Reinventing office spaces for financial-services firms

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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 For financial-services firms, physical spaces—including flagship offices, branches, and satellite offices—have traditionally been an important part of the workforce’s experience. But over the past couple of years, the way we think about physical offices has changed—and now is the time for financial-services firms to reinvent the concept of the headquarters and prepare for the future. Want to learn more about how to future-proof your office? Check out a new article, which outlines ten bold moves that can reorient offices around learning, inclusion, and entrepreneurial collaboration. — Joyce Yoo, digital editor, New York Reimagining the future of financial-services headquarters The stakes are high for financial-services firms to reorient their offices around learning, inclusion, and innovation. Keep up Quote of the Day “Being a mother has helped me to become a better professional. I’m far more efficient and much more comfortable with uncertainty. I have become much more aware of my teams’ and clients’ needs, feelings, and unstated thoughts. Motherhood has opened my mind and heart.” —Valentina Ibarra, McKinsey partner, on being a working mother in “Parent, employee, all of the above? Eight working mothers on the realities of post-pandemic life” Chart of the Day See today’s chart Also New Meeting the challenge of moms’ ‘double double shift’ at home and work As the United States emerges from the pandemic, how can businesses build a more inclusive working environment to improve outcomes for women in the workforce? Listen and learn Forward Thinking on democratizing technology with Anne-Marie Imafidon “Having a computer science degree should not be a prerequisite for being one of the only people in control of what happens next. It’s about democratizing. It’s about giving folks agency so we can make collective decisions about what happens next rather than it being that technical power race. I don’t know if we can call it race to the—I’m going to call it the bottom, race to the dystopia.” Break barriers Author Talks: It’s time to pass the baton To solve decades-old issues, former presidential adviser David Gergen says we need fresh leadership—so he wrote a playbook to guide the next generation of problem-solvers. Address the issues 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