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• Barriers to EV adoption, and how to topple them

  Harmony Internal - McKinsey

  Break down barriers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Electric vehicles are here. So why aren’t they everywhere? It’s complicated. Cultural and economic reliance on the internal-combustion engine are just two significant hurdles. But there’s hope for adoption and scale, says Russell Hensley, co-leader of the McKinsey Center for Future Mobility in the Americas on this week’s episode of The McKinsey Podcast. He shares a slew of ideas with McKinsey editorial director Roberta Fusaro—plus a deliciously savory idea for road trip grub. Electric vehicles are here and large-scale adoption is … near? You might expect electric vehicles to be more popular, with gas prices and sustainability concerns so high. But barriers to widespread adoption remain. Here’s what companies must do to topple them. Breaking down barriers Quote of the day “Almost all other players right now are building digital twins in silos…. Construction teams might have a building-information model, a digital twin of the building itself [which is] separate from the equipment digital twin, it’s separate from the material control tower or supply chain link.” —McKinsey partner Evan Horetsky emphasizing the need for interconnectedness in “Batteries included: Building and operating sustainable gigafactories.” Chart of the day See today’s chart   ALSO NEW Procurement in Africa: Exercising a muscle for challenging times Amid rising costs and increasing demand for raw materials, African companies may need to pull every available lever to maximize procurement efficiency. Manage the supplier   Author Talks: Hospitality lessons from a Michelin-star restaurateur Eleven Madison Park cofounder Will Guidara explains why a hospitality economy is on the horizon and shares the “unreasonable” strategies that he has used to lead restaurants to the top of their game. Go overboard   One way to help solve net-zero challenges: Working together as an ecosystem It is vital to manage three areas when negotiating the rocky 1.5° pathway: clear policies, risks to private capital, and tradeoffs. Learn more   — Edited by Stephanie d’Arc Taylor, editor, Southern California 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> - 05:13 - 1 Dec 2022

• [Live demo] Go further: Uplevel Digital Customer Experience

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  Join us on 14th December at 2 pm GMT / 3 pm CET for an interactive demo on going further with improving digital customer experience using New Relic. The 45-minute live demo will cover common scenarios that will be helpful if you would like to: Go beyond load time and measure how end users perceive performance Proactively prevent issues before they impact customers Set up proactive end-user experience alerting By the end of the demo, we hope you'll feel confident about using New Relic to improve digital customer experience. If you can't attend the live webinar, you can also register to be emailed the recording. Register Today View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 06:06 - 1 Dec 2022

• Consumer preferences are changing in the Gulf region. How are they different?

  On Point

  Highlights from our new survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Growth in Gulf retail In the news • Smartphone shopping. Shoppers in the UAE lead the world in their preference for mobile commerce, buoyed by the high quality and speed of internet in the region. According to a new study, more than 70% of brick-and-mortar shoppers say they are likely to use their smartphones to compare prices or look up product information online before making an in-store purchase. To capitalize on this trend, merchants are doubling down on their digitization initiatives, including creating digital profiles for shoppers. [Khaleej Times] • Black Friday reaches the Gulf. The busiest shopping day in the year in the US is receiving heightened interest from overseas shoppers, particularly in Egypt, Saudia Arabia, and the UAE. Online shoppers in the region conducted some of the highest online searches for Black Friday deals compared with Brazil, the UK, and the US, according to an Ipsos study that was commissioned by Google. More than half of Gulf consumers start researching products online before the sale season starts, the study found. [Arabian Business] Our survey shows the number of people in the UAE and Saudi Arabia who shop online on a weekly basis has doubled in two years. On McKinsey.com • The new Gulf consumer. In the face of the COVID-19 pandemic, a new Gulf consumer is emerging, one with shifting financial sentiments and spending habits, find McKinsey partner Abdellah Iftahy and coauthors. According to our latest Middle East Consumer Sentiment Survey, UAE and Kingdom of Saudia Arabia shoppers are becoming more price sensitive. Twenty-seven percent of UAE respondents earning less than 7,000 dirhams ($1,905) a year reported a preference for trading down in 2021, up from 13% a year earlier. The phenomenal growth in e-commerce usage in the region is also helping consumers compare prices and deals online. • Two critical areas. These behavioral shifts present a unique opportunity—as well as an urgent need—for Gulf omnichannel retailers and consumer-packaged-goods manufacturers to rethink their consumer strategy. This change won’t come easy. Before the COVID-19 pandemic, Gulf retailers underinvested in advertising and marketing. But rapid digitization and a growing competitive pool of digital attackers are forcing companies to devise new ways to attract and retain their customer base. See two priority areas that could drive revenue growth for consumer companies in the Gulf region. Two areas for propelling growth — Edited by Arshiya Khullar, editor, Gurugram 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> - 12:38 - 1 Dec 2022

