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A devilish duality: How CEOs can square resilience with net-zero promises
Harmony Internal - McKinsey
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A devilish duality: How CEOs can square resilience with net-zero promises
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 04:45 - 4 Nov 2022 -
‘It’s important to bring the spirit of emergencies to the long term’
Harmony Internal - McKinsey
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:04 - 4 Nov 2022 -
Webinar: Sangoma 3rd Party Integration: All You Should Know
Webinar: Sangoma 3rd Party Integration: All You Should Know
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by "Sangoma Technologies" <webannounce@sangoma.com> - 03:31 - 4 Nov 2022 -
The ‘other’ nuclear energy is a powerful climate solution. Is its time coming?
The Shortlist
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Edited by Barbara Tierney
Senior Editor, New YorkThis week, why the case for nuclear fusion is growing stronger. Plus, how a labor shortfall could affect plans to upgrade US infrastructure, and a McKinsey partner and former international sailing champion shares her favorite podcasts.
WHAT WE’RE LISTENING TO
Helen Mayhew
Helen Mayhew, a McKinsey partner based in Sydney and a leader of QuantumBlack, AI by McKinsey, helps organizations use advanced analytics to create business value. Passionate about sailing, Helen is a former world champion and was a training partner to team Great Britain at the Olympics. She fell in love with Australia after sailing the famed Sydney to Hobart yacht race.
I have always loved podcasts, but life during the pandemic brought my enjoyment to a whole new level. During lockdown, first in London and then in Sydney, podcasts became a portal to the outside world—and also a form of escapism. Now that the world is (mostly) back to normal, I still love to learn about how technology is changing the world or to dive into people’s life stories. Here are a few of my favorites:
There is a fantastic complementarity between the Masters of Scale podcast, which explores the ideas behind some of Big Tech’s most notable success stories, and How to Fail with Elizabeth Day, which focuses on the exact opposite: what failure teaches people. One of my favorite episodes was with Brené Brown, who speaks so powerfully about the positive impact of leading with humility and vulnerability. Her own podcast, Brené Brown’s Dare to Lead, inspired by her book of the same name, is also consistently thought-provoking. A recent two-part episode with Adam Grant and Simon Sinek is fantastic on the current shifts that we are seeing in the workplace, from the reality of hybrid models to quiet quitting and beyond.
Macroeconomic and political podcasts can be gloomy, so I try to find happier offerings, such as Reasons to be Cheerful with Ed Miliband and Geoff Lloyd, which takes a dogmatically positive perspective on ideas that would benefit society, from the environment and education to healthcare and philanthropy. For more general reflections on what happiness and purpose mean to people, I love the Happy Place podcast with Fearne Cotton. I was touched by an episode with Richard E. Grant on grief, when he reveals the mantra given to him by his late wife: “Try to find a pocketful of happiness each day.”
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:29 - 4 Nov 2022 -
When the next pandemic is here, will healthcare leaders be ready?
On Point
Edited by Belinda Yu
Editor, Atlanta• Unprepared. When COVID-19 was declared a pandemic, many countries found themselves unprepared. The public-health crisis exposed long-standing vulnerabilities, such as flawed communication between public-health officials and healthcare systems. In short, public-healthcare systems weren’t as resilient as had been assumed, explain McKinsey senior partners Lieven Van der Veken and Matt Wilson and their coauthors. To help leaders assess their state of readiness to tackle the next health crisis, McKinsey designed a Pandemic Preparedness Survey.
• Responding to the next crisis. Global efforts to strengthen pandemic preparedness are under way now. The US has proposed billions of dollars in new related spending and is creating a center for epidemic forecasting. Meanwhile, Europe has launched the Health Emergency Preparedness and Response Authority. But attention spans can be short, and public-health leaders may need to show that new funding is creating measurable improvements. See a framework that public-health leaders can use to help direct investments to the areas of greatest need.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 4 Nov 2022 -
Understanding good strategy and bad strategy
Harmony Internal - McKinsey
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Edited by Joyce Yoo
Editor, New YorkWhat is strategy? Business leaders are often focused on ambitions and achieving results—and less about developing an action plan, according to Richard Rumelt, professor at the UCLA Anderson School of Management. But strategy is a journey that one takes by solving problems, he says. “It is how you overcome the obstacles that stand between where you are and what you want to achieve,” and the “gap between action and ambition is where most bad strategies come from.” Get into a problem-solving mindset and tune into a recent episode of the Inside the Strategy Room podcast to hear his conversation with McKinsey senior partner Yuval Atsmon and see how companies should reimage strategy amid a rapidly changing world.
