Archives
-
The week in charts
the Daily read
Share this email 
ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE 
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—during the pandemic and beyond. In case you missed them, this week’s graphics explored the pandemic’s impact on aviation, embedded systems development, the global learning crisis, the future of healthcare delivery, and the ways that revenue growth management is impacting foodservice. FEATURED CHART Airline values in a tailspin 
See more
This week’s other select charts Growth spurt Lost time With patients come great rewards The cost of dining out
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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:22 - 30 Apr 2022 -
Tough talk with actor Terry Crews
Readers & Leaders
Share this email
THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND
Long regarded as an archetypal Hollywood “tough guy,” Terry Crews is breaking down his journey and sharing how he learned to ditch toxic toughness for healthy masculinity. In this edition of Readers & Leaders, catch a conversation with Crews about his life, his legacy, and what it really means to “be a man.” Don’t miss highlights from interviews on conformity bias, population rise, and more, plus this month’s bestselling business books, prepared exclusively for McKinsey by NPD BookScan. Itching for more good reads? Check out McKinsey on Books for the latest, and to get Readers & Leaders in your inbox monthly, click here to subscribe.
AUTHOR TALKS
Terry Crews wants you to know that it’s okay to ask for help. In a recent edition of Author Talks, the actor and former NFL player got candid about letting go of anger, embracing strength in vulnerability, addressing mental health needs in the Black community, and more from his new book, Tough: My Journey to True Power.
“I was involved in a very competitive world. From growing up among gang members and drug dealers all the way to sports and the NFL, I watched, and I became what I saw. It was about turning off your emotions, turning off what you’re feeling, turning off your pain compass. The revelation that came to me much later was that toughness is not the ability to throw a punch. A lot of times it’s the ability to take hard hits without hitting back.” Watch the full interview.IT BEARS REPEATING
–Tom Vozzo, CEO of Homeboy Industries and author of The Homeboy Way: A Radical Approach to Business and Life (Loyola Press, February 2022), in a recent edition of Author Talks
IN CASE YOU MISSED IT
Todd Rose implores us to speak up, even if it means going against the group: “Two-thirds of all Americans admit to self-silencing. How does a democracy function if most people can’t be honest with each other about what they actually think?” Watch the full interview.
Laura Watkins shares methods for having wellness and success go hand in hand: “On the performance curve, we’ve cracked the conundrum of how to have effectiveness and well-being—and have the two be mutually reinforcing. We’ve done that by building our inner capacity to deal with change and complexity.” Watch the full interview.
Justin Gest explains how to honor American heritage without reproducing inequality: “What is an identity if everyone shares it? It’s not actually identifying, so there has to be some degree of exclusivity there. You need a minimal amount of exclusivity to create distinction, and you want to maximize inclusion within that. That’s a really tough needle to thread.” Watch the full interview.
Jennifer Sciubba prepares us for a planet of eight billion people: “One of the real fears that we have today is that urbanization trends won’t lead us to shiny, sparkling cities filled with skyscrapers but instead might lead us to a planet of slums. Research-wise, we still have a lot to learn about urbanization’s effects on politics and on the economy.” Watch the full interview.
Sandeep Dayal applies cognitive science to story-based marketing: “The human brain is wired to remember and react to stories much more than it is wired to react to lists or claims like ‘I’m better because I’m faster’ or ‘I’m better because I’m cheaper.’ People forget all that, but what’s the story? That narrative needs to be importantly woven into your brand.” Watch the full interview.BUSINESS BESTSELLERS TOP
8
Grab your picnic blanket and head to the park with one of this month’s top business bestsellers in eight categories, prepared exclusively for McKinsey by NPD BookScan, and explore the full lists on McKinsey on Books.
BUSINESS OVERALL
Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)
BUSINESS HARDCOVER
Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)
DECISION MAKING
Blink: The Power of Thinking Without Thinking by Malcolm Gladwell (Hachette Book Group)
ECONOMICS
COVID-19: The Great Reset by Thierry Malleret (Lightning Source Inc.)
ORGANIZATIONAL BEHAVIOR
Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA)
WORKPLACE CULTURE
Who Moved My Cheese?: An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson (Penguin Group USA)
DIVERSITY & INCLUSION
Caste (Oprah's Book Club): The Origins of Our Discontents by Isabel Wilkerson (Random House)
SUSTAINABILITY
Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman and Andrew Winston (Harvard Business Review Press)
BOOKMARK THIS
CEO Excellence
Now a New York Times bestseller, McKinsey’s authoritative #CEOExcellenceBook outlines the six mindsets that distinguish the best leaders from the rest, based on rigorous research across more than 20 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries.
The McKinsey Download Hub
Download McKinsey’s signature reports and special collections on the management issues that matter, from leading through the COVID-19 crisis to managing risk and digitizing operations.
Your latest McKinsey Crossword: World Laughter Day
69-Across: Sounds heard on World Laughter Day (celebrated in 2022 on May 1).
If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@Mckinsey.com. Due to the high volume of requests, we will respond only to those being considered.
—Edited by Molly Liebergall, a digital editor in McKinsey’s New York office
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 Readers & Leaders newsletter.
Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 11:09 - 30 Apr 2022 -
Building a human connection with CEOs
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
In our professional lives, we are used to formal interactions—meetings and presentations that are focused on the work at hand and what needs to be done. But sometimes the most meaningful—and powerful—interactions come in unexpected moments that are less formal and more about the human connection. In the latest episode of My Rookie Moment, McKinsey senior colleagues share their early experiences with CEOs and how establishing a rapport broadened the way they think about these meetings and how they communicate with others. Check it out and tune into the next episode, “Teamwork,” for more life lessons from our senior leaders. — Joyce Yoo, digital editor, New York 
My Rookie Moment: Meeting with CEOs For rookie consultants, speaking with a CEO is often an exciting experience—but it can also be intimidating. In this episode, Manish Chopra, Carolyn Dewar, Scott Keller, Richard Lee, Vik Malhotra, Michael Park, and Wesley Walden look back on their encounters with CEOs early in their careers, both in formal and informal settings. They reflect on how they were able to build rapport and establish a connection—often in unexpected ways—that made a lasting impression. Watch episode 8 
Quote of the Day —McKinsey senior partner Jon Garcia in "The role of the executive team in a transformation: A conversation with Jon Garcia"
Chart of the Day 
See today’s chart
Also New 
The McKinsey Crossword: World Laughter Day 69 across: Sounds heard on World Laughter Day (celebrated in 2022 on May 1) Play now 
Cloud foundations: Ten commandments for faster—and more profitable—cloud migrations Cloud migrations flounder quickly unless organizations invest in building the right cloud foundations. Ten actions
Impact officer in chief: The state infrastructure coordinator’s role As funding from the Bipartisan Infrastructure Law becomes available, a coordinator could help states set priorities and allocate resources across agencies. Get additional support
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:18 - 29 Apr 2022 -
Women want engineering and other roles in the tech field. Does tech want them back?
The Shortlist
Share this email
Our best ideas, quick and curated | February 18, 2022 View in browser
Tech is on our minds this week: women in technical roles, that is, and our latest Tech for Execs installment explains why you need a cloud foundation. Plus, news from the private-equity world—from McKinsey’s latest Global Private Markets Review to an interview with Carlyle’s Sandra Horbach. 
Wanted: Women in tech. Companies across industries are boosting their efforts to increase the representation of women by focusing primarily on two targets: hiring them into entry-level roles and establishing parity in the C-suite. But our research has found that many organizations are missing the mark at a key moment: equitable advance in early promotion. Across all industries and roles, only 86 women are promoted to manager for every 100 men at the same level. In technical roles—specifically, engineering and product management—just 52 women are promoted to manager for every 100 men. As a result, women are leaving these technical fields in high numbers. Diversity in tech. Diverse teams can help debias the technologies that are ever-present and ever-expanding elements of modern life. Artificial intelligence, for example, has tremendous potential to help humans make fair and impartial choices, but only if the AI systems themselves are not embedded with human and societal biases. One hiring algorithm—at a technology company, no less—was discovered to be penalizing applicants from women’s colleges. Its development was subsequently discontinued, but the example shows how AI can not only bake in bias but also deploy it at scale. Conversely, AI can identify and reduce human bias. And AI systems can be improved to prevent the systems from both reinforcing human and societal biases and creating new ones. Disciplines will need to collaborate on technical improvements, operational practices, and ethical standards to make that happen. Parity. Women earn about half of science and engineering degrees, but they comprise less than 20 percent of the people working in these fields—and the ones who do pursue this career path can often be the only person of their gender in a room. Without a doubt, retaining women in technical roles is crucial for organizations to reach gender parity not just at the top but also throughout the entire workforce. That cannot happen, however, if companies do not retain and advance women in tech roles—and see them as innovators—early in their careers. The task is not simple. It will require management commitment, as well as a systemic approach that includes equitable access to skill building, a structured process that debiases promotions, and a strong culture of support for women. Removing barriers. AI technologies have tremendous potential to contribute to the global economy. For women, automation presents not only myriad opportunities but also new challenges overlaid onto existing ones. McKinsey estimates that between 40 million and 160 million women across the globe may need to transition into higher-skilled roles by 2030, and they will have to be tech-savvy, mobile, and skilled to do so. If they transition successfully, they will need access to better jobs. But women face pervasive barriers that will require concerted and creative new solutions to enable them to move forward in our ever-automated world. — Justine Jablonska
OFF THE CHARTS Private markets: Scaling new heights After a year of pandemic-driven turbulence that suppressed fundraising and deal activity, private markets rebounded across the board in 2021. According to McKinsey’s latest Global Private Markets Review, fundraising was up by nearly 20 percent year over year to reach a record of almost $1.2 trillion. Dealmakers were busier than ever, deploying $3.5 trillion across asset classes, and assets under management grew to an all-time high of $9.8 trillion as of July, up from $7.4 trillion a year earlier. 
Check out our chart of the day here.
INTERVIEW ‘Tenacity and grit’: Building a career in private equity Sandra Horbach, managing director and cohead of US buyout and growth at Carlyle, oversees the private-equity company’s three largest funds, with approximately $60 billion in capital under management. She spoke about the state of private equity at McKinsey’s Women in Private Equity Global Forum, held virtually in late 2021. “Technology has completely reshaped the investment landscape,” Horbach told the gathering. “It’s affecting every part of our business now. And, fortunately, it’s opening the door to a lot more interesting investment opportunities.”
MORE ON MCKINSEY.COM Taking stock of the pandemic’s impact on global aviation | McKinsey’s analysis of the aviation value chain in 2020 shows that all subsectors save freight forwarders and cargo airlines suffered huge losses. Although it’s tempting to pin the blame solely on the pandemic-induced plunge in passenger traffic, that would ignore the industry’s underlying and long-term health problems. Lighthouses pave the way for responsible industry transformation | The advanced factories of the Global Lighthouse Network show how sustainability and workforce engagement can accelerate and scale the Fourth Industrial Revolution transformation. Economic development strategies for America’s heartland | There is no one-size-fits-all development strategy for rural communities. Leaders can assess the current state of their region, evaluate existing programs, and establish partnerships as a first step to prioritizing specific initiatives. We looked at how to do that in five community archetypes.
