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• Closing the geographic gap in the US

  Harmony Internal - McKinsey

  Density matters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York There’s a huge economic divide based on geography in the US—cities are thriving but rural communities are struggling to recover from the 2008 recession and COVID-19 pandemic. While urban areas are benefiting from automation and globalization through the creation of millions of jobs—especially in technology—rural areas are experiencing population loss and a decline in entrepreneurship. Right now, rural America represents 13 percent of the nation’s workforce but only 5 percent of the computer and math jobs. What can be done to close the gap and invest in these communities? Be sure to tune into a recent episode of McKinsey’s Future of America podcast and join the conversation. Growing and sustaining prosperity for small-town Americans The divide between rural and urban communities has widened as the COVID-19 pandemic pushes rural communities’ economic recovery further behind. How can leaders put rural regions on track to thrive? Density matters Quote of the day “[Compensation] isn’t enough to keep frontline employees. They have more options. If compensation becomes table stakes, employees look for all these additional pieces—like well-being and flexibility—to stay at a job versus go look for a new one.” —McKinsey associate partner Annie Valkova on how retailers can offer flexibility for frontline workers on a recent episode of the McKinsey on Consumer and Retail podcast Chart of the day See today’s chart ALSO NEW When will the COVID-19 pandemic end? Europe and the United States have entered the endemic stage of the COVID-19 outbreak: the virus is widespread, is significantly less fatal than it was in 2020, and is spurring only limited changes in public behavior. These endemic conditions are likely to continue through the summer and autumn, unless and until immunity-evading new variants emerge. As immunity wanes, however, the next stage remains highly uncertain. Prepare yourself   Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle Leaders can both shore up defenses and prepare for growth—if they heed the call for transformational change. Make bold moves   How green can green growth be? The transition to net-zero greenhouse-gas emissions will take trillions of dollars and several decades. Here’s how B2B leaders can extract maximum value from the journey. Extract value from sustainability   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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 1 Aug 2022

• Sangoma Webinar: PBXact Reports for Decision Making

  Sangoma Webinar: PBXact Reports for Decision Making

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  Discussion Topics   In this webinar we will take a tour of the call center reports that PBXact offers for decision making, with practical use cases such as scheduling reports and how to view metrics that allow us to measure: Agent productivity SLAs of technical support areas Performance of call campaigns

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 05:46 - 1 Aug 2022

• A leader’s guide to the new talent pool

  Harmony Internal - McKinsey

  Employee types ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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   Edited by Rama Ramaswami   Senior Editor, New York If you were marketing a brand, you’d spend considerable time and money on identifying and segmenting your customers and creating personas for various categories of buyers. The changing nature of today’s workforce demands a similar approach to “selling” potential candidates on your organization. People’s expectations of their employers, jobs, and career prospects are higher than ever before, but understanding the new talent pool is about more than offering flexible hours or personalized benefits. A better approach is to take a tip from successful marketers and segment your target audience—your employees—carefully. Defining the needs of different groups of people makes it easier to hire the right talent as well as ward off attrition. Here are some strategies to get started. AN IDEA Explore nontraditional ways to attract talent The pandemic has led many people to reassess their priorities and deal with employers on their own terms, turning the Great Attrition into the Great Renegotiation. But organizational talent strategies haven’t caught up—employers still rely on outdated compensation, titles, and advancement opportunities to lure candidates. In this article based on a McKinsey global survey, our experts identify five critical employee personas that leaders must understand to meet the challenge of hiring and retaining talent. For example, “traditionalists” are career-oriented people who are mostly satisfied with attractive pay, perks, and career advancement prospects, whereas “do-it-yourselfers” value autonomy, flexibility, and meaningful work as much as or more than compensation. Evaluating employee personas enables you to analyze what different segments of workers want and figure out how best to engage them. A BIG NUMBER 46% That’s the average percentage of skills that come from work experience, which adds to the value of human capital—the collective knowledge, attributes, skills, experience, and health of the workforce. A McKinsey study of more than a million workers in the US, the UK, Germany, and India shows that the best organizations help individuals continuously upgrade their skills, earn more, and build track records that translate into value. The most effective way for workers to maximize the “experience effect” is to join an organization that recognizes their potential, embraces mobility—internal and external—and offers opportunities to learn. A QUOTE “Many countries have now put the legal framework in place to hire and relocate global talent at a cost and speed that is broadly comparable with hiring domestically.” That’s from a survey of 12 countries that shows the world becoming mostly “flat” for people who wish to work across borders. Some nations still have immigration restrictions, but many have introduced visas to attract skilled talent to their shores. In the next ten years, more than 260 million university graduates are expected to hit global labor markets. Increasing numbers of workers seek global mobility as a lifestyle choice, and the popularity of remote work means that leaders have ample flexibility to hire people from anywhere in the world. “Try before you buy” is an increasingly popular strategy: one firm begins onboarding workers remotely and then decides whether to transfer them to larger hubs to work in hybrid setups. A SPOTLIGHT INTERVIEW “It’s the boldness of role moves that’s a really important part of the story of possibility,” says McKinsey partner Anu Madgavkar in this podcast on encouraging employees to try new things. “It’s important to enable more workers to break out of what they might have thought was their destiny simply because of the level of education that they had.” Employees who make bold role changes by taking on stretch jobs or assignments tend to have had exposure to healthy and supportive organizations early in their careers, enabling them to become upwardly mobile. While individual initiative is an important factor, the onus is “equally on employers to create the conditions that help and enable the whole process of learning through work experience,” Madgavkar says. USE AND CARE No time to create worker personas? Try writing a “user manual” about yourself, and encourage your team to do the same. The concept of a personal user manual—a document outlining the best way for others to work with you—caught on in the early 2000s when executives found that providing a quick-start guide to themselves, and encouraging their coworkers to follow suit, helped colleagues adapt to one another quickly and avoid conflicts on the job. Popularized in the media and adopted by some organizations, personal user manuals reveal individual quirks, habits, preferences, and working styles. For example, you might indicate that you favor early-morning meetings or prefer face-to-face contact rather than email. Beware, though, of revealing too much information, as oversharing in the workplace is never a good idea. Lead with talent. 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 © 2022 | 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> - 02:11 - 1 Aug 2022