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  by "Jignesh Pardeshi" <official@uffizio.com> - 10:00 - 30 Nov 2022

• Blasting off into the space economy

  Harmony Internal - McKinsey

  Discover what's ahead ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Space has always been fascinating to humans, for its austere beauty—and because, for most of us, it has remained totally unattainable. That’s changing. Thanks to lower costs, technological advances, and increased private sector funding, the space economy is more bustling than ever. The number of space-related startups funded annually more than doubled between 2010 and 2018, and companies across industries are exploring opportunities that once seemed too expensive and difficult to bother with. In a new article, McKinsey senior partner Ryan Brukardt explains what’s on—and beyond—the horizon for organizations in the space economy. How will the space economy change the world? Space is no longer the sole domain of governments and aerospace and defense companies. Businesses that pursue emerging opportunities now may gain a first-mover advantage. Discover what’s ahead   Quote of the day “The conversations we just had in that field lasted about 45 minutes, but they would have taken over 30 hours of meetings [in the office]. I had no idea that the team was not aligned on so many things. That was super powerful.” —One CEO of a US manufacturer, after a team wilderness retreat in upstate New York, in “(Extremely) out of office: Let nature boost your team’s creativity and performance” Chart of the day See today’s chart   ALSO NEW What is net zero? What is decarbonization? What would a net-zero transition involve? The answers to these questions—and others—are available in our new McKinsey Explainers series. Early access to the full series is available exclusively on our Insights app. Invest in the climate  The State of Fashion 2023: Holding onto growth as global clouds gather In 2023, the global fashion industry will need to weather inflation while finding opportunities in shifting consumer patterns, channel and digital marketing strategies, and manufacturing approaches. Get on trend   New York City workforce: Challenges and opportunities for growth Historically a talent magnet, the New York City region faces a shrinking workforce and a growing mismatch between jobs and skillsets. But interventions could help rebuild its labor force and boost inclusiveness. View the interactive  — Edited by Stephanie d’Arc Taylor, editor, Southern California 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> - 06:09 - 30 Nov 2022

• Operational excellence takes the spotlight. Here’s why.