TECH FOR EXECS Putting your cloud on solid ground Our experts serve up a periodic look at the technology concepts leaders need to understand to help their organizations grow and thrive in the digital age. What it is. If Julius Caesar were a tech engineer, he might describe cloud foundations this way: “All cloud is divided into three parts.” Cloud foundations are the technical underpinnings of any cloud strategy, and they can be broken into three layers: the base, which is the collection of common capabilities that support all the workloads in a business (such as networking or identity management); isolation zones (or “landing zones”), which are the environments where applications live; and application patterns, which are technology solutions that address the most common use cases. Why it’s important. If you build a house without a proper foundation, cracks appear quickly, and it becomes impossible to build up or out. That analogy carries over to cloud. Many companies have favored moving quickly to migrate on-premises applications to the cloud rather than investing in establishing a strong foundation. The problem with this approach is that business struggles to scale after scoring a few quick wins (such as reductions in application and server maintenance costs). For example, adding new applications and capabilities to the cloud and then securing and managing them can become increasingly difficult. As a result, costs mount and progress stalls quickly. What kinds of problems arise from not having a solid cloud foundation? If you don’t invest in building an architecture with simple, well-designed interfaces between components, adding more capabilities to support new programs becomes challenging (foundation layer 1). If you don’t establish isolation zones to house your applications, issues or changes to one can affect others (foundation layer 2). If you don’t prebuild reusable components for application teams to use when deploying their applications to the cloud, then application teams will need to work with many more people to deploy and secure their applications manually (foundation layer 3). Practically speaking, companies that miss putting in place effective cloud foundations spend ever more resources to get smaller benefits. One company had to hire hundreds of security experts because it hadn’t built a solid automated security architecture into its cloud foundation. Conversely, companies that create a solid cloud foundation can increase cloud migration and adoption speeds by as much as eight times and reduce migration costs by 50 percent over the long term. What to do about it. The good news is that building a cloud foundation does not significantly slow down moving to the cloud nor does it require significant up-front investments. What it does require, however, is knowing what to do and a commitment to unravel some of the shortsighted decisions (for instance, putting all applications in a single isolation zone) that have hampered progress. If your cloud program is having trouble scaling, ask your team what can be done in each of the three layers of the cloud foundation to see if actions there can help fix the issue. — Edited by Barbara Tierney Share this Tech For Execs
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
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 Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 01:23 - 29 Apr 2022 -
The best outfit you’ll ever own but never wear
McKinsey&Company
Fashion-forward In the news • Fashion in another realm. Mainstream brands appeared alongside digital upstarts in a different kind of fashion week—one taking place in the metaverse. The inaugural Metaverse Fashion Week included digital fashion items that users purchased and “wore” as nonfungible tokens (NFTs). It also featured light shows synced to music, a tide pool that guests could wade through without ever getting wet, and a closing performance by the musician Grimes. By 2030, metaverse gaming and NFTs could make up 10% of the luxury-goods market. [Vogue Business] • Bling and blockchain. Jewelry—now sold as NFTs—is bedecking metaverse avatars and adorning buyers virtually on videoconferencing platforms. After NFTs were made popular by artists, multiple fashion start-ups and established jewelry brands started selling their designs as NFTs. Some pieces are designed to be worn only in augmented reality (AR) or virtual spaces, while others are packaged as “phygital” offerings—allowing buyers to use the pieces in digital realms and in real life. [NYT] “We’re just at the tipping point of this new era.… It starts to change the meaning of fashion itself.” On McKinsey.com • Express yourself. From gaming to social media, consumers are spending more time online. Many users want their avatars to be an extension of themselves and to express their individuality in virtual worlds. In particular, Gen Z consumers—who clocked up to eight hours a day in front of screens in 2020—prize personal expression, and fashion is one of the top three categories that they’ll splurge on. The ever-expanding digital universe offers opportunities for brands to pursue new avenues for consumer engagement. • Digitally dressed for success. Consumers are accustomed to using filters on social-media platforms. Digital fashion is, for some, the next natural foray into the metaverse mindset. Companies already display seasonal collections through AR, and some luxury brands use NFTs to authenticate products or to create collectible, limited-edition pieces. See our research on new frontiers in digital fashion and learn how to cut through the hype. — Edited by Sarah Thuerk Explore virtual fashion 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:32 - 29 Apr 2022 -
Get Early Access to the Latest Intel Insights
Get Early Access to the Latest Intel Insights
Stay Ahead of the Curve with Intel
Dear Md Abul,
At Intel, we are busy building the future with incredible technologies spanning supercomputing, 5G-enabled intelligent edge, autonomous driving, cloud gaming and beyond. In collaboration with industry-leading partners, we drive new innovations to market every day.
Be the first to hear from us
As a valued subscriber, you are entitled to the latest Intel updates on new developments, technologies, events and solutions for your industry. To activate this personalized content package for you, all we need is a few quick details.
Update your profile 
That’s not all!
A new year is here. And with it comes a fresh burst of insights and updates to keep up with. Submit your completed profile to get your hands on a premium content piece from our latest batch of white papers, case studies, solution briefs and more across AI, 5G, cloud and beyond.*
* Terms and conditions apply.
Intel is committed to respecting human rights and avoiding complicity in human rights abuses. See Intel’s Global Human Rights Principles. Intel’s products and software are intended only to be used in applications that do not cause or contribute to a violation of an internationally recognized human right.