• How much debris exists in space? See the journey of space junk from the 1960s to today.

  On Point

  McKinsey for Kids on exploring space ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katherine Tam   Project Manager, New York Dealing with space debris The news • Sluggish funding. In 2021, investors poured almost $47 billion into space start-ups, with $14.5 billion raised in the fourth quarter alone. But from January to March 2022, companies focusing on space only raised $7.2 billion, and second-quarter expectations are now much lower. An overall decline in space ventures is contributing to the sluggish funding, but the space sector has other challenges too. One potential issue is that space start-ups can find it difficult to control how quickly they use up cash, since hardware and R&D are very costly. [Axios] • The new space race. Big data—not big egos—is crucial to the new space race, despite the attention paid to company founders in the news, declares one astronomy professor. Synthetic-aperture radar (SAR) is revolutionizing satellite imaging. By combining all the radar echoes from any target, SAR can produce a single sharp image, regardless of cloud cover or darkness. Real-time, sharp satellite imagery could have many uses, from enabling insurers and first responders to assess damage from hurricanes quickly to spotting troop movements as they occur. [WSJ] The International Space Station has changed its orbit roughly 30 times since 1999 to avoid space junk. Our insights • Dangerous space junk. Around 11,000 satellites have entered space since the late 1950s, and there could soon be as many as 70,000, according to McKinsey’s Chris Daehnick and Jess Harrington. But what happens when the satellites no longer work? By that point, most are beyond Earth’s gravitational pull and end up stuck floating above the planet. Orbital debris, better known as space junk, can be incredibly dangerous. Today there are approximately 27,000 pieces of space junk in orbit, weighing in at roughly 9,000 metric tons. • Cleaning up. Any object in space can be unsafe, as it could float around indefinitely and collide with a satellite. For now, researchers are tracking space junk and alerting people to potential problems. They’re also working on concepts to clean up space junk, including using harpoons and nets, magnets, and a slingshot-like sweeper that moves junk back toward Earth. With space tourism becoming more feasible, it’s even more important to deal with space junk. See the ideas and technologies being proposed to clean up space junk in the latest edition of McKinsey for Kids. Explore the future of space 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 1 Aug 2022

• Invite only - Design First or Code First?

  Hey Abul,

   

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  During this 30-minute exclusive webinar, you will learn the difference between a code first and design first approach as well as the how Swaggerhub supports and enables these approaches.

  
  

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  Josh McLatchie  | Account Executive

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  by "Joshua McLatchie" <Joshua.McLatchie@smartbear.com> - 07:06 - 31 Jul 2022

• The week in charts

  The Week in Charts

  Black beauty brands, sustainability-themed start-ups, 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 Charting the path to the next normal 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 Black beauty brands, sustainability-themed start-ups, toxic workplace behavior, space exploration, and Chinese global trade. FEATURED CHART Looking in the mirror See more This week’s other select charts Greener ventures Toxic exodus Out-of-this-world aspirations Trade winds 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 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