  Re:think

  Sharpen your operations edge ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FRESH TAKES ON BIG IDEAS ON OPERATIONS The immediate need for operational excellence David Hamilton If your business has survived—or even thrived—during three years of historic challenges, you might think that you’re set for whatever comes next. But how can you be sure? Consistently high-performing organizations know that skill matters, in the form of operational excellence. And there are three reasons that this concept, rooted in the foundational principles of lean management, is more important than ever. First, despite recent headlines, attrition remains high, as a new generation seeks more purposeful work. Second, labor productivity has stagnated worldwide even as labor costs rise in many markets. And third, depending on data source, two-thirds of executives are dissatisfied with the return on their investments in technology. So there’s never been a better time to get really good at what your enterprise does—all across your operations. Operational excellence, as we define it, includes a demonstrated commitment to strategy and purpose, to behaviors aligned to drive that purpose, and to support from tech-enabled operating, management, and organizational systems. Those who truly understand operational excellence think about it as a commitment to action. It’s not a function—it’s a way of working. A way of investing in people. A way of delivering more value to customers. It’s important enough to be among the top priorities of CEOs. Over the past ten years, we have been developing the Operational Excellence Index, an assessment of operational maturity. It provides benchmarks for organizations to establish baselines and measure improvements over time. We assess performance against four measures: How well is an individual’s work connected to the organization’s overall purpose, strategy, and vision? How well are teams set up to deliver on those aspirations? How well is the institution set up to build the skills of its individuals? And last, are employees continuously improving in their jobs? “Those who truly understand operational excellence think about it as a commitment to action. It’s not a function—it’s a way of working. A way of investing in people. A way of delivering more value to customers.” Operational excellence is only as good as your ability to apply it. So it will look slightly different in a mine than in a call center. But the behaviors you would expect from great leaders and their ability to connect with their teams don’t change all that much. In our work with many organizations over the past decade, we see four paths they have taken: • Accelerators are top performers in their industry; they use operational excellence as a foundation to reach their potential. • Sustainers focus on preserving their strong operational excellence foundation, with incremental improvement. • The Distracted began implementing the principles of operational excellence but have since become sidetracked by competing priorities. • The Reluctant have yet to embark on an operational excellence journey and therefore have never established a meaningful level of maturity. If I were a CEO, I’d begin by assessing where my organization’s starting point is on the operational excellence journey. Second, I wouldn’t take anything for granted—there’s a chance that the ways of working in the organization are different now from how they were years ago, so maybe the second invitation for CEOs is to really understand how things have evolved from the starting point. The third opportunity is to think about this whole set of actions as an overarching mindset that outlasts the tenure of any CEO. It’s one of the very few things that a departing CEO can give to an organization—to be able to say, “I’m going to leave my successor in a better place in terms of how the place is run, the maturity of the processes within it, and the development of our colleagues and our people.” And that’s a pretty cool legacy. ABOUT THIS AUTHOR David Hamilton is a partner in McKinsey’s Detroit office.  MORE FROM THIS AUTHOR Insurance resilience in a rapidly changing coronavirus world In times of uncertainty, carriers can pursue resilience through a staged approach to stabilizing, reimagining, and transforming operations. More  Five themes from InsureTech Connect 2019 This year’s InsureTech Connect conference confirmed several themes that insurance carriers are and should be thinking about as they build both near- and long-term strategies. More  Up next Sandra Sancier-Sultan on business reinvention Disruptions are coming at industries, fast and furious. To meet these challenges, companies have to step away from incrementalism to think bigger and go bolder.  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 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> - 02:32 - 30 Nov 2022

• Diversity, anyone?

  

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  In with the inclusivity    You work really hard to stay open for business. But what about being more open to diversity, inclusion, and equity?  We’ve got you covered. We’ve teamed up with Arsenal and England star Bukayo Saka to help create more opportunities for everyone, regardless of background.  So, if increasing productivity, attracting more customers, and improving brand perception—while strengthening core values—sounds good to you… Get in here Want to learn more about our partnership with Bukayo? Check it out         Privacy Policy | Support | Invite a Friend | Get Inspired This email was sent to you by Fiverr International Ltd. You are receiving this email because you signed up for Fiverr. If you wish to unsubscribe from all future emails, please click here Fiverr International Ltd. | 38 Greene St. | New York, NY 10013, USA

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  by "Fiverr" <no-reply@announce.fiverr.com> - 08:05 - 30 Nov 2022

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  by "Sangoma Technologies" <webannounce@sangoma.com> - 04:01 - 30 Nov 2022

• If employees shrug, how can managers still inspire?

