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Lessons in resilience from Ukrainian businesses
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:49 - 17 May 2023 -
Reminder: Trends in AI
Reminder: Trends in AI 0.7.4
Dear MD Abul,Next week, on May 23, Timothy Owens and Vadim Makarenko, Research Digital at Statista, will share crucial insights into trends and developments in artificial intelligence.Register here for the free webinar. We look forward to welcoming you!
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by "Statista" <webinars@statista.com> - 10:08 - 16 May 2023 -
[Online workshop] Troubleshoot faster with distributed tracing
New Relic
Register for this online workshop on 30th May at 10 AM BST/ 11 AM CEST to get a comprehensive introduction to understanding and working with distributed tracing in New Relic. While APM transaction tracing is helpful for analyzing calls in a single application, distributed tracing broadens your view by showing the path a request takes across multiple applications and services–from start to finish.
In this practical session, you’ll find out about how New Relic distributed tracing can extend your transaction tracing capabilities, and understand how distributed tracing works and can be configured for different environments.
With hands-on labs in a sandbox environment, you’ll learn how to:-
Configure: options for standard and infinite tracing, New Relic Edge.
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See trace data next to your other application data.
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Quickly troubleshoot latency and error issues.
Register now Need help? Let's get in touch. 
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by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 16 May 2023 -
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Sustainability IT tools for partners and latest APC news for you
Schneider Electric
Grow your company with sustainability expertiseNow is the time to prepare for the new building standards and customer demands emerging in today's changing energy landscape.
By taking courses at our interactive Sustainability School, you will understand why sustainability is a business priority and gain knowledge on Sustainability Offers and Tools.
Access our trainings and additional resources dedicated to help you address sustainability challenges and improve your sustainability plans.
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Introducing Elysia NgWe are pleased to announce that Elysia Ng, currently Channel Head of Singapore, Malaysia, and Brunei is replacing Angela Wang and taking lead of our entire Channel business for East Asia.
© 2023 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> - 02:00 - 16 May 2023 -
Opportunity still knocks for multinationals in China. How can leaders rethink their businesses?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Competing in China. Even amid geopolitical tensions and increased climate risk, China still represents significant opportunities for growth for multinational companies (MNCs) if they adjust their strategies, explain McKinsey Global Institute (MGI) director Kweilin Ellingrud and MGI partner Jeongmin Seong in an episode of the Future of Asia Podcast. Over the past decades, China’s real GPD grew at an average of almost 10% per year, Ellingrud says. Paying attention to the nation’s changing demographics and consumer preferences are just two of the ways companies can compete.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 16 May 2023 -
Keep Temperature Sensitive Goods at the Right Temperature with Temperature Monitoring Software
Keep Temperature Sensitive Goods at the Right Temperature with Temperature Monitoring Software
Don't let temperature variations put the products at risk. Ensure that the products are always stored and transported at the right temperature.
Find Out What Makes Our Software Stand Out from the Crowd
Realtime temperature monitoring
Eliminate the need for manual checks and guesswork. Get instant, accurate temperature readings and alerts of temperature fluctuations.
Insightful reports
The reports are highly customizable to meet specific needs, and can include a range of information such as temperature readings, time stamps, location data, and more.
Warning alerts
Set customized temperature thresholds for each storage or transportation unit. If the temperature falls outside of the specified range, you'll receive instant alerts via email, SMS, or push notification.
Empower your clients with temperature monitoring to ensure the freshness of the product
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 16 May 2023 -
The art of data: Empowering art institutions with data and analytics
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:03 - 15 May 2023 -
HR, new and improved: A leader’s guide
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
The COVID-19 pandemic brought about a profound awareness of mental- and physical-health challenges in the workplace—and effected many lasting changes in organizational functions, notably human resources. Long associated with cost efficiency and compliance, HR found itself at the center of conversations about meeting employee needs and expectations, creating inclusive environments, engaging and motivating workers, and coming up with innovative ways to reskill and upskill talent. Our research shows that in the future of work, HR is no longer a stodgy support function but a strategic business partner that is “as relevant to success as R&D, sales, or production.” This week, we explore some highlights of HR’s makeover.