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:52 - 30 Jul 2022

• The books you’re reading, before we share what we’re reading

  Readers & Leaders

  Consider yourself booked ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND Last month, we asked for a glance at your bookshelves, and you delivered: a guide to giving away power, insights into the human mind, and more nonfiction reads. Check out our selection of your contributed picks, and keep an eye out for the main event in August: McKinsey’s annual summer reading list, featuring book recommendations from corporate leaders, media leaders, authors, and more. In the meantime, catch up on this month’s Author Talks on the regenerative power of silence, the fast-growing longevity economy, and how to lead with collaboration rather than competition—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. SUMMER READING … ALMOST Before we reveal our summer reading list, it’s time to reveal yours. Thank you to all our readers for taking the time to send in book recommendations. Here are five of our favorites. Nudge: The Final Edition by Richard H. Thaler and Cass R. Sunstein –R.N. (Boston, Massachusetts) Thinking, Fast and Slow by Daniel Kahneman –V.G. (Hesse, Germany) CEO Excellence: The Six Mindsets that Distinguish the Best Leaders from the Rest by Carolyn Dewar, Scott Keller, and Vikram Malhotra –C.P. (Los Angeles, California) The Power of Fun: How to Feel Alive Again by Catherine Price –K.E.K. (Oslo, Norway) The Power of Giving Away Power: How the Best Leaders Learn to Let Go by Matthew Barzun –J.B. (Bowling Green, Kentucky) IN CASE YOU MISSED IT Justin Zorn and Leigh Marz seek solace in silence: “The world is louder than it’s ever been. It’s not just a little bit more auditory noise—there is a mass proliferation of mental stimulation in our world today.” Watch the full interview. Susan Wilner Golden says companies that don’t market to the 60-plus crowd are missing out on a $22 trillion opportunity: “Traditionally, people always looked at aging as a frailty, or as a declining stage of life, but in fact, older adults are living much greater lives with longer health spans (the healthy periods of a person’s life), which enables them to be productive and to contribute to society.” Watch the full interview. Dalia Feldheim brings the #LikeAGirl message to the corporate C-suite: “There’s no such thing as a masculine brain or a feminine brain; we all have within us both masculine traits and feminine traits. … The issue we’re seeing is that the business world is collapsing to what they call the ‘wounded masculine’—a world of competition over collaboration and power over people, versus power with people.” Watch the full interview. BUSINESS BESTSELLERS TOP 8 Getting temperature warnings on all your devices? Leave the e-reader indoors and grab a good old-fashioned paperback from this month’s selection of the top business bestsellers in eight categories, prepared exclusively for McKinsey by NPD BookScan. 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 (Avery Publishing Group) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Avery Publishing Group) DECISION MAKING How Minds Change: The Surprising Science of Belief, Opinion, and Persuasion by David McRaney (Penguin Group USA) ECONOMICS Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Steven D. Levitt and Stephen J. Dubner (HarperCollins Publishers) 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 The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America McKinsey’s forthcoming #TitaniumEconomyBook explores industrial tech and reveals this underappreciated and undervalued sector for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices. Preorder now Deliberate Calm: How to Learn and Lead in a Volatile World Drawing from psychology, neuroscience, consciousness practices, and a combined 50-plus years of international boardroom experience, a trio of McKinsey veterans offers a unique approach to learning and leading with awareness and intentional choice, even amid the most challenging circumstances. Preorder now  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.  Get smart 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 digial 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. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 10:04 - 30 Jul 2022

• SmartBus - Managing School Buses and Student Transport

  SmartBus - Managing School Buses and Student Transport

  Enhance Visibility and Student Safety 

  SmartBus is our school bus monitoring software solution. It is an application suite consisting of the SmartBus Manager app, the SmartBus Parent app, and the SmartBus Driver app.   Book a Free Demo Keeps parents in the know of bus ETA, departures, and delays. An easy-to-use and intuitive app gives parents control over their child’s safety. Try it Today! Drivers can now view routes, bus stops, and traffic details in real-time using the Driver App. Interested? Lets Talk A portal that allows school management to ensure the safety of students in transit. They can track multiple buses in real-time and quickly connect with drivers and parents during emergencies. Request Product Demo Want to change how you receive these emails? You can update your preferences or unsubscribe from this list.

  

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  by "Uffizio Technologies Pvt Ltd" <official@uffizio.in> - 03:44 - 30 Jul 2022

• US frontline retail workers, the outlook for COVID-19, and more essential reads: The Daily Read weekender

  Harmony Internal - McKinsey

  Dive into this week’s essential reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York As you head into the weekend, take a moment to get updated on this week’s big reads including frontline retail, the McKinsey COVID-19 Immunity Index, building resilience, and more: At least half of frontline retail workers are thinking about quitting. What can retailers do to turn the Great Attrition into the Great Attraction? Understand and empower Europe and the United States have entered the endemic stage of the COVID-19 outbreak; what's next? Get ready In the current economic climate, it is time for companies to build resilience with decisive plans of action and a path for growth. Be prepared Our weekly briefing note on sustainable and inclusive growth explores electric heat pumps in Europe, decarbonization in grocery, racial and ethnic equity in US higher education and more. Get the latest update Quote of the day “Greater demand and rising quality standards also suggest that students are growing savvier about the returns of their educational investments. For some prospective students, especially those moving into high-paying fields such as IT, the opportunity to learn high-demand skills is more important than a program or institution’s brand.” —Explore the five strategic moves online education providers can take in Demand for online education is growing. Are providers ready? Chart of the day See today’s chart ready to unwind? Building decarbonization: How electric heat pumps could help reduce emissions today and going forward The electrification of heating systems could play a significant role in the transition to net zero—and heat pumps are emerging as a solution. Deliberate with care   The potential value of AI—and how governments could look to capture it Artificial intelligence could have a significant impact on individuals, businesses, and governments. Here is what countries need to know about the benefits—and the first steps toward realizing them. Read our insights  53-Across: Jukebox musical with Elvis Presley songs Know the answer? Test yourself with the latest McKinsey Crossword, Jukebox Musicals | No. 86. Take center stage  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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:56 - 29 Jul 2022