  On Point

  The upside of delivering tough feedback ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Quiet resignation In the news • Twilight of the ‘try hards’? So-called quiet quitting, or when employees do the bare minimum to get by, may be increasing in sectors that have previously had the most engaged workers, such as finance. A recent study of more than 9,000 employees found that fewer workers across industries report hard striving compared with last year. One of the biggest drops was among finance and insurance sector workers: 8% fewer say they are willing to give it their all at work this year compared with last. [Bloomberg] • Let’s get loud. Employers can make sure employees stay engaged in three ways, all of which hinge on clarity and communication. First, make clear what core job responsibilities actually are and what falls into the category of “above and beyond.” Second, determine what motivates each employee—for example, higher pay or more flexibility—and take steps to address these needs. Third, help employees go the extra mile in ways that dovetail with their interests and talents so that they can feel more satisfied while they’re performing additional labor. [HBR] “Every manager needs to have conversations that help put on the table some of the social and emotional issues going on in the workplace and be able to coach somebody through them.” On McKinsey.com • New term, old problem. Senior partner Bill Schaninger and partner Bryan Hancock have seen versions of quiet quitting, social loafing, or skating by on the performance of stronger team members in the work landscape for decades. What’s different today, they say, is that “a perfect storm” of the COVID-19 pandemic, working from home, and bosses not checking in as much has contributed to pervasive disengagement, exhaustion, and loneliness. Employers who want to minimize quitting, quiet quitting, and other expressions of malaise need to take action. • Ties that bind. Energizing workers to strive for top performance takes active management. Managers must understand each employee’s issues and appreciate the need to make human connections. Purpose is motivating—and McKinsey research shows this is even more true for younger workers. Managers should not shy away from giving honest feedback. Though they may fear that constructive criticism could lead to quitting, McKinsey research finds that avoiding tough feedback is demotivating for strong performers. See how leaders can better engage employees. Inspire intensity — Edited by Katy McLaughlin, senior editor, Southern California 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> - 10:16 - 29 Nov 2022

• How the defense industry could lead the climate charge

  Harmony Internal - McKinsey

  Read the interview ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Former Netherlands defense chief Thomas Middendorp, the so-called ‘climate general’, admits that the relationship between climate change and national security might not be immediately obvious. But look a little closer, and the signs are there: the Taliban taking advantage of social tensions in Afghanistan triggered by water shortages; poor farmers and fishermen driven by famine to piracy in Somalia. Defense players, he says in conversation with McKinsey partner Axel Esqué, need to be prepared to adapt to rapidly changing circumstances. But it’s not just about responding to threats. Middendorp also sees the transition toward green technologies as an opportunity for the defense industry to lead with innovation—and set an example for the world. The link between climate and national security Former Netherlands chief of defense Tom Middendorp, the “climate general,” discusses efforts to decarbonize defense forces and the security risks that could be heightened by climate change. Read the interview   Quote of the day “It is very easy to feel like you have to work really hard.... and sacrifice the balance in your life, whether that relates to family, exercise, or involvement in the community. These things really, really matter…. If you have the right balance in your life, you can deal with pretty much anything that comes your way.” —Alison Watkins, speaking to McKinsey partner Joseph Tesvic, in “In the boardroom with Alison Watkins: CEOs, boards, and leading through crisis” Chart of the day See today’s chart   ALSO NEW The Committed Innovator: What has made Israel an innovation hub? Two leaders within the world’s third-largest start-up ecosystem discuss how the tiny Middle Eastern country grows and supports a culture of innovation. Listen to the episode   Managing financed emissions: How banks can support the net-zero transition Banks finance carbon-emitting businesses, and they finance decarbonization of the economy, as well. How effectively they address financed emissions can make all the difference. Align the portfolio   Batteries included: Building and operating sustainable gigafactories As the demand for electric vehicles grows, so does the demand for the batteries to power them. Meeting that demand will require more gigafactories to be built at speed and scale. Pay attention to talent   — Edited by Stephanie d’Arc Taylor, editor, Southern California 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 - 29 Nov 2022

• Ready to kick some API butt in 2023?

  Ready to kick some API butt in 2023?

  Check out the lineup, including Kin Lane & Tyk CEO Martin Buhr, and get your free tickets.

