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• Revolutionize the vehicle inspection process with digital inspections!

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  Manage paperless and complaint inspections for fleet safety.

  Download E-book Manage paperless and complaint inspections for fleet safety. Find Out What Makes Our Software Stand Out from the Crowd Pre and Post Trip Inspection The software offers a personalized checklist of inspection items that drivers can inspect before and after commencing their trip. This inspection can be done from any mobile or tablet through the driver app. Instant Alerts The software can generate alerts for critical issues or upcoming maintenance tasks based on inspection findings. Insightful Reports Reports offer valuable insights into the condition of the fleet. It enables proactive maintenance, compliance management, and informed decision-making for better fleet management overall. Empower your clients with vehicle inspection and help them stay on top of fleet maintenance 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 - 8 Jun 2023

• Is your organization resilient—and ready for the future?

  On Point

  Planning for periods of uncertainty ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Refocusing on resilience In the news • Collaborative culture. Leaders often expect their employees to be resilient—that is, able to keep pursuing a goal even in the face of setbacks and difficulties. Yet resilience isn’t an innate trait. Instead, people are more resilient when they’re receiving the right kinds of support in the workplace, an organizational psychology professor says. Psychologists also note that relying too much on resilience can make it difficult for people to change course when they need to. In the end, employers and employees need to work together to create a supportive environment that makes it easier to respond to challenges. [Quartz] • Developing resilient workers. Amid a shifting business landscape, employers need to build workforces that are ready for the future. Retraining and upskilling workers, maintaining a flexible work culture, and prioritizing diversity, equity, and inclusion help companies attract, retain, and motivate top talent. Many companies are moving toward skills-based employee management, according to one CHRO. Tracking workers’ capabilities through an internal system can enable companies to redeploy talent as demands change. [Hindustan Times] 50% of respondents in our survey say their organizations are unprepared to anticipate and react to external shocks. On McKinsey.com • Leading by example. Uncertain times call for leaders who can make their organizations more resilient—and cultivate resilience within themselves. When improving an organization’s long-term stability, leaders need to play both defense and offense, notes Gautam Kumra, chair of McKinsey’s offices in Asia. This could mean making “no regret” moves (such as cost optimization) and building new businesses, for example. As individuals, those leaders must also maintain their mental, physical, spiritual, and emotional energy during times of change. • Six dimensions of resilience. A healthy organization is a resilient organization, able to weather periods of uncertainty and external shocks. Healthy organizations are also more profitable. Our latest analysis finds that companies with top-quartile organizational health in 2017 delivered three times higher total shareholder returns (as measured between 2017 and 2022) than middle-quartile organizations. Focusing on six key areas can help companies achieve greater resilience. Got resilience? — Edited by Joy Merten, editor, Chicago 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> - 10:11 - 7 Jun 2023

• Reimagining economic growth in Africa: Turning diversity into opportunity

  Download the full report ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute New from McKinsey Global Institute Reimagining economic growth in Africa: Turning diversity into opportunity Africa’s economy downshifted over the last decade, yet half of its people live in countries that have thrived on the continent. Africa has the human capital and natural resources to accelerate productivity and reimagine its economic growth, which is, more than ever, vital for the welfare of the world. Download the full report Related Reading Fintech in Africa: The end of the beginning  McKinsey Africa podcast with Dare Okoudjou, founder and CEO of MFS Africa  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert 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 Global Institute 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 Global Institute" <publishing@email.mckinsey.com> - 04:57 - 7 Jun 2023

• Do consumers really care about ESG?