• As inflation jumps, surveys show consumers are changing their behavior

  The Shortlist

  Splurging is out ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | JULY 29, 2022 View in browser This week, we look at how consumer sentiment is faring in Europe and the United States as inflation takes hold. Plus, tracking the move to the cloud in China, and an economic geographer explains what makes cities and regions dynamic. How inflation is flipping the economic script, in seven charts Concerns about inflation are growing globally, as rising prices continue to exceed forecasts. In a recent McKinsey Global Survey on economic conditions, inflation topped the list of perceived economic hazards in respondents’ home countries. The United States and European nations have been particularly affected, while Asia overall is seeing less dramatic price increases (although inflation in India is running at about 7 percent). How are consumers faring in this uncertain environment? In Europe, economic confidence is continuing to tumble, according to a McKinsey survey of European consumers. Rising prices have outpaced the invasion of Ukraine as the primary worry; across the continent, consumers hold a negative view of the state of the economy and of prospects for recovery. When asked to identify their number-one concern, 53 percent of European consumers cite price increases, up from 44 percent in an April survey. Trading down. European consumers are buying items in smaller quantities or delaying their purchases. The number of consumers who say that they have changed their shopping behavior continues to grow, from 68 percent of respondents in April to almost three-quarters in June. Many are turning to private labels, discounters, or more affordable brands. The survey also revealed that most European respondents have no immediate plans to treat themselves. While there are small differences, these trends hold true across France, Germany, Italy, Spain, and the United Kingdom. Baby boomers are the most cautious in this regard, with only a quarter making plans to splurge. Gen Z is the only group where the majority of consumers intend to treat themselves with clothing purchases or eating out. Confidence game. A McKinsey US Consumer Pulse Survey conducted this spring found that despite recent headlines of sky-high inflation, consumer spending and confidence remained surprisingly strong. American consumers also expressed more confidence than those in any of the 14 countries McKinsey surveyed. Yet higher prices were driving some consumers to spend differently, with about a third switching to private labels. Since then, consumer confidence has plunged, with July numbers showing a key index at its lowest levels since early 2021.  Level-headed. McKinsey’s experts have examined many of the strategic implications of inflation, including offering seven charts that illustrate its worst effects. Rising prices have, at a minimum, altered the economic mood in many countries and could reset the global growth trajectory for years to come. For consumers and companies alike, preparing for an inflationary period (or a broader economic downturn) can help mitigate some of its worse effects. In a new article, McKinsey’s North America managing partner, Asutosh Padhi, and his coauthors discuss how US companies can build resilience and thrive in the next cycle.  OFF THE CHARTS Cloud in China: The outlook for 2025 While industries with numerous tech-savvy and digital-native companies, such as e-commerce and education, have shifted a significant portion of their IT workloads to the cloud, others have not—notably, the labor-intensive industrial and manufacturing sectors, which contribute more than a quarter of China’s GDP. But that could change quickly as the government focuses on boosting digitization and productivity in both industries. Check out our chart of the day here. PODCAST The bold moves that change careers Corporate attrition persists, but one way to win employees back is to develop their knowledge, attributes, and experiences—in short, their human capital. But how can companies determine what’s best for employees? And how much value can greater internal mobility among workers create? McKinsey partners Anu Madgavkar and Bill Schaninger, coauthors of the recent report Human capital at work: The value of experience, answer these questions and more in this edition of The McKinsey Podcast. More on McKinsey.com The dawn of a new biomedical R&D era | Science and technology are driving breakthroughs at each stage of the biomedical R&D value chain. These advances could soon be harnessed to design precise therapies to treat and prevent countless diseases at a much more rapid clip. Five ways to increase your board’s long-term impact | Directors are spending more time on their work, yet few say that their boards are better at creating long-term value. Survey data highlight the operating models that correlate most with value creation. The beauty battleground: The sprint to win on services | Beauty companies looking to capitalize on fast-evolving trends should act on the growing convergence of brands that offer beauty products and brands that offer services. INTERVIEW Three questions for Andrés Rodríguez-Pose Andrés Rodríguez-Pose, a professor of economic geography at the London School of Economics, focuses on regional growth and inequality, innovation, migration, and development strategies. The following is an excerpt from a recent edition of the McKinsey Global Institute’s Forward Thinking podcast. What factors make a particular place successful? There is no single factor that makes a place dynamic. Things that make a city or region dynamic today may not make it dynamic in a few years’ time. Most of my friends in urban economics would tend to say that big cities are typically successful places. That combination of agglomeration and density in big cities has made them highly dynamic throughout history. But cities have come and gone, and they have periods of high growth and low growth. London, for example, has been very prosperous and, especially over the last quarter of a century, very dynamic. However, that has not always been the case. From the 1930s until the mid-1990s, it had a worse economic performance than the rest of the UK. Cities and regions have to reinvent themselves constantly. To do that, they have to have the right human capital, the right accessibility, and the right infrastructure that can also adapt to different conditions. Having the right institutions is crucial: weak institutions will prevent talent and innovative capacity from emerging. Many countries have opted for devolution or decentralized administration as a way to shore up regions that are lagging behind. How effective is that trend? When we look at the returns of devolution across the world, especially in terms of economic growth and employment generation, it’s not that decentralized governments have been far more successful than centralized governments. In fact, in many parts of the world, and especially in parts of the developing world, decentralization has been an outright disaster. Not because decentralization, per se, is bad. Decentralization can deliver far greater returns because it matches policies to the needs of people that might vary. The main problem with decentralization is that it’s normally done at the wrong time and with the wrong methods. Most countries decentralize in periods of political and economic crisis. Meaning that it’s done top down, without strong demand or strong capacity by local governments. Often, central governments are reluctant to transfer resources. As a result, we end up with what is known as unfunded mandates—limited resources for the number of tasks that local governments have to do. Therefore, they end up doing them not particularly well. You’ve written compellingly about ‘the revenge of the places that don’t matter.’ What do you mean by that? Everything is intertwined. So when you have economic problems, they sooner or later become serious political problems. We’re seeing this trend in the developed world and in many parts of the emerging world. Let’s take France as an example. Over the last quarter of a century, only the region of Paris has grown above the national average. That means that all other regions have grown below the national average. That is a phenomenal process of economic polarization in a country that remains highly prosperous. In China, economic polarization increased rapidly in the second half of the 1980s and throughout the 1990s, with very rapidly growing coastal areas and big cities around the coast, and a much less dynamic inland. What did the Chinese government do? It tried to promote development inland with more active policies, including by developing infrastructure and investing strategically in research facilities inland to improve the quality of education and training. We need to have dynamic big cities, dynamic medium-size cities, and dynamic small cities, towns, and rural areas. Because when we have that, we maximize talent and innovation and help to minimize the polarization that leads to political tension. — Edited by Barbara Tierney Share this Three Questions 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