  Tyk’s Holiday APIM Extravaganza   On Wednesday, 7th December, business leaders, architects, product leaders, developers, and a plethora of tech personnel from across the globe will gather for Tyk’s holiday APIM Extravaganza - will you join us?    In a fresh, fast-moving format, our event will be full of quick-fire tips and expert advice from Tyklings, our beloved customers and some headlining heavy hitters - API evangelist extraordinaire Kin Lane, Tyk CEO and founder Martin Buhr, and Developer evangelist at Twilio, Nathaniel Okenwa. You can check out the full lineup and agenda and grab your free ticket here.    Here are five reasons why you should attend this epic event… Learn the lessons and takeaways from a year of uncertainty for developers Find out what the future holds for APIM Discover innovative ways Tyk customers are using APIs Listen to expert advice to crush your APIM strategy in 2023 See the best/ugliest holiday sweaters money can buy  This is your chance to learn straight from our expert panel and get inspired with practical advice you can put into motion immediately. Save your spot today!    Book your tickets now. Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences Tyk, 828 Ralph McGill Blvd NE, Atlanta, Georgia GA 30306, USA, +1 (404) 4511123 Tyk, High Street Centre, 1 North Bridge Road, #08-08, Singapore, 179094, +65 681 32083 Manage your subscriptions here

  

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  by "Jason Miller" <jason.miller@tyk.io> - 08:36 - 29 Nov 2022

• App feels wrong? Learn how to get it right

  New Relic

  Ever feel like your application’s performance is off, but you don’t know why? Use distributed tracing to uncover the root cause and return your software to optimal health. New Relic distributed tracing gives you an easy way to capture, visualize, and analyze traces through complex architectures. And if you’re already using New Relic application performance monitoring (APM), pro and enterprise customers get distributed tracing at no extra charge. Learn how New Relic distributed tracing takes the complexity out of optimizing applications. Read more View in browser This email was sent to info@learn.odoo.com Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +353 (01) 687 6808. New Relic, Inc. 31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic" <emeamarketing@newrelic.com> - 06:36 - 29 Nov 2022

• After 30 years of relative calm, is the world at the start of a new era?

  On Point

  Five domains of the next era ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices On the cusp of a new era In the news • Economic discontent. For generations, economic volatility has been linked with societal instability. Now, the rising costs of daily life are contributing to “febrile political dynamics,” with destabilizing effects on countries across the globe, according to the World Economic Forum’s Chief Economists Outlook, a survey of leading economists from the public and private sectors. Ongoing effects of the COVID-19 pandemic and the war in Ukraine mean that real wages are declining fast. As stated in a recent index, 101 out of 198 countries saw an increased risk of civil unrest. [WEF] • Protests in Europe. In 19 European countries, inflation has hit a historic high. In response, people across the region are protesting in the streets, raising their voices to demand higher pay to help households deal with the swiftly rising costs of energy and food. Since September 2021, governments have earmarked more than $566 billion for energy relief. Still, recent strikes and demonstrations reflect widespread dismay over the soaring costs of living and could potentially lead to political disorder. [AP] If we are indeed in the early throes of a seismic shift—as the evidence appears to suggest—leaders must both prepare for the possibility of a new era and position themselves to shape it. On McKinsey.com • A potential new era. After three decades of relative calm, today’s unnerving events have largely come as surprises: a global pandemic, energy scarcity, rapid inflation, and rising geopolitical tensions. Similar to how the aftermath of World War II, the oil crisis of the early 1970s, and the breakup of the Soviet Union each ushered in a new epoch, could the world now be on the cusp of a new era? A new McKinsey Global Institute paper by senior partners Chris Bradley, Sven Smit, and Jonathan Woetzel and partner Jeongmin Seong suggests a framework to imagine the potential new era. • Five domains. To begin to build a map for the new era, the McKinsey Global Institute examined five domains that could help determine how the future unfolds. For example, in just one of the domains, demographic forces, a young world will transition into an aging, urban one; the age of communicable diseases may give way to an age of noncommunicable diseases; and inequality within countries may increasingly challenge the social fabric. See five domains of the world’s next era. Learn more about the new era —Edited by Grace Ivey, Editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 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 - 29 Nov 2022

• Monitor Driving behaviour - White Label GPS Tracking Software

  Monitor Driving behaviour - White Label GPS Tracking Software

  Start your profitable GPS tracking business.