  Re:think

  Do consumers support sustainability claims? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON SUSTAINABILITY LABELS Sustainability labels that prompt consumers to buy Steve Noble We know that consumers say they care about sustainability and other environmental, social, and governance (ESG) issues. All the consumer sentiment surveys show that. And consumer-packaged-goods (CPG) companies are motivated to pursue ESG strategies for lots of reasons beyond consumer demand: their investors care about it, their channel partners care about it, regulators care about it, and it’s the right thing to do. But one frustration for CPG executives who are trying to support decisions about ESG-related investments has been a lack of broad-based spending data on this issue. Do consumers actually back their good intentions with their wallets? We launched a study to find out. We collaborated with NielsenIQ, which has agreements with retailers under which it can obtain sales data from point-of-sale systems. Our study looked at almost half a trillion dollars of consumer spending over the past five years, across more than 30 CPG categories. The data set tagged 93 different claims relating to sustainability, or broader ESG concepts, on product labels—claims like “eco-friendly” and “fair trade.” We compared sales of products labeled with these types of claims with sales of similar products without any claims. The biggest takeaway from the study results is that when you look across that broad set of purchases, there’s a clear link between ESG-related claims and sales growth. Products that didn’t have ESG-related claims on their labels grew, on average, 4.7 percent per year over the course of the past five years, while products that did have ESG claims grew 6.4 percent. In CPG, which generally grows in line with the economy, that delta is huge. Importantly, we also found that putting more than one ESG-related claim on a product label correlated with two times greater growth than putting only one claim on the label. It doesn’t seem like we’ve hit diminishing returns on this. “Products that didn’t have ESG-related claims on their labels grew, on average, 4.7 percent per year, while products that did have ESG claims grew 6.4 percent.” That said, growth was not uniform. There were many categories in which products with ESG claims did not outperform. And we didn’t find a silver-bullet claim that was universally successful across categories. A specific claim that performed well in one category often didn’t perform as well in others. Still, our analysis holds that if a company creates environmentally and socially responsible products across its portfolio, it can have confidence that it should be rewarded in the aggregate by consumer demand. One hypothesis we had going in was that niche brands and higher-priced products making ESG claims would perform better because the claims might be more integrated with their brand propositions. But while many such products did perform well, it turned out that private-label products (meaning store brands, which tend to be less expensive) with ESG claims correlated with the most consistent growth upside. Eighty percent of such products outperformed competitors that did not make ESG claims. This was in line with what we saw from NielsenIQ’s additional panel research, which involved speaking with consumer households to understand the “why” behind the numbers. The panel research found that ESG is relevant to all kinds of consumers across generations, incomes, ethnicities, and regions, so it matters for products up and down the price ladder. The study did not investigate the veracity or impact of claims that were made on product labels. But it’s important to emphasize that this is not just about slapping a claim on a product and seeing what sells. What shows up on a product label must be rooted in authenticity and the real-world impact a company is delivering. Consumers are approaching the point of zero tolerance for greenwashing, and when you think about how quickly word travels on social media, and the power of consumers to boycott a brand, companies face significant risks if they attempt to make claims that aren’t grounded in genuine actions. Companies should ask themselves what they stand for. Are they trying to drive decarbonization? Are they trying to drive fair labor practices? Human wellness? Product claims need to flow from these things. If you stand for something as a company, and have real impact, you ought to bring that forth in your products where appropriate. If you do, consumers have shown that they are willing to spend their dollars disproportionately on those products. What I hope companies take from this is that, when they look across their product portfolio, they’ll see many opportunities to have a positive impact on the world while also appealing to customer demand. The old adage that a company can do well by doing good appears to be as true as ever. ABOUT THE AUTHOR Steve Noble is a senior partner in McKinsey’s Minneapolis office. MORE FROM THIS AUTHOR Consumers care about sustainability—and back it up with their wallets  A joint study from McKinsey and NielsenIQ examines sales growth for products that claim to be environmentally and socially responsible. More  How retailers can build resilience ahead of a recession Recent history shows how retailers can prepare for a downturn to create competitive advantage. More  UP NEXT Eric Lamarre on generative AI To pave the way for all that generative AI has to offer, companies need to rewire how they work. There will need to be an evolution at multiple levels in the tech stack—but also in the workforce. 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> - 02:58 - 7 Jun 2023

• Shoppers expect personalization. How can leaders deliver value while retaining trust?