© Intel Corporation. Intel, the Intel logo, and other Intel marks are trademarks of Intel Corporation or its subsidiaries.
Other names and brands may be claimed as the property of others.
This was sent to info@learn.odoo.com because you are subscribed to Offers & Promotions. To view and manage your email preferences or to unsubscribe from marketing-related emails from Intel, please click here.
© 2022 Intel Corporation
Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.comPrivacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences
by "Intel Corporation" <intel@plan.intel.com> - 11:05 - 28 Apr 2022 -
Make it an inside job: Source talent internally
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
We all know quitting has hit record highs. But did you know that more than 80 percent of job seekers are specifically looking for work that enables them to grow? Simply put, there are many more jobs than people looking for work—and employers have to do more than ratchet up their pay scales to retain their best employees. One solution is adopting digital marketplaces, which use AI to match open roles with internal employees who might otherwise have been overlooked. Tune into a recent episode of the McKinsey Talks Talent podcast to learn how talent-marketplace technologies could help you fill your most valuable roles faster—and keep your best talent from joining the Great Attrition. — Emily Adeyanju, digital editor, New York 
Stave off attrition with an internal talent marketplace Is your best talent hiding in plain sight? An internal talent marketplace helps match existing employees to open roles—in novel and sometimes unexpected ways. Look no further
Quote of the Day “We’re going to need jobs that are skill-based, don’t necessarily require college degrees, and are colocated in communities where they could use the jobs.” —McKinsey partner Eric Chewning, on the impact of US manufacturing on inclusion and sustainability in a new episode of McKinsey’s Future of America podcast
Chart of the Day 
See today’s chart
Also New 
B2B growth is where it’s green Two authors of an upcoming article on sustainability opportunities share their views on how this imperative goes beyond ethics. See the business case
Hybrid work: Making it fit with your diversity, equity, and inclusion strategy New research details what empowered employees love about hybrid work models and the risks to diversity, equity, and inclusion if managers get the evolving flexible workplace wrong. Meet in the middle
How Latin American physicians view the future of healthcare The COVID-19 pandemic has accelerated trends in the healthcare industry. A survey of Latin American physicians reveals how they believe the industry will evolve as the pandemic evolves and the future unfolds. Understand the perspectives
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:26 - 28 Apr 2022 -
MD, Today's 🎙 webinar starts in less than 1 hour.
MD, Today's 🎙 webinar starts in less than 1 hour.
.png?width=1200&upscale=true&name=Group%201%20(6).png)
Hi MD,
🎙 WEBINAR: Building a globally inclusive recruitment strategy with Lever + BambooHR + Hired. Starts in less than 1 hour.
What will you learn?
- How to establish a culture of transparency and kindness
- Ways to get the most from your HR technology
- Common inclusivity mistakes to avoid
- Strategies to help your recruiters do great work
- Proven tactics to ensure everyone in the recruitment process feels valued
Hire, onboard, and pay your international team in minutes and stay compliant.
You received this email because you are subscribed to Marketing communications from Remote Technology, Inc.
Update your email preferences to choose the types of emails you receive.
Unsubscribe from all future emailsRemote Technology, Inc.
Copyright © 2022 Remote Technology, Inc. All rights reserved.
18 Bartol St. #1163 San Francisco California
by "Remote" <hello@remote-comms.com> - 01:01 - 28 Apr 2022 -
Harvard takes on its ties to slavery
Intersection Subject Line
Share this email
DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
In this issue, we look at an effort by Harvard University to address its ties to slavery. Plus: how student loans are affecting Black Americans. THE ZEITGEIST Recognition and redress 
Pursuing repair. This week, Harvard University announced that it is committing $100 million in support of efforts to “redress—through teaching, research, and service—our legacy with slavery.” The university noted that “the profound harm caused by [Harvard’s] entanglements with slavery and its legacies cannot be valued in monetary terms alone.” Still, Harvard described its financial commitment as “a necessary predicate to and foundation for redress.” As part of its reparative efforts, Harvard will deepen its partnerships with historically Black colleges and universities (HBCUs), recognizing their “invaluable role … in the educational landscape and the persistent underfunding of these colleges.” McKinsey research shows that HBCUs, which confer 13 percent of bachelor’s degrees earned by Black Americans, are uniquely positioned to accelerate Black economic mobility and boost the economic performance of the United States as a whole. Among the signatories of the Harvard letter: Harvard Law School graduate Ken Chenault, former CEO of American Express and a leading voice on racial equity, voting rights, and business leaders’ responsibility to take a moral stand against injustice. As Chenault recently told McKinsey: “the role of a leader is to define reality and give hope.” 
A Spelman woman. Spelman College, one of two historically Black women’s colleges, has named Dr. Helene Gayle as its next president. Dr. Gayle is an epidemiologist, global public-health leader, and CEO of the Chicago Community Trust. “This is a moment,” she says, “where HBCUs are once again being recognized for the importance that they bring to every sector of this country.” Gayle has set out to make Spelman more affordable and to decrease the amount of debt that its students take on. Black families across America are disproportionately burdened by student loan debt. Federal data show that Black college grads hold nearly $25,000 more student debt than their White counterparts four years after graduation. By that point, thanks to interest, half of Black grads owe more on their federal loans than they did on the day they graduated (that’s compared with less than one in five White graduates). The big picture: student loan reform could help the United States advance racial equity. Editor’s note: Among the Spelman alums congratulating Dr. Gayle was Walgreens CEO (and Spelman board chair) Roz Brewer, who reflected in her 2018 commencement address on the experience of “getting mistaken.” — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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 Intersection newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:51 - 28 Apr 2022 -
Hackers are ramping up attacks. How much will cybercrime cost by 2025?