  Eliminate problematic driving habits and ensure fleet safety 65+ countries | 500,000+ units | 50,000+ happy customers Tracker independent | Supports multiple language Download E-Book Drivers are the most important part of any fleet operation. Video telematics empowers fleet managers with powerful behaviour monitoring tools to ensure the safety of drivers. Standard benefits Increased on-road safety Eliminate dangerous driving habits like smoking, aggressive acceleration, harsh braking, rapid cornering, etc. Identify distracted or drowsy drivers 45% of all road accidents are caused by inattentive or drowsy driving. Instant alerts for sleepy or distracted drivers. Better driver training Every event generates an instant alert for drivers and fleet managers. Easily train drivers to be more responsible. Video playback evidence Better transparency with video recordings of every event and playback based on date and time. Fleet Management Platform That Grows With You Get a demo Plan & Pricing Uffizio India Software Consultant Pvt Ltd, 4th Floor, Metropolis Opp S.T Workshop, Abrama-Dharampur Rd, Valsad, Gujarat 396001, Valsad, Gujarat 396001, India, +91-7285855104 Unsubscribe Manage preferences

  

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  by "Jignesh Pardeshi" <official@uffizio.in> - 10:00 - 28 Nov 2022

• Lessons in innovation from PepsiCo’s chief designer

  Harmony Internal - McKinsey

  Think big ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Stephanie d’Arc Taylor   Editor, Southern California If a teenage Mauro Porcini could see himself now. Having grown up in a tiny house on the outskirts of Milan, sharing one bedroom with his brother and parents, by his mid-twenties he had founded a company with a titan of the Italian music industry. Now he’s the head of design at PepsiCo. If there’s one thing his journey has taught him, it’s that people should be at the heart of design—and business. “We need to focus on the needs, wants, and dreams of people in everything we do in our business, instead of thinking about financial goals, market share, and technology as a competitive advantage,” Porcini says in a new Author Talks interview. In his new book, The Human Side of Innovation: The Power of People in Love with People, Porcini traces his story, and explains how mentorship, sustainability, and design thinking are necessary ingredients for future innovation. Author Talks: PepsiCo’s Mauro Porcini talks meaningful design and mentorship PepsiCo chief design officer Mauro Porcini explains how designers and nondesigners alike can push the boundaries of innovation every time they create. Think big   Quote of the day “We have three decades to completely rebuild this entire global economy that we spent the last 300 years creating. That’s going to require an extraordinary amount of investment capital—estimates range from $100 trillion to $150 trillion.” —Bruce Usher, investor and Columbia Business School professor, in a new Author Talks promoting his book, Investing in the Era of Climate Change Chart of the day See today’s chart   ALSO NEW Five big technology transformation ideas for oil and gas CEOs Only 30 percent of oil and gas companies have successfully scaled digital manufacturing. But a few digital transformation ideas can help oil and gas CEOs achieve real impact on production KPIs. Learn more   What is exascale computing? Exascale is the next milestone in computing. It’s a higher level of computer performance that will have unprecedented impact on society and the economy. Advance now   Getting visual performance management right: Measure twice, cut once The third post in the visual performance management series assesses custom-built versus off-the-shelf tools. Learn more   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> - 06:46 - 28 Nov 2022

• What AI can do for human health

  Harmony Internal - McKinsey

  A new edition of The Next Normal ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested The Next Normal | What AI can do for human health The future of biotech: AI-driven drug discovery Today, many diseases don’t have a cure. One reason is that drug discovery is difficult: finding and developing an effective medicine is a yearslong and very expensive process. But maybe it doesn’t have to be. Experts say AI—if properly integrated into scientists’ research—could revolutionize drug discovery, making it possible for more patients to get the treatments they need. Harness the power of AI Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Next Normal newsletter 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 & Company" <publishing@email.mckinsey.com> - 12:14 - 28 Nov 2022