  On Point

  Tips to avoid being creepy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The power of personalization In the news • Predicting responses. Why are certain companies able to react more quickly to a changing business environment? Fleet-footed organizations are using AI platforms to make predictions at every point of the customer journey. AI-powered segmentation tools, for example, categorize customers based on their likely responses to marketing and sales tactics (such as which consumers may prefer in-person sales visits and which may prefer to talk by phone). That can allow companies to match organizational resources with the right consumers. [HBR] • AI in marketing. AI tools are quickly transforming the face of marketing, empowering companies to simplify marketing operations, generate high-quality content, and create personalized interactions. AI-based segmentation platforms can group shoppers according to their tastes and behaviors, which enables marketing leaders to automate segmentation and effectively customize ads and offers. In turn, delivering tailored communication to relevant audiences can increase engagement with clientele. [Fast Company] McKinsey research shows that 71% of consumers expect companies to deliver personalized interactions, and 76% become frustrated when this doesn’t happen. On McKinsey.com • Warm and fuzzy. Consumers associate personalization with positive experiences that make them feel special, according to a recent study by McKinsey senior partner Kelsey Robinson and coauthors. When companies use data to adjust messages to specific users’ preferences, it confers real advantages. Done well, personalization can reduce customer acquisition costs by up to 50%, lift revenues by 5 to 15%, and increase marketing ROI by 10 to 30%. Personalized experiences can also boost customer loyalty and a company’s gross sales. • Getting it right. Adapting content in a way that builds trust, however, can be tricky. Sometimes, being served a too-relevant ad can be a little unsettling; other times, it can put us off the product entirely. Listening for feedback on customer acceptance (by engaging with an ongoing shopper panel, for example) and digging into engagement metrics can help companies avoid being perceived as creepy. See four steps companies can take to establish and scale digital personalization—without having to invest millions in IT. Get started with personalization — 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> - 12:22 - 7 Jun 2023

• API Trends, Insights, Events, and More!

  SmartBear

  SmartBear's Monthly API Newsletter

  VIEW IN BROWSER Hi Abul, We're back with our monthly API newsletter! Let's dive into this month's API trends, insights, and events.   Hot Off the Press   Join Us at SmartBear Connect Our biggest customer event is back! Where development teams go to make each release better than the last.   API Innovative Insights   Become an expert on the latest updates and trends Growing API reliance found in State of Developer Experience Report Why APIs are business critical How to find and fix API vulnerabilities   Download Report   Want to Learn More?   Check out what else has been happening at SmartBear     BLOG Unleashing the Power of Kafka with SwaggerHub Explore In our recent blog, we walk you through why it’s important to understand EDA’s using SwaggerHub Explore Read More   BLOG Using Event-Driven AsyncAPI Specifications with SwaggerHub See how we've increased support in SwaggerHub and across the tooling portfolio Learn more     WEBINAR API Exploration for Designers Join us to learn some best practices for incorporating API exploration into existing developer activities Register Now   WEBINAR Maintaining Quality in API Testing Join us and learn how to streamline API testing processes while maintaining a high level of quality in a cost-effective manner Register Now     Get contract testing certified! New to contract testing? Complete the three part SmartBear Academy contract testing course and get certified! Designed for software developers and their teams, you’ll learn the basics of contract testing, the Pact framework and implementing PactFlow. Anyone can sign up and complete the PactFlow SmartBear Academy courses free of charge.   Get Certified   Best, The API Lifecycle Team P.S. If you found this email helpful, forward it to a friend! If you have ideas of how we can improve next month’s newsletter, reply back to let us know.   Ready to try our newest API client? Sign up for the Free Tool Now!

  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 "The API Lifecycle Team" <api-lifecycle-team@smartbearmail.com> - 08:58 - 6 Jun 2023

• Upcoming webinar: Future-Proof Your AI Strategy​

  Upcoming webinar: Future-Proof Your AI Strategy

  Register now and learn about tomorrow's AI, today.

  Preparing the Foundation for the AI of Tomorrow Wednesday, June 21, 2023 9‌:00‌am - 10‌:00‌am PDT Register now To future-proof AI investments and strategies, businesses must start early, identify desired business outcomes, actively build internal capabilities, and roll advanced AI techniques out across the entire organization. In this webinar, experts from ABI Research and Intel will take a deep dive into these topics and explore 4 principles for future-proofing your AI investments, strategy, and infrastructure.  Register now Presented By Kavitha Prasad VP and GM, Data AI Cloud & Enterprise Strategy (DACES), Intel Corporation Learn more Malik Saadi Managing Director and VP, Strategic Technology, ABI Research Learn more View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Webinars. To view and manage your marketing-related email preferences with Intel, please click here. © 2023 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

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  by "Intel Corporation" <intel@plan.intel.com> - 02:02 - 6 Jun 2023

• Last chance to join! Webinar: The global HR stack to power fast and compliant expansion starts in less than 1 hour

  Last chance to join! Webinar: The global HR stack to power fast and compliant expansion starts in less than 1 hour

  Join industry leaders from Remote, Mercury, Carta, and Hired to learn about the essential software tools and technologies to successfully hire abroad and enter new markets.