  

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:11 - 29 Jul 2022

• When it comes to health, what matters most to people around the world?

  On Point

  New research from McKinsey Health Institute  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta A global view of health The news • ‘Zombie cells.’ Discrimination, problems with family life, and other forms of social stress can prematurely age the immune system, according to one recent study. People who report being highly stressed exhibit lower levels of disease-fighting cells and higher levels of “zombie cells,” which are cells that are no longer capable of dividing. Immune aging can make vaccines less effective and contribute to health problems like cancer and heart disease. Taking deep belly breaths is one way to counteract stress. [CNN] • You’ve got a friend. Maintaining strong friendships can help people stay healthy, but many are lonely. In the US, 12% of Americans reported having no close friends in 2021, up from 3% in 1990. Feeling lonely and being isolated from loved ones can hurt in more ways than one. Such conditions have been linked to increased risk for anxiety and depression, among other issues. It can be tough for time-crunched adults to make new friends, so one place to start could be reconnecting with old ones, suggests one psychologist. [NYT] In most countries, a higher share of respondents younger than 24 reported fair or poor social health than did those over age 65. Our insights • Beyond physical health. “Health” is often thought of in physical terms. In fact, about 75% of health studies focus on physical health while excluding other critical aspects of health. But individuals around the world define health much more broadly, reveal McKinsey senior partner Martin Dewhurst and colleagues. A new survey finds that about 85% of respondents in 19 countries rank mental and physical health as either very or extremely important, while 70% and 62%, respectively, say the same about social and spiritual health. • Lean on me. Across countries, genders, and age groups, many residents report that their family and friends—even more than public- and private-healthcare systems and communities—offer the highest level of support for their health. The lowest percentage of respondents, 7%, describe the support of family and friends as “not applicable.” Explore attitudes toward health around the world, and learn what individuals and organizations could gain from developing a more comprehensive view of health. See global perceptions of health 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:34 - 29 Jul 2022

• The office of the future: A whole new (floor) plan

  Harmony Internal - McKinsey

  Embrace change ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Emily Adeyanju   Digital Editor, Charlotte For many companies, getting employees back into the office has been a challenge. Employees want in-person connectivity—younger folks, especially—but they want flexibility at the same time. And the commute can be—well, daunting. So how can leaders make it worth their employees’ while? Thinking hard about the purpose and design of their office, for starters. Check out the most recent episode of the McKinsey Talks Talent podcast with McKinsey talent leaders Bryan Hancock, Bill Schaninger, and real estate expert Phil Kirschner to hear about how employers can create a workspace that’s fit for a hybrid future. The office of the future: A whole new (floor) plan Revisiting your talent strategy for a hybrid world? Think hard about the purpose and design of your office space. Embrace change   Quote of the day “Promoting career advancement of frontline employees is an important way that employers can reduce gender, racial, and skill-biased inequalities as well as contribute to a more sustainable, inclusive, and growing economy.” —Explore how to improve opportunities for frontline workers in “Bridging the advancement gap: What frontline employees want—and what employers think they want” Chart of the day See today’s chart ALSO NEW The rise of the chief medical officer in consumer-facing companies This role expanded during the pandemic to encompass many facets of health and well-being. Now companies must clearly define its responsibilities to support business strategy. Get aligned   Debugging the software talent gap in aerospace and defense As aerospace and defense players accelerate their mission to transition from hardware to software, we see four talent imperatives. Rethink value   Bridging the advancement gap: What frontline employees want—and what employers think they want Improving opportunities for low-wage hourly employees to advance their careers can raise US workforce skill levels and give a powerful boost to inclusion. Build a resilient workforce   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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:49 - 28 Jul 2022