• Journey to net-zero with us

  Schneider Electric

  Sign up for the Innovation Talk   ดูออนไลน์     Fast-track your path to net-zero with Electricity 4.0   Don't miss your chance to attend the Innovation Talk “Electricity 4.0: The Fastest Route to Net-Zero”, hosted tomorrow at 2:00 PM CET. Register now to join industry experts as they explore: The role of energy management in fighting climate change Solutions that power the new electric world The fastest and most cost-effective way to net-zero If you have any questions, feel free to contact us at innovation-experience@se.com.   Register now   Learn more       When?   Tuesday, November 29 at 2:00 PM CET     Where?   Live stream on LinkedIn       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2022 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 04:02 - 28 Nov 2022

• Webinar | Sangoma Integration with Char PMS Link

  Webinar | Sangoma Integration with Char PMS Link

  Discover how PBXact & FreePBX integrate to the most popular PMS systems

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  Register to this Webinar

  [ Sangoma Webinar | Register Now ] [[https://register.gotowebinar.com/register/1734842858922556430]]   Did you know that Sangoma integrates with the most popular Property Management Systems in the market?   Discover how to take advantage of the UC and collaboration functionalities that Sangoma provides with its flexible PBXact and FreePB platforms, thanks to the compatibility with the PMS systems used in the biggest hotel chains. In addition, you will learn about new trends in hospitality to save costs when migrating hotel telephony infrastructure to IP.   Register Now Register Now [[https://register.gotowebinar.com/register/1734842858922556430]] When: 2 PM IST, November 30th 2022 Hosts: Gurbir Gill - Director of Sales Engineer (International)   Join this webinar and learn about the tools PBXact and FreePBX systems have to offer for efficient communications in hotel management!

  Questions, comments, or needing a quote? Call us at +1 231.239.8999   Sangoma Technologies 100 Renfrew Drive, Suite 100 Markham ON L3R 9R6 CANADA

  

  This email was sent to info@learn.odoo.com. If you no longer wish to receive these emails you may unsubscribe at any time.

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  by "The Sangoma OSS Team" <webannounce@sangoma.com> - 03:16 - 28 Nov 2022