  Hi MD, Today’s webinar “The global HR stack to power fast and compliant expansion”, starts at less than 1hr and we would love you to join us.  Last chance. Join us In this exclusive online event, you will learn about the essential software tools and technologies that can support your organization in successfully hiring abroad and entering new markets.   Our expert panel includes Sam Halstead, Principal, Business Development - Platform Integrations at Remote. Erica Yamamoto, SVP Marketing at Hired. Josh Steinfeld, Principle Product Strategist at Carta. Veronica Pohls, VP of People at Mercury. We'll be discussing best practices for leveraging HR tech solutions to effectively manage global teams in new markets. Don't miss out on this opportunity to future-proof your expansion strategy and provide your company with a foundation that can support a multi-country workforce. Last chance. Join us Grow your headcount without the headaches.   Get started You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 12:00 - 6 Jun 2023

• คุณมีเวลาเพียง 5 นาทีไหม?

  Schneider Electric

  -

  เริ่มการฝึกอบรมวันนี้   ดูออนไลน์       คุณมีเวลาเพียง 5 นาทีไหม? เริ่มการฝึกอบรม   การฝึกอบรมที่ยืดหยุ่นของเราครอบคลุมทุกระดับโปรแกรมพันธมิตรและความเชี่ยวชาญให้เครื่องมือสำหรับการเติบโตของธุรกิจและความสำเร็จที่มากขึ้น การเริ่มต้นใช้งานง่ายและรวดเร็ว   ตรวจสอบ     คุณต้องการเรียนรู้อะไร       เติบโตธุรกิจของคุณโดยเพิ่มความเข้าใจในแนวโน้มตลาดล่าสุด     รับการรับรอง     สร้างการฝึกอบรมบริการพลังงานที่ได้รับการจัดการอย่างรวดเร็วและมั่นใจหรือเติบโตในปัจจุบันของคุณ   เริ่มวันนี้     ค้นพบสถาปัตยกรรมการระบายความร้อนของศูนย์ข้อมูล - ทั้งแบบดั้งเดิมและใหม่ - และเรียนรู้วิธีการแนะนำโซลูชั่นเหล่านี้ให้กับลูกค้าของคุณ   รับการฝึกอบรม       + 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 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.

   

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  by "APC by Schneider Electric" <reply@se.com> - 08:16 - 6 Jun 2023

• US consumers are becoming more financially cautious. What will they still splurge on?

  On Point

  Five charts on US consumers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The cautious US consumer In the news • Going grill-less. Americans are reining in spending as higher costs and rising borrowing rates bite into household budgets. Consumers are becoming more practical, business leaders say. They’re bargain hunting, choosing the less expensive option, and cutting back on discretionary spending. One global home improvement retailer is facing flagging sales for costlier items such as household appliances and grills. In April, US retail sales ticked up 0.4% compared with the prior month; analysts had anticipated double that growth. [WaPo] • IOU. More US consumers are becoming delinquent on their payments to credit card companies and lenders, banking executives report. Although hefty interest rates have helped major financial institutions accumulate robust earnings, that could change as consumer debt rises. In the first quarter of 2023, a large US lender set aside $2.3 billion for possible credit losses, roughly double the amount it provisioned in 2022. Still, levels of delinquency are moderate, and consumers are in a strong position overall, finance chiefs added. [Reuters] “Notably, for the first time in more than two years, high-income consumers’ spending growth was negative.” On McKinsey.com • A bit more optimistic. US consumer sentiment continues to be mixed well into the spring season, according to McKinsey partner Kari Alldredge and coauthors. The percentage of consumers who are pessimistic—that is, they expect a recession and a long road to economic recovery—has held fairly constant in the first months of 2023, at a level higher than at any point during the COVID-19 pandemic. Still, there was a small uptick in optimism: 36% of US consumers (up from 33% in March 2023) expect a quick economic rebound. • Spending slows. For the first time in more than two years, real spending has declined. In March 2023, real spending fell 0.7% versus a year ago. Price increases have compelled most consumers to look for ways to stretch their dollars. Trading down is pervasive across all consumer segments. Even so, more than a third of survey respondents say that they’re planning to splurge on food (both in restaurants and at grocery stores), travel, and apparel. See five charts that illuminate the latest US consumer preferences. Think like a US consumer — 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> - 12:36 - 6 Jun 2023

• Stay on Track: Important Fleet Reminders for a Smooth Operation Across Industries

  Stay on Track: Important Fleet Reminders for a Smooth Operation Across Industries

  Improve reliability and uptime through proactive maintenance scheduling across multiple industries.