McKinsey&Company
The future of cybersecurity In the news • In search of tech talent. As millions of remote workers log onto their computers from home, ransomware and phishing attacks are spiking. But even as cyberthreats keep growing, the talent shortfall in cybersecurity is stark. About 600,000 cybersecurity jobs in the US remain unfilled, and job openings have shot up 29% over the past 12 months. The lack of technical talent is particularly challenging for smaller companies, since they often can’t pay the higher salaries required to entice workers, says one cybersecurity leader. [Bloomberg] • Think before you click. In the ever-expanding world of cybercrime, there’s something new to watch out for: QR-code scams. These types of scams aren’t that common, but security experts think there’s a growing risk. QR-code downloads have soared 750% since March 2020. In January, the FBI warned the public to be wary of QR-code tampering, which can direct users to fake websites where criminals steal sensitive personal and financial data. To avoid falling prey to the ruse, never share your personal info with unfamiliar websites. [WSJ] Today, cyberhacking is a multibillion-dollar enterprise, complete with institutional hierarchies and R&D budgets. On McKinsey.com • The cost of cybercrime. Cyberattacks are on the rise as hackers launch increasingly sophisticated attacks. And companies are increasingly vulnerable. Remote work, increased access to the cloud, and many more internet-connected devices offer flexibility, computing power, and convenience but also create entry points. By 2025, cybercrime may cost organizations $10.5 trillion each year. Soon, hackers will start speeding up their attacks from weeks to days or even hours. Yet many companies still don’t have the cybersecurity talent, knowledge, and expertise to be protected. • Three big trends. McKinsey’s work helping global organizations shows that many leaders see the need to step up cybersecurity capabilities. By 2025, organizations are projected to spend $101.5 billion on cybersecurity, McKinsey analysis shows. Employees remain a key vulnerability. In early 2020, cybercriminals used compromised employee credentials to access millions of guest records at a top hotel chain. See three cybersecurity trends that will have the biggest significance for organizations over the next three to five years. — Edited by Belinda Yu Look ahead in cybersecurity 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 28 Apr 2022 -
Social media as a service differentiator: How to win
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Let’s say you have a question about a product or some feedback for the company about your experience with it. Chances are you’ll head to social media. Indeed, one survey discovered that when consumers have a bad experience, half will complain publicly on social channels. These days, customer service is a public affair, and more companies are turning to social as a full-service channel that can help customers and drive positive brand experiences. And while there are challenges aplenty, organizations that get it right could see an edge. A new article lays out a framework on six key areas of social media servicing excellence—check it out for #HappyCustomers. — Joyce Yoo, digital editor, New York 
Social media as a service differentiator: How to win With customers increasingly moving their service interactions onto social media, companies have an opportunity to leverage these channels to differentiate their service experience. Keep up
Quote of the Day “Without an inclusive environment, even an organization with a diverse employee population will probably struggle to improve its long-term performance. The widespread adoption of hybrid work has complicated the struggle to build and maintain such cultures.” —Get informed on how hybrid work can work for everyone in “Hybrid work: Making it fit with your diversity, equity, and inclusion strategy”
Chart of the Day 
See today’s chart
Also New 
Logistics disruptors: Flexport’s Sanne Manders on being customer obsessed and thinking differently Founded in 2013, Flexport rose to become the sixth-largest freight forwarder in the transpacific region in less than a decade. How? Learn from a leader
Space around the globe The United States remains the epicenter of space activity, but many more countries are getting involved and increasing their investments. Shoot for the stars
Fueling digital operations with analog data Intelligent document processing, with humans in the loop, allows companies to bridge the business operations gap between the analog and digital worlds. Look ahead
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:24 - 27 Apr 2022 -
The semiconductor industry still struggles with shortages. Here’s how chip companies can succeed.
McKinsey&Company
Semiconductor snapshot In the news • Tech talent wanted. The semiconductor industry has a talent issue, particularly in the US. As demand for chips has increased, semiconductor companies are struggling to hire engineers and other skilled workers in a tight labor market. From 2020 to 2021, job openings for electrical engineers in the US chip sector jumped 78%, far faster than in other sectors. Part of the problem is a shortage of workers with the technical skills that are most in demand. Some tech companies and colleges are launching semiconductor-specific higher-education programs that are intended to build up the talent pipeline. [Axios] • Clouds forming? The Semiconductor Industry Association reported $52.5 billion in global sales for the month of February, a monthly record that’s also a one-third increase from the same month last year. While those numbers sound promising, the industry still faces tough challenges. Long lead times—beyond 35 weeks on average for certain