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—Ari Wallach, founder and executive director of the futurist think tank Longpath Labs, on why it’s important to focus on the long term in a recent Author Talks interview
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:35 - 3 Nov 2022 -
Reminder: The Future of Urban Mobility
Reminder: The Future of Urban Mobility 0.7.4
Dear MD Abul, Next week, on November 10, Nick Maynard, Head of Research at Juniper and Erick Burgueño Salas from Statista, will present a comprehensive view of the Mobility-as-a-Service market, how it works in practice, the key trends, and what the future holds.
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by "Statista | Webinars" <webinars@statista.com> - 01:02 - 3 Nov 2022 -
Announcement: Sangoma at Africa Com
Announcement: Sangoma at Africa Com
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by "Sangoma Technologies" <webannounce@sangoma.com> - 05:01 - 3 Nov 2022 -
Women leaders are leaving jobs like never before. The next generation is set to follow.
Intersection
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Edited by Justine Jablonska
(she/her/hers)
Editor, New YorkInsights and strategies to nurture diversity, equity, and inclusion in the workplace. In your mailbox every two weeks.
First, there was the Great Attrition. Now, there’s the “Great Breakup”: women leaders, already underrepresented in organizations, are quitting at the highest rates we’ve ever seen. In this issue, we explore the implications for organizations that are struggling to retain the relatively few women leaders they have, as well as how intersectionality deepens these dynamics. Check out our experts’ views on how companies can take action to support not only their current senior-level women but also the next generation of women leaders. Plus, a look at how to reestablish connections purposefully in today’s changed workplaces.
Women want more from work.
And they’re switching jobs to get it.
SPOTLIGHT
Why are so many women leaving their jobs? They’re facing persistent and strong headwinds when it comes to advancement. And women—especially women of color, LGBTQ+ women, and women with disabilities—are more likely to experience harmful, belittling microaggressions in the workplace. Those are among the startling findings in Women in the Workplace 2022, the largest annual study of women in corporate America, conducted by McKinsey in partnership with LeanIn.Org. The report, coauthored by McKinsey senior partners Alexis Krivkovich and Lareina Yee and other McKinsey experts, presents information from 333 participating organizations employing more than 12 million people, surveys from more than 40,000 employees, and extensive interviews with women of diverse backgrounds to gain a better perspective on intersectionality at work. What the results reveal could have grave implications for organizations, which risk losing not just the women leaders they now have but also the next generation of women leaders—since our research shows that younger women are increasingly placing higher premiums on equitable, inclusive, and supportive workplaces.
DATA DROP
The factors that prompt current women leaders to leave their companies are even more important to the next generation of women leaders.
TAKE 3
We sat down with McKinsey partner Ishanaa Rambachan, coauthor of Women in the Workplace 2022, to delve deeper into the report’s findings.
1. What is your biggest takeaway from this report?
It’s the scale of the Great Breakup, with women leaders leaving their companies at rates we’ve never seen before, and at higher rates than men in leadership roles. To put the scale of this problem into perspective: for every one woman director getting promoted to the next level, two women directors are leaving their current jobs. But what’s interesting is that according to our data, these women aren’t leaving the workforce entirely. Instead, they’re making deliberate choices about where they are choosing to work—and some are even switching industries or perhaps becoming entrepreneurs.
2. Did anything in the results surprise you?
Women remain deeply underrepresented in technical roles, and this problem seems to be getting worse, with a lower relative representation of women in these jobs than in 2018. Women in technical roles today are twice as likely to say they’re the only woman in the room at work. Why does this matter? Engineering and technical roles are among corporate America’s fastest-growing and highest-paying jobs. It’s important that we increase the representation of women in technical roles, improve their experiences in these roles, and create equal paths to advancement in order to ultimately improve representation.
Another interesting and positive finding is that ambition remains high. Young women want the same things that are driving women leaders to leave at such high rates. It’s good to see that young women are ambitious, bold, and willing to take a stand for what they want in their workplaces. It’s encouraging for the future.
3. Are there any findings that particularly resonated with you?
So many, but two in particular.
The first is the experience of women of color. Only one in 20 C-suite leaders is a woman of color, compared with one in four C-suite leaders for all women. Additionally, for women of color, biases and microaggressions loom large. I hope to see progress on this important issue, not only for myself, my colleagues, and my team but also for my twin toddler daughters as they move forward in the world.
I’m also struck by the paradox of flexibility. The vast majority of employees, both men and women, appreciate flexibility. As a working parent, I especially do. At the same time, I find in-person presence valuable; I enjoy being able to spend time with clients, team members, and colleagues. Getting that balance right is a uniquely challenging opportunity for this particular time.MAKE IT RIGHT
Our research shows that many women list remote- and hybrid-work options as top reasons for staying at or joining a company, and only one in ten women wants to work on-site. But these options aren’t just about flexibility. Women experience fewer microaggressions and feel more psychological safety when working remotely. And the decrease in microaggressions is especially magnified for women of color and LGBTQ+ women, as well as for women with disabilities, for whom remote-work options are especially important. Leaders may want to consider these issues when designing work arrangements.