It may sound simplistic to say that listening is at the heart of good people management, but our experience at McKinsey bears this out. In March 2020, when the pandemic hit and we switched to a remote-work model, we knew that our annual employee survey alone could not address the extraordinary changes that were affecting employees during the crisis. In response, McKinsey built a continuous-listening strategy based on a short weekly pulse survey of how employees were feeling. Their responses were combined with anonymized employee data derived from advanced analytics. Using this information, leaders could intervene in a timely manner while preserving employee privacy. Postpandemic, the survey continues to collect a wealth of data on employee issues and concerns, but it “doesn’t just happen,” say McKinsey analysts. “Such an approach requires robust data management and IT systems, analytical expertise, and leaders’ time and attention.”
That’s the number of innovation shifts influencing the development of new HR models, according to research led by McKinsey’s Sandra Durth, Neel Gandhi, Asmus Komm, and Florian Pollner. For example, the increasing popularity of agile methodologies leads to a greater focus on speed, responsiveness, and employee engagement in the HR function; organizations’ growing commitment to improving customer and employee experiences translates into personalized HR services and more streamlined data and processes. The researchers suggest that people leaders “consciously select the most relevant of these innovation shifts to transition gradually toward their desired operating-model archetype.”
That’s McKinsey senior partner Bill Schaninger and colleagues on why current HR models need to change. Our research on how companies can best organize for the future shows that bold actions on nine imperatives in three critical areas—purpose, operating models, and growth strategies—separate top performers from the rest. HR plays a critical role in facilitating positive change in each of these areas: for example, in the case of purpose, HR leaders can ensure that the organization lives its purpose and values and that purpose is manifested in tangible leadership and employee behaviors.
“I think it’s a misconception we have—that well-being and high performance are somehow mutually exclusive, that these two things can’t coexist,” says Annastiina Hintsa, CEO of coaching firm Hintsa Performance, in an interview with McKinsey. Shaken by an early-career burnout, Hintsa cautions leaders to pay attention to their own physical and mental health as well as that of the people they lead—and to do so before a crisis occurs. “Just trying out little behavior changes can make a positive difference,” she says. For example, a CEO went from sleeping six hours a night to eight. “By changing that one little thing, he realized significant benefits. He was more aware of everything going around him, more in tune with his own emotions, more able to recognize emotions in others.” In conversations with McKinsey, the majority of human-resource leaders call for a shift to people-centric policies.
The trend toward creative corporate job titles hasn’t bypassed the HR function. For example, you could style yourself as “head of optimistic people” or “happiness activator.” But witty titles aren’t always a good idea. A standard title allows for more consistency and equity across an organization; it’s also easily read by applicant-tracking systems and signals to recruiters exactly where you stand in terms of rank, salary, and suitability for open roles—a clear advantage at a time when talent is scarce. If your résumé says you were “director of fun” at your previous job, you may have a tough time finding a new one.
Lead with humanity.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:39 - 15 May 2023 -
Speed is key to a successful transformation. How can companies maintain momentum?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• The need for speed. Transforming the portfolio, operating model, balance sheet, and digital and talent strategies can build enterprise-wide resilience. This helps organizations better handle adversity, respond nimbly to change, and thrive even in challenging times. Yet McKinsey research shows that transformations are tough to pull off. One factor especially stands out: speed. In today’s business environment, companies need value to land quickly, McKinsey partners Louisa Greco and Zachary Silverman share.