• Build new connectors fast | Tray.io

  Tray Email

  Introducing Connector Builder

  Hi Md, Interconnected services and their related APIs are exploding as they have become an essential element in the digital economy. Your organization will likely need to create custom integrations specific to your business processes. Anything beyond simple API integrations requires time and dev resources. Now with Connector Builder, anyone can use its guided, visual experience to create, test, and publish their own custom service connectors. Better yet, every connector you build receives the same manageability and supportability as Tray-built connectors. To learn more about Connector Builder, check out our blog.  Cheers, Bella Renney, Head of Product @Tray.io                       © Tray.io Inc. 25 Stillman Street, San Francisco, CA 94107, United States Connectors  |   Blog  |   Careers  |   Unsubscribe

  

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  by "Bella Renney" <bella@tray.io> - 12:17 - 28 Jul 2022

• [July Update] Pay employees in crypto + share your thoughts on benefits!

  [July Update] Pay employees in crypto + share your thoughts on benefits!

  Give employees new flexibility with multiple bank and crypto payments! Plus, help us offer more benefits your team will love.

  Hi MD, Do employees want to be paid in crypto? For some, the answer is yes — and with Remote, the possibility is here. Our new split payments feature allows employees to deposit salary payments in multiple accounts, including Coinbase accounts in the U.S.   We're also expanding our offerings for international benefits. Be sure to take the survey below and let us know which benefits mean the most for you and your team!    Finally, we are welcoming a slew of new Remote partners, including a new group of eco-friendly companies helping to put sustainability first.   If you'd like to offer great payment options and flexible benefits for your own global team, book a demo today to chat with a global employment expert at Remote. Remote’s new integration with Coinbase enables salary payments in crypto We are introducing a new feature for employees based in the United States: the ability to split payments between multiple deposit methods, including multiple bank accounts and cryptocurrencies like Bitcoin. Read more Seatti leverages Remote to ‘make hybrid work, work’ Seatti created a hit office space management solution — which meant this remote-first company needed to expand its global team. Read the full story to discover why Seatti choose Remote for international expansion. Discover Seatti's story What remote work benefits should we offer? We‘re always on the lookout for new benefits that will help you become a more successful remote-enabled company. As we explore new offerings, we want your feedback on the most valuable benefits for your team. Take this fast 3-question survey and let us know!   Share your feedback NEW PARTNERS Introducing new marketplace partners you can trust We're thrilled to welcome AllVoices, &Open, Kamsa, Lattice, Nivelo, TripActions, and Veremark to our exclusive list of partners focused on helping you build global teams with ease. Remote customers get special offers on their products and services through our Partner Marketplace. Explore our marketplace Making the world a better place together We believe great partnerships are key to helping us create a more sustainable world. That's why we've added several amazing eco-friendly partners to our marketplace, including Consequence, Earthly, EarthShare, Ecologi, Lune, Patch, Planetly, Treedom, and Watershed. Learn more about our partners Say hello to our newest HR consulting partners Remote collaborates with HR referral partners around the world to help companies solve complex international hiring challenges. Amplify, Bandwidth, and Distribute are just a few of the newest names on our growing roster of partners. If you'd like to join our partner network, reach out today! Partner with us from the blog Understanding and supporting LGBTQ+ inclusion in the workplace Supporting your staff requires more than a positive attitude — and it doesn't end after Pride month. How can you develop practical strategies and programs for queer workers and support them in meaningful ways?  Read the blog podcast Hear how HR pros recruit with empathy Listen in to this Greenhouse What's your why? podcast to hear from Cobalt recruiter Steph Jade Thomas and discover what motivates and inspires her in today's world of work. Listen now FEEL CLOSER, GROW FURTHER REQUEST A DEMO 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 © 2022 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 09:02 - 28 Jul 2022

• Sangoma Webinar: PBXact Reports for Decision Making

  Sangoma Webinar: PBXact Reports for Decision Making

  Sangoma invites you for an exclusive webinar to take a tour of the call center reports that PBXact offers for decision making

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  [ Image ] [[https://attendee.gotowebinar.com/register/4367433233488252688?utm_source=sangoma&utm_medium=email&utm_campaign=apac_nl_webinar_invite_07_2020_PBXact_report]]

  Sangoma invites you for an exclusive webinar to take a tour of the call center reports that PBXact offers for decision making   Register Now

  Discussion Topics   In this webinar we will take a tour of the call center reports that PBXact offers for decision making, with practical use cases such as scheduling reports and how to view metrics that allow us to measure: Agent productivity SLAs of technical support areas Performance of call campaigns

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  Register Now for a live webinar on Aug 4th, at 2 pm IST

  About the Speaker Gurbir Gill Director Sales Engineering APAC/MEA

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  For any query please write to APAC Marketing

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  Sangoma Technologies 1st Floor, Building No 6, Madangir , New Delhi 110062 , India | +91 11 4107 1214

  

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 04:47 - 28 Jul 2022

• What is the 60-plus economy worth?

