer. Take a moment over the long weekend to dive into some of this week's big reads on biases, hybrid selling models, voltage ideas, and more.
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:53 - 2 Sep 2022
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