types of chips—are on the rise. The cyclical nature of the semiconductor business, combined with higher interest rates, has given investors pause. Chip stocks have generally been down for the year. [WSJ] Last year, semiconductor shareholders saw even higher returns, averaging 50% per annum. Behind the scenes, however, semiconductor companies are facing a host of challenges. On McKinsey.com • Chip crunch. As chip demand has taken off, semiconductor companies would appear to be in a strong position. Annual revenue increased by 9% in 2020 and by 23% in 2021, up from the 5% reported in 2019. Even before the pandemic—when remote work became the norm and consumers and businesses upped their technology purchases—semiconductor companies delivered an annual average of 25% in total shareholder returns from the end of 2015 to the end of 2019. Still, chip shortages continue to be a challenge, as companies deal with increased design complexity, talent shortages, and supply chain disruptions. • Start strategizing. Despite ongoing chip shortages, semiconductor companies have an opportunity to improve productivity and revenues. Focusing on leading-edge chips, pursuing innovations, and improving the talent pipeline are among the ways industry players can potentially stay ahead. McKinsey analysis reveals that strong growth is possible for semiconductor companies of all sizes. Read on to learn more strategies on how to lead in the semiconductor world, including six critical areas to gain competitive advantage. — Edited by Andrew Simon Succeed in semiconductors 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:53 - 27 Apr 2022 -
คุณได้รับเชิญเข้าร่วมงาน Intel® Vision 2022 – 10-11 พฤษภาคม 2022
คุณได้รับเชิญเข้าร่วมงาน Intel® Vision 2022 – 10-11 พฤษภาคม 2022
กิจกรรมรูปแบบ Virtual ที่คุณสามารถเข้าร่วมงานได้จากทุกที่
Intel Vision เป็นงานปฐมทัศน์ของวงการอุตสาหกรรม เพื่อเปิดโอกาสทางด้านนวัตกรรมและเทคโนโลยี โดยจะมีการแบ่งปันข้อมูลเชิงลึกทางธุรกิจและข้อมูลผลิตภัณฑ์รวมถึงโซลูชันของคู่ค้า โอกาสในการเชื่อมต่อและเรียนรู้จากพาร์ทเนอร์ เข้าถึงผู้บริหารระดับสูงของ Intel และรับฟังข้อมูลที่สำคัญจากผู้เชี่ยวชาญเฉพาะด้านจากอุตสาหกรรมเทคโนโลยี
งานอีเวนท์ครั้งนี้มุ่งเน้นไปยังระบบนิเวศทางธุรกิจและนวัตกรรม ซึ่งคุณจะได้รับประโยชน์จากระบบโปรแกรมแบบเรียลไทม์ แผนงานผลิตภัณฑ์ และข้อมูลเชิงลึก โดยมีเป้าหมายเพื่อพัฒนาธุรกิจของคุณ
กิจกรรมการสตรีมครั้งนี้จะนำเสนอไฮไลท์ของงาน การนำเสนอประเด็นสำคัญ และข้อมูลเชิงลึกทางธุรกิจ ซึ่งดูได้จากทุกที่ในโลก
กรุณาคลิกที่นี่เพื่อลงทะเบียนเข้าร่วมกิจกรรม
เราหวังว่าจะได้มีโอกาสสร้างโซลูชันร่วมกันกับคุณในงาน Intel Vision 2022!
เรียนรู้เพิ่มเติมเกี่ยวกับ Intel Vision 2022
อีเมลนี้ถูกส่งถึง info@learn.odoo.com เนื่องจากคุณสมัครรับข้อมูลกิจกรรมและงานแสดงสินค้า หากต้องการดูและจัดการการตั้งค่าอีเมลที่เกี่ยวกับการตลาดของคุณกับ Intel โปรดคลิก ที่นี่
© 2022 Intel Corporation
Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.comความเป็นส่วนตัว | คุกกี้ | *เครื่องหมายการค้า | ยกเลิกการสมัครสมาชิก | จัดการการตั้งค่า
by "Intel Corporation" <intel@plan.intel.com> - 11:00 - 26 Apr 2022 -
Global Energy Perspective 2022
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
The energy systems of the future may look different from today’s—the world is in the midst of an energy transition, and it continues to gain momentum. However, even with net-zero commitments from governments and businesses, rapid adoption of low-carbon technology, and oil demand peaking as soon as 2025, a 1.5°C pathway remains increasingly challenging. McKinsey’s latest Global Energy Perspective offers insight on the longer-term trends reshaping the landscape, from emissions reductions to the future energy mix, energy investments, and more. Don’t miss this flagship report. — Torea Frey, managing editor, Seattle 
Global Energy Perspective 2022 We’re in the midst of an energy transition that continues to evolve. Understand the dynamics
Quote of the Day “I think that how we decide to coexist, the actions we take to coexist as a society in the face of enormous demographic change, is the greatest social challenge facing our country and other diversifying countries for the next generation or two.” —Justin Gest, author and associate professor at George Mason University, on the majority-minority demographic shift in a new Author Talks interview
Chart of the Day 
See today’s chart
Also New 
The next frontier in consumer goods: Digitally enabled innovation Four lessons to guide the industry’s innovation transformations. Look ahead
Outsprinting the energy crisis High energy costs are hitting Europe’s industrial players hard. Bold action could protect margins today and make companies cleaner, stronger, and more profitable for the future. Take action now
Author Talks: One billion more The global population is fast approaching the eight billion mark. A former Department of Defense consultant says not to panic. Understand global trends
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:17 - 26 Apr 2022 -
Re: Re: Re: Fwd: Start fresh with these tips from Google
On Tue, Apr 26, 2022 at 4:20 PM عربى التقنيات <rawntechsa@gmail.com> wrote:On Tue, Apr 26, 2022 at 4:12 PM MAILER-DAEMON <bounce@openbravo.odoo.com> wrote:Dear Sender,
The message below could not be accepted by the address abul@openbravo.odoo.com. Only some specific addresses are allowed to contact it.
Please make sure you are using the correct address or contact us at "Openbravo Community Limited" <info@openbravo.odoo.com> instead.
Kind Regards,Thank you, I will do that.On Tue, Apr 26, 2022 at 4:10 PM MAILER-DAEMON <bounce@openbravo.odoo.com> wrote:Dear Sender,
The message below could not be accepted by the address info@openbravo.odoo.com. Only some specific addresses are allowed to contact it.
Please make sure you are using the correct address or contact us at "Openbravo Community Limited" <info@openbravo.odoo.com> instead.