  Download E-book Improve reliability and uptime through proactive maintenance scheduling across multiple industries. Use Cases Across Industries Construction Harsh operating conditions lead to increased wear and tear on construction fleet and equipment. Tracking maintenance schedules and ensuring compliance with safety regulations is challenging. Set reminders for preventive maintenance and safety inspections based on time, or engine hours. Emergency and Security High-stress conditions and constant standby operation increase wear and tear on emergency fleet vehicles. Maintaining the readiness and reliability of emergency vehicles is crucial for prompt emergency response. Set reminders based on mileage or time intervals for maintenance tasks. Trucking Commercial trucks experience accelerated wear and tear due to extensive mileage and heavy loads. Managing maintenance schedules for a large truck fleet is complex and time-consuming. Set reminders based on mileage, engine hours, or time intervals. Discuss your use-case to 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 - 6 Jun 2023

• Rice for Gold Exchange

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  I write to enquire if your company can supply rice to war region 
  (Goma, in Congo Drc)
  
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  by "David" <davidmoussavou@sendgrid.net> - 07:24 - 5 Jun 2023

• Forward Thinking on the brave new world of generative AI with Ethan Mollick

  Understand the impact ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Forward Thinking on the brave new world of generative AI with Ethan Mollick “I really worry that people are not taking this seriously enough … this fundamentally is going to be a shift in how we work and how we interact at a level that’s as big as anything we’ve seen in our lifetimes.” A leading business school professor talks about why he thinks the technology underlying ChatGPT is so transformative that he is betting his career on it. Understand the impact Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking podcast. Subscribe via Google Podcasts, Apple Podcasts, Spotify, Stitcher, or Amazon Music. Related Reading What every CEO should know about generative AI  What is generative AI?  Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 12:15 - 5 Jun 2023

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  by "Candy Smith" <info@crunchmedia.com> - 11:26 - 5 Jun 2023