  On Point

  How companies meet older consumers’ needs ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Live long and prosper The news • Strike a pose. If you want to live longer, pose like a flamingo. In a recently published study, researchers asked people aged 51 to 75 to stand on one leg for ten seconds. Seven years later, those that weren’t able to maintain their balance were 84% more likely to have died. Having good balance is tied to overall health. It’s especially important for older people, who can become seriously injured by falling. Feeling wobbly? Practice balancing by starting small; for instance, try standing on one leg while holding onto a chair. [Axios] • Older workers welcomed. Job applicants with gaps in their resumes used to be regarded with suspicion, but nowadays, many employers host reentry programs for experienced workers who, after some time away from the workforce, are rebooting their careers. Return-to-work initiatives are gaining traction among private employers due to labor shortages and longer life spans. And public-sector employers are starting to launch programs that make reentering the workforce easier, including for previously retired workers who are charting a second act. [MarketWatch] “The 60-plus economy is worth over $22 trillion worldwide. Every business and entrepreneur should be thinking about how we can support healthy aging and longer life spans.” Our insights • The longevity economy. People are living decades longer, yet we don’t have the products and services to support healthy aging across longer life spans, says Stanford Graduate School of Business lecturer Susan Wilner Golden. That’s the idea behind the longevity economy, which includes all of the economic activity that will sustain older lives. In the US that market is worth more than $8.6 trillion. By adapting their offerings to be multigenerational, companies can expand their customer base and help people live healthier, more purposeful lives. • Stealth features. “Big, beige, and boring” are the typical characteristics of products designed for older adults, but it doesn’t have to be that way, says Golden. Introducing “stealth features” for older people makes devices and machines easier for them to use but in a way that doesn’t call out the accommodations. For example, BMW has redesigned its entire dashboard, recognizing that older drivers may need bigger dials and more contrast in color, but has kept the exterior of the car the same. Discover how companies are catering to older adults. Understand older consumers 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:49 - 28 Jul 2022

• [Webinar Invite] What’s New in Acrobat Pro

  Adobe

  Join us on Aug 16 to learn how Acrobat Pro can strengthen and unify your organization’s work.

  Live Webinar What’s New in Acrobat Pro Tuesday, 16 August 2022 • 11am SGT Register now In our “work anywhere” world, your team needs access to their tools from any place, at any time. Advanced document capabilities are essential to both ensuring productivity with a hybrid workforce, and meeting customer expectations. On Aug 16, join us for our What’s New in Acrobat Pro webinar. Our expert will take you through the highlights, walking you through significant enhancements on: Guided demos and best practices on unlimited request signatures and bulk send capabilities Show you how to create, send, sign, track, and manage the document flows critical to key functions such as sales and HR. Learn how e-signatures smoothly integrate with Microsoft 365, enabling teams to work seamlessly within their existing software workflows. From sales contracts to onboarding, IP to inventory, obtaining signatures efficiently and securely is critical for every part of an organization. When you use a comprehensive tool like Acrobat Sign — which has delivered an overall ROI of 519% and reduced e-signature costs by 25%* — every department wins. Join us on Aug 16 to learn how this single trusted tool — which is part of the Adobe Document Cloud — can strengthen and unify your organization’s work.    * A commissioned Total Economic Impact™ study conducted by Forrester Consulting on behalf of Adobe, January, 2022. Register now Speaker   Rajesh Patil Head - Territory & Channel Sales Adobe   Keep work flowing     Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. All other trademarks are the property of their respective owners.   By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand South-East Asia India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe" <demand@info.adobe.com> - 10:03 - 27 Jul 2022

• Sustainability and innovation in fashion

  Harmony Internal - McKinsey

  Get innovative ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York What are the latest trends in sustainable fashion? One new innovation is the development of a material that absorbs water from the ambient atmosphere and is enabling cotton to be grown without irrigation. In a new episode of the McKinsey Global Institute’s Forward Thinking podcast, Edwin Keh, CEO of the Hong Kong Research Institute of Textiles and Apparel—who has been described as the godfather of Hong Kong’s fashion sustainability industry—delves into this and other innovative projects focused on sustainability and shortening the textiles and fashion supply chain. Tune in and join the sustainability revolution. Forward Thinking on the sustainability revolution in textiles and the fashion industry with Edwin Keh The leader of a cutting-edge institute talks about innovative new materials that “eat” carbon and may enable cotton growing without irrigation, as well as the potential for building the world’s shortest supply chain in two 40-foot containers. Get innovative   Quote of the day “If individuals, businesses, and countries widen their understanding of health, they may reap the benefits of gains in life expectancy and quality of life.” —See how residents in 19 countries think about their health in a new McKinsey Health Institute survey Chart of the day See today’s chart   ALSO NEW How a ‘materials transition’ can support the net-zero agenda As the energy transition continues, advances toward low-emissions materials and the circular economy can also speed progress to net zero. Research on Europe shows the value in such a materials transition. Set the groundwork   How can CFOs rebrand themselves as innovation allies? They can take five actions to improve objective-setting, performance measurement, and cultural factors associated with successful innovation projects. Empower now   Racial and ethnic equity in US higher education Institutions have the potential to use their roles in teaching and learning, research scholarship and creative expression, and service to the community to collectively work toward greater equity. Learn better   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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:38 - 27 Jul 2022