Kind Regards,On Tue, Apr 26, 2022 at 3:52 PM MAILER-DAEMON <bounce@openbravo.odoo.com> wrote:Dear Sender,
The message below could not be accepted by the address info@openbravo.odoo.com. Only some specific addresses are allowed to contact it.
Please make sure you are using the correct address or contact us at "Openbravo Community Limited" <info@openbravo.odoo.com> instead.
Kind Regards,---------- Forwarded message ---------
From: Google Tips & Updates <googlecommunityteam-noreply@google.com>
Date: Sat, Feb 5, 2022 at 12:12 AM
Subject: Start fresh with these tips from Google
To: <rawntechsa@gmail.com>
Hi عربى, Save time, stay organized, and share what matters most with a little help from Google. Star important emails in Gmail 
Organize your inbox and easily find emails later by tapping the star icon next to them. Learn how Pin frequent trips in Google Maps 
Get directions in an instant and be on the road faster when you pin your favorite trips. Learn how Automatically backup and sync your photos and videos to your Google Account 
Use Google Photos to securely backup, store, and share memories across devices. Learn how Year in Search: Trends that defined 2021 
Explore a timeline of Search data and trends to discover what the world searched for this year. 
Keep your private information safe and secureStrengthen your passwords and the security of your Google Account with our 2-minute Security Checkup.To learn more about adding and updating other personal info on your Google Account, visit our Help Center.
Find answersVisit our Help Centers to learn about our products and your Google Account.
About GoogleVisit About Google to get the latest news and updates.
Help make our products even betterSign up for the chance to participate in Google's User Research studies.Was this email helpful? 
We'd love to hear from you! Help us improve by sharing your feedback in this short survey. © 2022 Google LLC 1600 Amphitheatre Parkway, Mountain View, CA 94043 This email can't receive replies. This email was sent to rawntechsa@gmail.com because you signed up to receive personalized tips, news and recommendations from Google. If you do not wish to receive Google Tips & Updates in the future, please unsubscribe. Unsubscribing will not affect messages you may receive from other Google services. Unsubscribe | Manage Preferences 
by "عربى التقنيات" <rawntechsa@gmail.com> - 05:22 - 26 Apr 2022 -
Re: Re: Re: Fwd: Start fresh with these tips from Google
On Tue, Apr 26, 2022 at 4:12 PM MAILER-DAEMON <bounce@openbravo.odoo.com> wrote:Dear Sender,
The message below could not be accepted by the address abul@openbravo.odoo.com. Only some specific addresses are allowed to contact it.
Please make sure you are using the correct address or contact us at "Openbravo Community Limited" <info@openbravo.odoo.com> instead.
Kind Regards,Thank you, I will do that.On Tue, Apr 26, 2022 at 4:10 PM MAILER-DAEMON <bounce@openbravo.odoo.com> wrote:Dear Sender,
The message below could not be accepted by the address info@openbravo.odoo.com. Only some specific addresses are allowed to contact it.
Please make sure you are using the correct address or contact us at "Openbravo Community Limited" <info@openbravo.odoo.com> instead.
Kind Regards,On Tue, Apr 26, 2022 at 3:52 PM MAILER-DAEMON <bounce@openbravo.odoo.com> wrote:Dear Sender,
The message below could not be accepted by the address info@openbravo.odoo.com. Only some specific addresses are allowed to contact it.
Please make sure you are using the correct address or contact us at "Openbravo Community Limited" <info@openbravo.odoo.com> instead.
Kind Regards,---------- Forwarded message ---------
From: Google Tips & Updates <googlecommunityteam-noreply@google.com>
Date: Sat, Feb 5, 2022 at 12:12 AM
Subject: Start fresh with these tips from Google
To: <rawntechsa@gmail.com>
Hi عربى, Save time, stay organized, and share what matters most with a little help from Google. Star important emails in Gmail
Organize your inbox and easily find emails later by tapping the star icon next to them. Learn how Pin frequent trips in Google Maps
Get directions in an instant and be on the road faster when you pin your favorite trips. Learn how Automatically backup and sync your photos and videos to your Google Account
Use Google Photos to securely backup, store, and share memories across devices. Learn how Year in Search: Trends that defined 2021
Explore a timeline of Search data and trends to discover what the world searched for this year.
Keep your private information safe and secureStrengthen your passwords and the security of your Google Account with our 2-minute Security Checkup.To learn more about adding and updating other personal info on your Google Account, visit our Help Center.
Find answersVisit our Help Centers to learn about our products and your Google Account.
About GoogleVisit About Google to get the latest news and updates.
Help make our products even betterSign up for the chance to participate in Google's User Research studies.Was this email helpful?
We'd love to hear from you! Help us improve by sharing your feedback in this short survey. © 2022 Google LLC 1600 Amphitheatre Parkway, Mountain View, CA 94043 This email can't receive replies. This email was sent to rawntechsa@gmail.com because you signed up to receive personalized tips, news and recommendations from Google. If you do not wish to receive Google Tips & Updates in the future, please unsubscribe. Unsubscribing will not affect messages you may receive from other Google services. Unsubscribe | Manage Preferences
by "عربى التقنيات" <rawntechsa@gmail.com> - 05:20 - 26 Apr 2022 -
Haven’t heard of synthetic biology? It’s about to change your life.