• Revving up your organization: A leader’s guide

  In top gear ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Leading organizations have always known that they need to act fast to outpace competitors. But the COVID-19 pandemic forced businesses to move at a pace that they had likely never attained or even imagined before. For example, a US-based retailer launched curbside delivery in two days versus a planned target of 18 months, and an engineering firm designed and made ventilators within a week. Such extraordinary bursts of speed are difficult to achieve and sustain over the long term, however, unless organizations hardwire faster decision making and processes into their operating models. This week, let’s explore some of these permanent structural changes. AN IDEA Sprint from the start Most organizations can’t wait to get going on exciting new projects. But it’s all too easy for that initial burst of enthusiasm to dissipate quickly, warn McKinsey partners Louisa Greco and Zachary Silverman in an article on why speed is critical in business transformations. Entrenched behaviors and practices can leave companies “stuck in the starting blocks, wasting valuable time, energy, and momentum,” the authors say. Instead, pursuing quick wins can spark optimism and lead to longer-term investments. Our research shows that successful transformations launch initiatives that deliver 57 percent of value within six months and 74 percent by the end of the first year. Then, “in year two of a transformation, look for new value-creation opportunities and make sure incentives reflect these refreshed goals and commitments,” the authors suggest. A BIG NUMBER 72% That’s the percentage of fast organizations that outperform their industry peers on innovation. By contrast, just 15 percent of slower organizations do the same, according to our research. Companies that act fast do so because of their adept use of technology and tactics such as a sharper focus on customers, swift decision making, and frequent and transparent communication. They score better than their competitors not only on speed of innovation but also on a host of other measures, including growth, operational resiliency, and financial performance. A QUOTE “Organizations can make massive and fundamental shifts when needed.” That’s what companies have learned from the “forced acceleration” of organizational processes that the COVID-19 pandemic triggered, suggest McKinsey global managing partner Bob Sternfels and colleagues. In a series of blogs, the authors review nine actions to sustain that speed: these include revamping ways of working, redesigning organizational structures, and building new workforce capabilities. During the pandemic, a company took on the challenge of manufacturing a product it had never made before. “We came as beginners and got smart on the job,” a team member says. “Being a band of beginners means if you think of it, you do it. There is no time for rank.” A SPOTLIGHT INTERVIEW It’s no secret that many start-ups tend to be more nimble than larger, established players. “The biggest thing that makes most start-ups move really quickly is urgency,” says McKinsey partner Brian Quinn in a discussion with partner Stacey Haas and leading entrepreneurs. “They are running on the amount of capital and the amount of funding they have at any given moment. . . . And that level of urgency, that degree of fuel to move quickly, just doesn’t exist inside most large organizations that I’ve worked with.” Foot-dragging on decision making often slows down larger companies. One way to solve this may be to set up dedicated project teams and “force this notion that they’re going to make decisions quickly on a daily basis,” says Quinn. “That’s one of the biggest unlocks to actually moving at the speed the start-ups often move at.” DOWNSHIFT Sometimes the best way to accelerate may be to slow down. Taking extra time at the strategic planning stage could help speed up execution by enabling leaders and teams to focus on the right priorities. “You can do a lot of damage by getting ahead of yourself,” cautions McKinsey senior partner Marc Singer. “Test in a sandbox of appropriate size and then have a plan for scaling that mitigates risks.” And in a crisis, it may be better to pause rather than act in haste, in the view of McKinsey senior partner Aaron De Smet. “If you are in an uncertain situation, the most important thing you can do is calm down,” he says. “Take a breath. Take stock. . . . If you’re in new territory, the thing you would normally do might not be the right thing.” Lead with speed. — Edited by Rama Ramaswami, senior editor, New York Out now: New issue of the McKinsey Quarterly Sign up for a free membership to start reading the latest digital issue of the McKinsey Quarterly, focused on transformation in a time of disruption. Start reading  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> - 02:48 - 5 Jun 2023

• US productivity growth has slowed. Can the nation realize a more prosperous future?

  On Point

  What seven states have in common ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Reviving US productivity In the news • Less productive. In the US, employee productivity dropped more than expected in the first three months of 2023, contributing to rising labor costs, government data show. For the first time in three quarters, nonfarm productivity declined, falling at an annual rate of 2.7% even as hours worked increased. At the same time, labor costs surged 6.3%. Companies typically launch new technological tools and upgrade equipment to make employees more efficient, but some have trimmed costs in the face of ongoing economic uncertainty. [Bloomberg] • What’s up with output. America’s output, or all of the things that workers make, increased in the first quarter of 2023, but productivity still decreased, according to the US Labor Department. Since productivity is a measure of output per hour, even if employees are working extra hours and producing more, they might not be functioning efficiently if it takes longer to generate incremental value, a senior economist said. Output is also weaker than it could be because there are so many vacant jobs, a labor economist added. [Marketplace] “We have a double problem. Not only has our productivity growth declined, but the US labor force participation rate is declining.” On McKinsey.com • Sluggish growth. US labor productivity has grown at a sluggish 1.4% since 2005. Returning productivity to its historical level would add $10 trillion to US GDP, explain McKinsey Global Institute (MGI) director Olivia White and McKinsey partner Charles Atkins. Only seven US states have had above-average productivity and above-average productivity growth for the past decade or so. That’s somewhat puzzling, since in a unified market, one might expect to see mobility of labor and the spreading of ideas and productive practices. • Productivity powerhouses. Individual companies within a given industry have widely varying levels of productivity and productivity growth, says White. In manufacturing, for instance, the most productive companies are five times more productive than the bottom decile of companies are. Recognizing how some companies can create business value from technology and skilled labor is the key to understanding what is happening in US productivity growth, Atkins shares. Learn how leaders can improve US productivity. Strengthen US productivity — 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> - 12:22 - 5 Jun 2023

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  by "Laura Jayne" <info@clickcreators.com> - 02:54 - 4 Jun 2023

• The week in charts

  The Week in Charts

  Ten shifts transforming organizations, commercial satellite constellations, 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 ten shifts transforming organizations, commercial satellite constellations, consumers’ intent to splurge, and cooling natural gas demand in Europe. FEATURED CHART Ten shifts coming to your organization See more This week’s other select charts Reaching for the stars Splurging during uncertainty Mild winter, cooling gas demand 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 - 3 Jun 2023