LISTEN IN
Connectivity in the workplace, or social capital, can help employees learn, flex their creative and collaborative skills, and even advance. But in today’s postpandemic workplaces, where remote work is widespread, social capital can be in short supply. It can, however, be reestablished and rebuilt, according to McKinsey’s John Parsons and Brooke Weddle. Listen to a recent episode of The McKinsey Podcast to learn more about the state of social capital today and how leaders can intentionally and thoughtfully manage workplace interactions.
YOUR TURN
Do any of the findings from our Women in the Workplace research particularly resonate with you?
Tell us what you think For McKinsey’s latest thinking on diversity, equity, and inclusion, visit our Diversity, Equity & Inclusion collection page.
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:55 - 3 Nov 2022 -
Work in the public sector? What US civil servants want from their jobs is changing.
On Point
Edited by Belinda Yu
Editor, Atlanta• What US civil servants want. A lack of US public sector workers is felt in long airport security lines and ongoing teacher shortages. Increased funding for infrastructure and other projects will likely create more jobs at a time when the public sector already lags behind the private sector in the race for talent, explain senior partners Scott Blackburn and Nora Gardner and their coauthors. McKinsey’s survey of 1,500 government workers reveals that compensation, meaningful work, and workplace flexibility are the top three reasons US civil servants stay in their roles.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:30 - 3 Nov 2022 -
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by "Jignesh Pardeshi" <official@uffizio.in> - 11:02 - 2 Nov 2022 -
Deliberate calm: How leaders can learn how to change when change is hard
Harmony Internal - McKinsey
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Edited by Stephanie d’Arc Taylor
Editor, New YorkStress test: Leadership in a time of crisis is hard enough. But a situation of extreme volatility and uncertainty, when you don’t know how far things will fall, requires a special, more thoughtful kind of leadership—a kind that takes training and constant practice. “Deliberate calm is a personal toolkit to help leaders change and adapt when it’s the most important and hardest,” says McKinsey senior partner Aaron De Smet, who—along with senior knowledge expert Jacqueline Brassey and Imagine CEO Michiel Kruyt—is the author of the forthcoming book Deliberate Calm: How to Learn and Lead in a Volatile World. Steering a ship through a storm in today’s murky waters, they argue, requires leaders to build competencies previously dismissed as ‘soft’—skills like self-awareness, emotional intelligence, and mindfulness. Check out a new Author Talks interview to learn more, and preorder your copy of the book for concrete protocols on building resilience in times of uncertainty.
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:41 - 2 Nov 2022 -
6.6 billion mobile users. Are you prepared to monitor that?
As of 2022, 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 "Cross-platform support with React Native and mobile monitoring" you can learn how to monitor your iOs and Android apps built with React Native.
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by "New Relic" <emeamarketing@newrelic.com> - 06:36 - 2 Nov 2022 -
Infrastructure investment means construction jobs galore—but not workers
On Point
Edited by Katy McLaughlin
Senior Editor, Southern California• A building problem. How can the US fill hundreds of thousands of construction jobs likely to be created annually between 2023 and 2033? The causes of the construction labor shortage include baby boomers leaving the workforce, record quit rates, low net migration, and a shrinking pipeline of new construction workers. The consequences are serious: a labor shortage could deprive the US of urgently needed upgrades to aging infrastructure, add to inflation, and jeopardize the opportunity to position the country for greater economic success, explain senior partner Adi Kumar and coauthors.
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:05 - 1 Nov 2022 -
You are Invited! | Creative Cloud and its collaborative features
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Join Nelson, senior solutions consultant at Adobe, to hear how Adobe is helping customers navigate this new, screen-mediated reality, with updated software and tools to enable virtual, collaborative creative work. In this session, you will get to see live demos and application areas to gain in-depth knowledge on how your team can collaborate seamlessly on Creative Cloud apps.
Also, kickstart your design journey with Adobe Stock, a diverse collection of our most incredible high-resolution, royalty-free, stock assets. Looking to create something truly realistic, like renderings for your company's product portfolio or something imaginative like an alternate reality? 3D is the unlock to making anything possible through Substance.
Lastly, Adobe MAX 2022, one of the flagship events of the creative industry, has recently wrapped up. Catch a glimpse of highlights and latest features revealed at the show and get ready to be inspired!
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by "Adobe" <demand@info.adobe.com> - 09:05 - 1 Nov 2022
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