McKinsey&Company
Hacking humanity In the news • Get me rewrite. Jennifer Doudna, who won the Nobel Prize for her work on Crispr, the gene-editing tool, says that designer babies are entirely possible within 25 years. She finds the possibility horrifying, but says that the way things are going, it’s likely. No one has found a cell type or system where Crispr doesn’t work, Doudna says. Cancer, heart disease, and lung disease are potential vectors for new Crispr research on people. Other fields beckon, including agriculture and fighting climate change. [Bloomberg] • Muscle up. The cultivated-meat business is taking off. One report estimates that within a decade, 10% of global meat could be grown in the lab. The process begins with animal cells that are extracted and given nutrients and other growth factors to multiply. The cells form primitive muscle fibers and are then encouraged to build more robust structures. Add some food coloring, a bit of fat, vitamins, and minerals, and voilà—dinner is ready. [Reuters] “The biggest and most durable inventions of the 21st century are going to be at the nexus of biology and technology.” On McKinsey.com • The bio revolution. It’s now possible to reprogram the fundamental units of life, says Amy Webb, a futurist and business adviser. The possibilities are endless. Every industry will be affected: pharmaceuticals, industrial materials, auto manufacturing, even banking. But with the ability to engineer living cells comes significant risk. “In the future, the most worrying data security breaches could actually involve our DNA,” says Webb. Stolen DNA could become a major information security problem in the new biological era. • Risks and rewards. Researchers in many fields are tinkering with DNA. But almost no one is thinking through what it all means for society and business. Webb’s new book, The Genesis Machine: Our Quest to Rewrite Life in the Age of Synthetic Biology, considers the implications of our newfound ability to precisely edit DNA. What does it mean for companies’ succession strategies if we can cancel aging? What happens when groups of people have the genetic wherewithal to live off-planet? What if hackers intercept genetic code transmissions and inject malware? Read our interview for the answers. — Edited by Mark Staples See what DNA programming can do 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:23 - 26 Apr 2022 -
As demand grows for electric vehicles, where does mobility go from here?
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Have you recently switched to an electric car? As more consumers are opting for electric vehicles and other low-emission transport alternatives, it is an exciting time for companies throughout the mobility system, especially the auto industry. With transportation currently accounting for 19 percent of all greenhouse-gas (GHG) emissions, now is the time to capitalize on the growing demand for vehicles that are helping to combat climate change. Explore these opportunities in a new article, and get smart about the risks and rewards of the industry’s transition to a net-zero future. — Katherine Tam, digital editor, New York 
Mobility’s net-zero transition: A look at opportunities and risks A transition to net-zero emissions would entail much greater demand for electric vehicles. McKinsey analysis shows how the shift could create opportunities and risks for automakers around the world. Make better moves
Quote of the Day “If we’re to be serious about net zero, we’re going to have to focus not just on more rapid cuts in emissions in the future, but also carbon removal… We never talk enough about carbon removal. And for me, that is a huge missing part and also a massive opportunity for governments and the private sector.” —Claire O’Neill, co-chair of the WBCSD Imperatives Advisory Board, on the growing role of business in the net-zero transition in a new episode of McKinsey Global Institute’s Forward Thinking podcast
Chart of the Day 
See today’s chart
Also New 
US manufacturing: The next frontier for sustainable, inclusive growth US manufacturing has an outsize impact on the nation’s economy. How can business leaders harness innovation to revitalize the manufacturing sector and drive inclusive economic growth? Look ahead
Chemicals and capital markets: Growing sustainably Green chemicals—those with a low-carbon product portfolio or a higher exposure to end markets supporting sustainability—are being rewarded by capital markets and safeguarding future cash flow. Be eco-friendly
Seizing green business growth for Asia’s energy players Globally, sustainable energy and low-carbon solutions top national and corporate agendas. For regional energy players, the time to commit to new, planet-friendly ventures is now. Five key capabilities
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:25 - 25 Apr 2022 -
Forward Thinking on the growing role of business in the net-zero transition with Claire O’Neill
McKinsey&Company
Share this email New from McKinsey Global Institute 
Forward Thinking on the growing role of business in the net-zero transition with Claire O’Neill The former British politician who led the United Kingdom’s winning bid to host COP26 is now focused on coordinating an effective business contribution to the net-zero transition. She sees momentum building. “CEOs left COP saying, ‘We get it. Net zero is the thing we have to do.’” Find green solutions Explore this and future episodes of the McKinsey Global Institute’s Forward Thinking podcast on our site, and subscribe to ensure you never miss a new one. Subscribe via Apple Podcasts, Google Podcasts, and Spotify. Related Reading 
Charting net zero: Insights on what the transition could look like 
Taking the first steps toward net-zero emissions Follow our thinking 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 04:10 - 25 Apr 2022 -
3 days till our next webinar, join us.
3 days till our next webinar, join us.
Hi MD,
There is still time to register and join our next webinar. Hear from four of the world's leading HR companies and how they build effective, empowering global recruitment strategies with inclusivity at the center.Speakers:
- Anastasia Pshegodskaya - Director, Talent Acquisition at Remote
- Samantha Friedman - SVP of People Strategy at Hired
- Caitlyn Metteer - Recruiting Director at Lever
- Adriana Clark - HR Manager at BambooHR
What will you learn?
- How to establish a culture of transparency and kindness
- Ways to get the most from your HR technology
- Common inclusivity mistakes to avoid
- Strategies to help your recruiters do great work
- Proven tactics to ensure everyone in the recruitment process feels valued
Hire, onboard, and pay your international team in minutes and stay compliant.
You received this email because you are subscribed to Marketing communications from Remote Technology, Inc.
Update your email preferences to choose the types of emails you receive.
Unsubscribe from all future emailsRemote Technology, Inc.
Copyright © 2022 Remote Technology, Inc. All rights reserved.
18 Bartol St. #1163 San Francisco California
by "Remote" <hello@remote-comms.com> - 08:31 - 25 Apr 2022