• Four key tech trends

  Re:think

  The new shape of IT ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   INNOVATION AT THE EDGE Four trends reshaping IT—and companies Steve Van Kuiken It’s dizzying how fast technology trends are flooding organizations. It’s almost impossible to keep up. But there are four trends with implications that CEOs and CxOs need to pay special attention to, because together they reshape the way leaders must run their companies. I’d put them under the heading “innovation at the edge.” The first trend is that innovation now happens on the front lines. For years, the accepted wisdom was that the IT or “central innovation” group kept track of emerging technologies and then made them available for use throughout the company. But it’s now clear that innovation can emerge anywhere. It may be your suppliers that are driving it, or your customers. Put simply, it’s impossible to manage innovation centrally. Instead, your frontline workers are becoming both innovators and discoverers of innovation. Rather than trying to centralize innovation, companies must be flexible and focus on creating networks within their organizations to identify innovations where they emerge, and on having processes to scale up those innovations. The second trend follows from the first. You need to create a culture of perpetual learning about technology on the front lines. If innovation is arising on the periphery, your people there have to have the confidence to embrace innovation, experiment with it, and imagine how it can be used to deliver better products and services. We’re talking learning that is bite-size, delivered at the point of need, and usable and relevant. For IT leaders, embracing the fact that more people have access to more technology means also training frontline workers smartly so that they know what to do with it for the company and for customers. “It’s impossible to manage innovation centrally. Instead, your frontline workers are becoming both innovators and discoverers of innovation.” This gets to the central question: What happens to IT? This is the third trend: IT shifts from being the manager of a vast infrastructure of specialized applications and data and hardware to being an enabler. The software engineers and data scientists are sitting in the business now, not in IT. So, IT has to manage and automate the infrastructure for those frontline folks. They have to standardize APIs, so products have some consistency. They set standards, help with recruitment and deployment of talent to the front lines, and share best practices. But they don’t own the applications anymore, they aren’t the secure holder of technology they once were. That change is what drives the fourth trend, which is that IT has to think of trust and security in a brand-new way. With so much innovation at the edge, and so many people having so much more interaction with so many customers, there’s an incredible amount of data being collected. Each interaction, however dispersed, has to have trust and security at its center. The cost of failure of trust is so significant, whether we’re looking at the system level or at the level of an individual customer. Infusing that trust and security into every external interaction is such a key responsibility of IT. The cumulative effect of these shifts is profound and is altering the very role of the CIO. But I see some CEOs starting to realize the impact of all this on their own role. They see the enormous potential of innovation on the edge and make a commitment to absorbing this and managing in a new way. What does it really mean to operate with technology products everywhere? What’s the best way to unleash the power of innovation arising anywhere in the company? I think every company is going to have to wrestle with this shift. It’s inevitable. ABOUT THE AUTHOR Steve Van Kuiken is a partner in McKinsey’s New Jersey office. MORE FROM THIS AUTHOR It’s cloud time for boards—in seven charts These seven charts can help boards shape their business’s cloud strategy. More → How Johnson & Johnson transformed its corporate business-technology operating model Johnson & Johnson remodeled its technology–business partnership to elevate the employee experience. More → IN TWO WEEKS Tiffany Burns on making equity real Consumer-facing companies say they want to imbue services and offerings with equity, but what does that mean? Here’s what they need to think about. 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 © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 01:11 - 27 Jul 2022

• [Online workshop] Error management in New Relic

  New Relic provides several ways to manage errors in your applications. In this workshop, you will learn how to configure and manage errors in APM, browser, and mobile applications. You will also learn how to use New Relic Errors Inbox to proactively detect, triage, and act on errors across your application stack, all in one place. Register for this free online workshop to learn how to: Configure error reporting in New Relic APM View and troubleshoot errors in your APM, browser, and mobile applications Use New Relic Query Language (NRQL) to query and alert on error data Supplement error data with logs in context Use New Relic Errors Inbox to manage errors in one place. Register now   FOLLOW US: New Relic, Inc.  31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland | +353 (01) 687 6808 Unsubscribe or change your email address and preferences at any time. For information about our privacy practices, see our Privacy Policy. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, In  View this online

  

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  by "New Relic" <emeamarketing@newrelic.com> - 03:58 - 27 Jul 2022