• Ushering in a new era of leadership

  Plus, the CEO’s guide to generative AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, June 2023 What does leadership look like in an era where turbulence and disruption are the norm? It’s not the model we’re used to. In this month’s first featured story from the McKinsey Quarterly, Aaron De Smet, Arne Gast, Johanne Lavoie, and Michael Lurie dive into the transition from an era of individual leaders to an era of networked leadership teams that steer the organization, as well as the five fundamental evolutionary shifts leaders are called to make in their mindsets and ways of working. In our second featured story from the Quarterly, Blair Epstein, Caitlin Hewes, and Scott Keller define what it means to operate as one firm—that is, hearing “we, us, and our” language versus “me, mine, and theirs,” and fostering one brand identity and a “firm way” of doing things—and discuss what it takes to overcome entrenched identities and power dynamics to successfully shift to a one-firm operating model. Other highlights in this month’s issue include the following topics: • how CEOs and their teams can reflect on the value creation case for generative AI • what the future might hold for the world’s balance sheet • why companies that adopt a continuous-listening strategy stand to build a distinct competitive advantage • what a healthy life span can mean in a world that is growing older Editor's choice New leadership for a new era of thriving organizations Five leadership shifts can unleash an era of sustainable, inclusive growth for companies looking to outperform in this era of disruption. Unlock new value  Capturing the value of ‘one firm’ Our proprietary research across 2,000 companies shows that it pays to operate as “one firm.” Here’s how top-performing organizations make it work. See what it takes  THIS MONTH's HIGHLIGHTS What every CEO should know about generative AI Generative AI is evolving at record speed while CEOs are still learning the technology’s business value and risks. Here, we offer some of the generative AI essentials. Learn the essentials The future of wealth and growth hangs in the balance The past two decades have generated $160 trillion in paper wealth but sluggish growth and rising inequality. What comes next? 4 scenarios The next competitive advantage in talent: Continuous employee listening People analytics can provide real-time insights. Here’s how leaders can use them to identify critical needs, make decisions more quickly, and strengthen their employee value propositions. Leverage the power of people Age is just a number: How older adults view healthy aging The results of a survey from the McKinsey Health Institute shed light on the health perceptions and priorities of people aged 55 and older. Read more The beauty market in 2023: A special State of Fashion report The glow of the beauty industry has proved hard to resist, attracting many new companies and investors. Brands must make differentiating choices to find success in this shifting and increasingly competitive landscape. Develop tailored strategies Looking within: How Walmart in Mexico changed everything for an omnichannel future The executive committee at Walmex had to lead differently to take the company into the digital age. They reflect on the changes in the organization and in themselves. Reinvent yourself ALSO New AI-powered marketing and sales reach new heights with generative AI Nursing in 2023: How hospitals are confronting shortages A monthly update on the state of the US consumer: May 2023 Staying ahead: How the best CEOs continually improve performance Survival through purpose: How Ukrainian businesses endured amid extreme uncertainty Deciphering the economy’s mixed signals Ready, set, go, and keep going: Why speed is key to a successful transformation How to revive US productivity Five Fifty: Got resilience? It’s (past) time to get strategic about DEI Six secrets of unleashing the power of retail media Forward Thinking on the rollercoaster of central banking with Hans-Helmut Kotz The art of data: Empowering art institutions with data and analytics Top trends in global private markets Outlook for China tourism 2023: Light at the end of the tunnel OUT NOW: NEW ISSUE OF THE McKinsey Quarterly Sign up for a free membership to start reading the latest digital issue of the McKinsey Quarterly, focused on transformation in a time of disruption. Start reading  Special features 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 Circana. 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 For ways businesses can identify risk aversion and root out the biases that can stymie potential investment projects, read McKinsey partner Tim Koller’s 2012 classic “Overcoming a bias against risk.” Rewind Get your Daily Read Our must-read insights of the day, delivered to your inbox Monday through Friday. Subscribe now —Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. 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 are a registered member of our Monthly Highlights 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 Highlights" <publishing@email.mckinsey.com> - 11:15 - 3 Jun 2023

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  by "Laura Jayne" <info@clickcreators.com> - 05:04 - 2 Jun 2023