• Start out right. One problem is that entrenched behaviors and practices can make it difficult to achieve rapid outcomes. Sprinting at the start turns the initial burst of ideas into an achievable, rigorous plan within a few short months. McKinsey analysis finds that successful transformations typically implemented initiatives that delivered 57% of value within six months and 74% of fully ramped-up value by the end of the first year. See three crucial actions organizations can take so that the changes in a transformation stick.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:14 - 15 May 2023 -
The week in charts
The Week in Charts
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Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:21 - 13 May 2023 -
Cómo afrontan la disrupción los principales CEOs
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A partir de la crisis financiera de 2008, los CEOs han tenido que lidiar con una disrupción externa tras otra, las cuales han cambiado el juego. Para liderar a través de la volatilidad constante, los CEOs del futuro necesitarán valor y agilidad, escriben Meagan Hill, Celia Huber, Ishaan Seth y Kurt Strovink. La primera historia destacada de este mes analiza cómo las nuevas exigencias a los CEOs han alterado el proceso de preparación para el puesto. En nuestra segunda historia destacada, Homayoun Hatami, socio sénior y managing partner global de capacidades clientes, y la Chief Client Officer, Liz Hilton Segel, hablan sobre cómo los CEOs pueden comenzar a ir hacia delante para encontrar nuevas oportunidades en medio de la turbulencia y el cambio continuo. Otros temas destacados de la edición de este mes son los siguientes:
• Cómo JPMorgan Chase sintetiza la tecnología, el diseño del lugar de trabajo y la experiencia de los empleados.
• Por qué las empresas deberían tratar a la TI como una capacidad estratégica.
• Los complejos cambios que podrían transformar el sector de la movilidad para 2035.
• Cómo encontrar el enfoque correcto para el desarrollo de capacidades de marketing.
La selección de nuestros editores
LOS DESTACADOS DE ESTE MES
Construir la oficina del futuro
El director inmobiliario global de JPMorgan Chase explica cómo y por qué la compañía está invirtiendo en el lugar de trabajo del mañana.
Construya con propósito
Empresas: La TI sí es su problema
Para que la tecnología de la información (TI) de la empresa funcione mejor, el área de negocios debe involucrarse más.
Trate la TI como una capacidad estratégica
Movilidad en el futuro 2022: La exageración se convierte en realidad
Se ha seguido avanzando en muchos frentes de la movilidad, a pesar de los crecientes desafíos.
Mire hacia el futuro
Marketing moderno: Seis capacidades para equipos multidisciplinarios
El enfoque habitual del marketing ya no es suficiente. Para tener éxito en el marketing moderno, los profesionales deben desarrollar un amplio conjunto de habilidades y dar prioridad a la colaboración.
Encuentre el enfoque correcto
Los inversionistas que importan todavía quieren que las empresas se concentren en el largo plazo
Nuestra última encuesta a directores de inversiones de fondos de renta variable a largo plazo muestra (una vez más) que buscan invertir en empresas que den prioridad a los fundamentos empresariales a largo plazo sobre los objetivos a corto plazo.
Cree valor a largo plazo
Cerrar otra brecha digital: Accesibilidad para consumidores invidentes y con baja visión
Las empresas tienen la oportunidad de construir relaciones duraderas con los consumidores invidentes o con baja visión. Hacerlo requiere de un enfoque proactivo e inclusivo en el ámbito digital.
Haga la diferenciaEsperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés.
McKinsey Explainers
Find direct answers to complex questions, backed by McKinsey’s expert insights.
Learn more
McKinsey Themes
Browse our essential reading on the topics that matter.
Get up to speed
McKinsey on Books
Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by NPD.
See the lists
McKinsey Chart of the Day
See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth.
Dive in
McKinsey Classics
To help ensure a successful transition, leaders can take stock and then take action across five
key dimensions. Learn what they are with our classic, “Successfully transitioning to new leadership roles.”
Rewind
Sign up for leadership insights
Delivered Mondays, our Leading Off newsletter features revealing research and inspiring interviews to empower you—and those you lead.
Subscribe— Edited by Eleni Kostopoulos, managing editor, New York
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Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:02 - 13 May 2023