• What motivates employees to stay? A leader’s guide

  Harmony Internal - McKinsey

  Playing for keeps ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Rama Ramaswami   Senior Editor, New York As chronic labor shortages and high attrition hit organizations around the world, both private- and public-sector leaders are looking for imaginative ways to keep the talent they have. Popular solutions include extra pay and perks, personalized benefits, flexible work arrangements, and inviting office spaces. But sometimes, you may need to look beyond the obvious to prevent talent from leaving. Here are some inventive strategies that organizations have adopted—and that may inspire you to create your own. AN IDEA Place culture at the core Can a high-performing organization have a soul? Rishad Premji, executive chairman of India-based IT services provider Wipro, answers that question in this discussion with McKinsey partner Anuj Kadyan. “To me, culture represents the soul of the organization,” says Premji. That conviction underlies his initiative to make Wipro more “empathetic, vulnerable, collaborative, and decent.” Premji’s cultural-transformation program, launched after he took the helm in 2019, is centered on the development of five simple core habits among Wipro employees—being respectful, being responsive, communicating, demonstrating stewardship, and building trust—that together improve performance. “These habits provide a very strong foundation for what is necessary to build a high-performing organization,” says Premji. “We want to institutionalize this in our thinking, so many of our people processes are incorporating it, including our appraisal process and salary increase process.” A BIG NUMBER 47% That’s the percentage of companies in a McKinsey survey that are not experiencing greater turnover—at a time when attrition is increasing on a global scale. What’s their secret to retaining talent? According to research by McKinsey’s Neel Gandhi and others, it may lie in their ability to balance “hygiene” factors, which are basic employment features such as compensation and working conditions, with “motivators”: elements that influence employees to stay, such as concern for their well-being and development, rewards and recognition, and strong relationships with coworkers and managers.  A QUOTE “We have more important things to worry about.” That’s managers responding to a McKinsey survey question on what prevents their companies from matching top talent to their most important business priorities. Respondents cite the same reason for their companies’ reluctance to provide more skills-based training. In our survey of 21 talent best practices, company leaders come off as the biggest impediments to adopting better ways of working: for example, 52 percent of non-CEO respondents believe that their company leadership doesn’t value the use of “clear structures, roles, and responsibilities to streamline work.” Considering the positive effects of talent management on business outcomes, as shown in research by McKinsey’s Dana Maor, Bill Schaninger, and others, leaders may want to consider making talent the most important thing to worry about. A SPOTLIGHT INTERVIEW ‘Talent requires development,’ says economist and author Tyler Cowen in this Forward Thinking podcast hosted by McKinsey partner Michael Chui. “If all you end up with is what you start out with, you’re not going to be good, really, at anything.” One aspect of developing talent may involve creating higher aspirations in people who may not normally think of themselves as successful. “I don’t think we think carefully or explicitly enough of how [we can] bend upwards everyone’s what I call ‘aspiration curve’ so they can strive for higher and better things,” Cowen says. One way that organizations can encourage progress on that curve is to support employees in taking on new roles, which can offer better learning opportunities or a more significant share of skills and responsibilities than their previous job did. McKinsey research shows that 40 to 50 percent of role moves involve pay increases and that workers making these moves manage to boost their earnings by 30 to 45 percent on average each time. STAR TURN Be prepared to work extra hard to keep your best people. “It’s remarkable how much of a productivity kicker an organization gets from top talent,” says McKinsey senior partner Scott Keller in this article on the relationship between talent quality and business performance. “In highly complex occupations ... high performers are an astounding 800 percent more productive.” But don’t take these superstars for granted, warns the author of this Harvard Business Review article on retaining high-potential talent. “If you rely on these people for outstanding organizational performance, you must treat them as valued, unique individuals,” he says. “Never dismiss their ideas, never allow their progress to be blocked, and never miss the chance to shower them with praise when they succeed.” 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> - 01:09 - 28 Nov 2022

• A venture capitalist explains why this may be a great time to launch a start-up

  On Point

  The promise and perils facing start-ups ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company STILL INTERESTED? We hope you enjoy hearing from us and want to continue getting the emails you’ve signed up for. Let us know. Yes, I'm still interested   Edited by Alexandra Mondalek   Editor, New York Start from scratch In the news • Talent trading. As some of Silicon Valley’s most well-known tech companies have laid off tech talent as a resiliency measure, some start-ups are swooping in to offer engineers and project managers—many of whom they wouldn’t have been able to hire otherwise—a parachute. This is particularly true for late-stage companies with products on the market that already generate revenue rather than companies that are more reliant on venture funding, which has slowed. [Reuters] • Party foul. In venture funding, “party round” was first known as a pejorative phrase. It meant a start-up was raising small amounts of capital from many investors, none of which would be motivated by a big enough stake to step in and help if the start-up began to sputter. That definition changed to something bragworthy as the venture capital world—and valuations—exploded in the past decade. Now start-ups are faced with the gloomy reality that an economic slump (along with declines in capital) may be settling in. [NYT] “The truth is that if you’re going to build something from scratch, this might be as good a time as you’ve had in a decade.” On McKinsey.com • Tailwinds despite headwinds. “There have been plenty of great companies started in the troughs to suggest that there’s no reason to stop investing,” says VC Bill Gurley. Even with all the macroeconomic factors contributing to a tense global climate, some favorable conditions—such as a newly far-reaching talent pool and access to cheaper real estate—mean that a start-up can still build a strong foundation today, according to Gurley. • Lessons from a downturn. One thing that makes this potential downturn different is that there have been “a lot of companies with huge amounts of revenue, some with massive losses,” explains Gurley. The “venture community needs to get its head around the new reality as fast as possible,” he says in conversation with McKinsey Quarterly editorial director Rick Tetzeli. Learn how one of Silicon Valley’s most respected VCs thinks about company course corrections, the path to public listings, and more. Get his take 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> - 12:29 - 28 Nov 2022